مدل راهبردی عملکرد کسب‌وکارهای الکترونیک

نوع مقاله : علمی

نویسندگان

1 گروه مدیریت منابع انسانی و مدیریت کسب و کار، دانشکده مدیریت، دانشگاه خوارزمی

2 گروه مدیریت کسب و کار، دانشکده مدیریت، دانشگاه خوارزمی، تهران

چکیده

 مهم­ترین هدف این پژوهش بررسی عوامل موثر بر پیاده‌سازی استراتژی و تأثیر آن بر عملکرد کسب‌وکارهای الکترونیکی درقالب مدل مفهومی و آزمون آن است. این پژوهش با ارائه ی مدل مفهومی سعی در آزمون نقش میانجی پیاده‌سازی استراتژی بین متغیرهای فرایند عملیاتی، محتوا و زمینه استراتژی با عملکرد سازمانی دارد. این پژوهش از نظر هدف کاربردی و از نظر روش گردآوری داده‌ها از نوع همبستگی به‌طور مشخص مدل معادلات ساختاری است. جامعه آماری پژوهش کسب‌وکار الکترونیکی فناوری اطلاعات، فناوری ارتباطات و جامعه اطلاعاتی است و ابزار اندازه‌گیری پرسشنامه‌ای استاندارد با 33 سؤال بوده که 46 شرکت به آن پاسخ داده و برای بررسی روایی آن از روایی همگرا و واگرا و برای پایایی آن از آلفای کرونباخ و پایایی ترکیبی استفاده شده است. تحلیل داده‌ها با استفاده از نرم‌افزارSmartPLS3 انجام شده است. نتایج نشان می‌دهد پیاده‌سازی استراتژی بر عملکرد سازمان اثرگذار و نقش میانجی‌گری میان محتوا، فرآیند عملیاتی استراتژی و عملکرد سازمانی دارد. اما اثر عوامل زمینه‌ای استراتژی بر پیاده‌سازی آن تأیید نشد.

کلیدواژه‌ها


عنوان مقاله [English]

Strategic Model of E-Business Performance

نویسندگان [English]

  • soltanali shahriari 1
  • saeed jafari nia 1
  • Ahmad Karbakhsh 2
1 Human Resources Management and Business Management, Faculty of Management, Kharazmi University
2 MBA Department, faculty- faculty, Kharazmi University, tehran
چکیده [English]

The most important purpose of this study is to investigate the factors affecting the implementation of the strategy and its impact on the performance of electronic businesses in the form of a conceptual model and its testing. By presenting a conceptual model, this study attempts to test the mediating role of strategy implementation between operational process, content and context of strategy variables with organizational performance. This research is practical in terms of purpose and in terms of method of data collection; it is a correlation model in particular. The statistical population of the research is electronic business of information technology, communication technology and information society. Forty-six companies answered the standard questionnaire with 33 questions. Convergent and divergent validity and Cronbach's alpha and hybrid reliability used to assess its validity. Data analysis performed using SmartPLS3 software. The results show that strategy implementation has an impact on the performance of the organization and mediates the role of content, strategy operational process and organizational performance. However, the effect of the strategy context factor on its implementation do not confirmed.

کلیدواژه‌ها [English]

