شناسایی مفهوم، علل و پیامدهای یادگیری استراتژیک

نوع مقاله: علمی - پژوهشی

نویسندگان

1 دانشجوی دکتری مدیریت رفتار سازمانی، دانشگاه لرستان، خرم آباد، ایران

2 دانشیار گروه مدیریت دانشکده علوم اقتصاد و اداری، دانشگاه لرستان، خرم آباد، ایران.

چکیده

در یک محیط آشفته و متغیر، رویکرد یادگیری استراتژیک می­تواند شرکت‌های دانش‌بنیان را قادر سازد تا به‌سرعت تغییرات بازار را تشخیص داده و بر فرصت‌های نوظهور تمرکز نمایند؛ بنابراین هدف از انجام پژوهش حاضر ارائه مدلی برای شناسایی مفهوم، علل و پیامدهای یادگیری استراتژیک و درنهایت بررسی و تحلیل کمی و اعتبارسنجی آن است. در این پژوهش با استفاده از نظریه کیفی داده بنیاد و با روش نمونه‌گیری گلوله برفی، 15 تن از متخصصان شرکت‌های دانش‌بنیان انتخاب‌شده و مصاحبه‌های نیمه ساختاریافته با آن‌ها صورت گرفت. داده‌ها پس از بررسی و تحلیل در قالب 52 مفهوم، 8 زیر مقوله و 4 مقوله اصلی دسته‌بندی گردیدند. مقوله‌های اصلی شامل عوامل سازمانی، عوامل محیطی، مقوله محوری و پیامدها است. سپس بر اساس مدل فرآیندی و گزاره­های حکمی به‌دست ‌آمده از مرحله اول، فرضیه­های پژوهش تدوین و در سطح کارکنان سازمان مذکور به‌صورت کمّی آزمون شد. در بخش دوم پژوهش علاوه بر تائید اعتبار مدل، متغیرهای عوامل سازمانی و محیطی تأثیر مثبت و معناداری بر یادگیری استراتژیک دارند. همچنین یادگیری استراتژیک تأثیر مثبت بر پیامدهای چابکی استراتژیک، توسعه قابلیت‌های پویا، زمینه‌ساز تغییر و تحول، بهبود عملکرد، رشد فروش دارد.

کلیدواژه‌ها


عنوان مقاله [English]

Identifying Concepts, Causes, and Consequences of Strategic Learning

نویسندگان [English]

  • neda shahsiyah 1
  • amirhoshang Nazarpouri 2
  • mohammad hakkak 2
  • hojat vahdati 2
1 Loerstan University.
2 Lorestan University.
چکیده [English]

In a changing environment, the strategic learning approach can enable knowledge-based companies to quickly identify market changes and focus on emerging opportunities. Therefore, this study purpose is providing a model for identifying the the concept, causes and consequences of strategic learning and then that quantitative analysis and validation. In this study, using of grounded theory qualitative method, 15 experts of knowledge based companies selected by Snowball sampling and semi-structured interviews held with them. Data were categorized into 52 concepts, 8 sub components and 4 main components, after analysis. The main constructs includes organizational factors, environmental factors, main phenomenon and outcomes. Then, based on the process model and propositions that obtained from the first stage, the research hypotheses formulated and tested quantitatively among these companies personnel. In the quantitative part of research, the results indicate that both the model validation and the organizational and environmental factors have a positive and significant effect on strategic learning. Moreover, strategic learning has a positive and significant effect on outcomes including strategic agility, development of dynamic capabilities, underlying cause of change, performance improvement and sales growth.

کلیدواژه‌ها [English]

  • Strategic learning
  • knowledge based companies
  • Organizational and environmental factors
  • Strategic knowledge
  1. Ambrosini, V., Bowman, C. & Collier, N. (2009). Dynamic capabilities: An exploration of how firms renew their resource base. British Journal of Management 20: S1, S9–S24.
  2. Anderson, B.S., Covin, J.G. & Slevin, D.P. (2009). Understanding the relationship between entrepreneurial orientation and strategic learning capability: An empirical investigation. Strategic Entrepreneurship Journal, 3(3), 218-240.
  3. Burgelman, R. A. (1988). Strategy making as a social learning process: The case of internal corporate venturing. Strategic Management, 18(3), 74-85.
  4. Casey, A. J. & Goldman, E. F. (2010). Enhancing the ability to think strategically: A learning model. Management Learning, 41(2), 167-185.
  5. Cohen, W. & Levinthal, D. (1990). Absorptive capacity: A new perspective on learning and innovation. Administrative Science Quarterly 35, 128–152.
  6. Danaei Fard, H., Alvani, SM. & Azar, A. (2007). Qualitative research methodology in management: A comprehensive approach. Tehran: Eshraghi.
  7. Grundy, T. (1994). Strategic learning in action: How to accelerate and sustain business change. New York: McGraw-Hill.
  8. Halawi, L. A. (2005). Knowledge management systems' success in knowledge-based organizations: An empirical validation utilizing the DeLone and McLean IS success model. Nova Southeastern University.
  9. Hedberg, B. (1981). How organizations learn and unlearn. In P. C. Nystrom & W. H. Starbuck (Eds.), Handbook of organization design, 1, 3-27. London, UK: Oxford University Press.
  10. Huber, G. P. (1991). Organizational learning: The contributing processes and the literatures. Organization Science, 2(1), 88–115.
  11. Idris, W. M. S., & Al-Rubaie, M. T. K. (2013). Examining the impact of strategic learning on strategic agility. Journal of Management and Strategy, 4(2), 70.
  12. Kenny, J. (2006). Strategy and the learning organization: a maturity model for the formation of strategy, The Learning Organization, 13(4), 353-368.
  13. Kuwada, K. (1998). Strategic learning: The continuous side of discontinuous strategic change. Organization Science, 9(6), 719-736.
  14. Makkizadeh, F., Farajpahlou, A., Osareh, F., & Sheniyailagh, M. (2012). Identification of Factors Affecting Academic Users’ Acceptance of Web-Based Databases: A Grounded-Theory Approach. Journal of Academic librarianship and Information Research, 46(1).
  15. Massa, S., & Testa, S. (2009). A knowledge management approach to organizational competitive advantage: Evidence from the food sector. European Management Journal, 27(2), 129-141.
  16. McGrath, R. G. (2001). Exploratory learning, innovative capacity, and managerial oversight. Academy of Management Journal, 44(1), 118–131.
  17. Mintzberg, H. (1994a). The fall and rise of strategic planning. Harvard Business Review 72:1-107–114.
  18. Moon, H. (2013). Organizational Strategic Learning Capability: Exploring the Dimensions (Doctoral dissertation, University of Georgia).
  19. Mueller, B. A., Titus, V. K., Covin, J. G., & Slevin, D. P. (2012). Pioneering orientation and firm growth: Knowing when and to what degree pioneering makes sense. Journal of Management 38: 5, 1517–1549.
  20. Nonaka, I. (1994). A Dynamic theory of organizational knowledge creation. Organizational Science, 5(1). 14-37.
  21. Pietersen, W. (2002). Reinventing strategy: Using strategic learning to create and sustain breakthrough performance. New York: John Wiley & Sons.
  22. Roberts, N. (2015). Absorptive capacity, organizational antecedents, and environmental dynamism‖, Journal of Business Research, 68(11), 2426-2433.
  23. Sadeghi T., Heidari S., Vanaki Z., Khosroangam M., & Rodini A. (2014). Organizational learning capabilities of nurses. Management Journal. 2(8), 56-63.
  24. Sire´n C. A. (2012). Unmasking the capability of strategic learning: A validation study .The Learning Organization.Vol. 19 No. 6.pp. 497-517.
  25. Siren, C. A., Kohtamäki, M., & Kuckertz, A. (2012). Exploration and exploitation strategies, profit performance, and the mediating role of strategic learning: Escaping the exploitation trap. Strategic Entrepreneurship Journal, 6(1), 18-41.
  26. Sloan, J. (2006). Learning to think strategically. Amsterdam: Elsevier.
  27. Strauss, A. & Corbin, J. (1998). Basics of qualitative research: Grounded theory procedures and techniques. 2nd ed. Thousand Oaks, CA: Sage.
  28. Thomas, J. B., Sussman, S. W., & Henderson, J. C. (2001). Understanding “Strategic Learning”: Linking organizational learning, knowledge management, and sense-making. Organization Science, 12(3), 331-345.