  • Organization performance
  • Context of strategy
  • Strategy implementation
  • Organization process
  1. Ahmadkhani, M. (2011). Investigation and identification of barriers to successful implementation of business strategy in fars industrial companies. Shahid Bahonar University, Kerman, Iran.
  2. Alamsjah, F. (2011). Key success factors in implementing strategy: Middle-level managers’ perspectives. Procedia - Social and Behavioral Sciences, 24, 1444-1450.
  3. Alfaxard, k. G. (2013). Factors influencing strategy implementation among flower firms in naivasha, kenya. (MS), university of nairobi, kenya.
  4. Alicja, G. (2016). Strategy implementation efficiency on the process level. Business Process Management Journal, 22(6), 1079-1098.
  5. Amini Alashti, A. A., & Aarabi, S. M. (2017). Strategy implementation model for tehran province water and wastewater company. Journal of Management and Development Process, 29(4), 45-78.
  6. Bahadori, M., Teymourzadeh, E., Tajik, H., Ravangard, R., Raadabadi, M., & Hosseini, S. M. (2018). Factors affecting strategic plan implementation using interpretive structural modeling (ISM). 31(5), 406-414. doi:doi:10.1108/IJHCQA-05-2017-0075
  7. Berhane Asgedom, D., & Lehal, R. (2019). Barriers to the successful implementation of strategy in large manufacturing companies: evidence from Ethiopia. International Journal of Management Studies, VI, 83. doi:10.18843/ijms/v6i2(3)/13
  8. Bernardo, S. M., Anholon, R., Novaski, O., Silva, D., & Quelhas, O. L. G. (2017). Main causes that lead strategies to decline at execution phase: an analysis of Brazilian companies. 66(3), 424-440. doi:doi:10.1108/IJPPM-09-2015-0126
  9. Bolboli, S., & Reiche, M. (2013). A model for sustainable business excellence: implementation and the roadmap. The TQM Journal, 25(4), 331-346.
  10. Brui, O. (2018). Implementation of strategic management based on the balanced scorecard in a university library. Library Management, 39(8/9), 530-540. doi:10.1108/LM-09-2017-0086
  11. Cândido, C. J. F., & Santos, S. P. (2019). Implementation obstacles and strategy implementation failure. 14(1), 39-57. doi:doi:10.1108/BJM-11-2017-0350
  12. Covey, S., Mcchesney, C., Huling, J., & Moraes, B. (2013). The 4 Disciplines of Execution: Achieving Your Wildly Important Goals. Brilliance: Franklin Covey.
  13. Crittenden, V. L., & Crittenden, W. F. (2008). Building a capable organization: The eight levers of strategy implementation. Business Horizons, 51(4), 301-309.
  14. Dahmarde, S. (2017). The effect of corporate entrepreneurship on organizational performance: the mediator role of environmental uncertainty. (MASTER), Kharazmi, Tehran.
  15. Elbanna, S., Andrews, R., & Pollanen, R. (2016). Strategic planning and implementation success in public service organizations: evidence from Canada. Public Management Review, 18(7), 1017-1042. doi:10.1080/14719037.2015.1051576
  16. Engberg, R., Hörte, S.-Å., & Lundbäck, M. (2015). Strategy implementation and organizational levels: resourcing for innovation as a case. 2(2), 157-175. doi:doi:10.1108/JOEPP-03-2015-0007
  17. Galpin Timothy, J. (2018). Realizing your strategy’s potential: a seven-step model for its effective execution. Strategy & amp; Leadership, 46(6), 35-43. doi:10.1108/SL-09-2018-0088
  18. Hormiga, E., Batista-Canino, R., & Sánchez-Medina, A. (2011). The role of intellectual capital in the success of new ventures. International Entrepreneurship and Management Journal, 7, 71-92. doi:10.1007/s11365-010-0139-y
  19. Hosseini, S. F., Khodadad Hosseini, S. H., & Kordnaiej, A., Ahmadi, P. (2014). Designing a model for successful strategy implementation in Iran's automotive companies. Iranian Journal Of Management Sciences, 9(36), 1-24.
  20. Hourani, M. (2017). Conceptual frameworks for strategy implementation: a literature review. Journal of Management Research, 9(3), 12-30.
  21. Jiang, N. (2013). A case study of issues of strategy implementation in internationalization of higher education. International Journal of Educational Management, 27(1), 4-18. doi:10.1108/09513541311289792
  22. Karimy Dastjerdi, D., Pourezzat, A., Seyed Kalali, N., & Akhavan Anvari, M. (2010). The ranking of the barriers of strategic decisions implementation. Journal of Strategic Management Studies, 1(2), 31-49.
  23. Khalili Shurini, S., & Mahzari, M. (2015). Identifying the barriers to strategic plans and priorities. Journal of Strategic Management Research, 20(56), 111-132.
  24. Khashei, V. (2015). The Classified model of strategic control tools. Sterategic Management Thought, 17(1), 121-145.
  25. Klein, A., & Bhagat, P. (2016). Comparative study of technological innovativeness between individuals in the USA and India. Review of International Business and Strategy, 26(1), 100-117.
  26. Köseoglu, M. A., Yazici, S., & Okumus, F. (2018). Barriers to the implementation of strategic decisions: evidence from hotels in a developing country. Journal of Hospitality Marketing & Management, 27(5), 514-543. doi:10.1080/19368623.2018.1402723
  27. Lashkary, M., Sami, A., & ErshadI, Z. (2014). The evaluation of competitive strategies and organizational performance. Journal of Strategic Management Studies, 17, 39-50.
  28. Li, Y., Guohui, S., & Eppler, M. (2010). Making strategy work: a literature review on the factors influencing stragegy implementation.
  29. Maclennan, A. (2011). Strategy excution (S. M. Aarabi, S. A. Hashemi, & M. T. Ghaderi, Trans.). Tehran: Iran Cultural Studies Publications.
  30. Marx, T. G. (2016). The impacts of business strategy on organizational structure. 22(3), 249-268. doi:doi:10.1108/JMH-01-2016-0003
  31. Mazloomi, N., & Motevali, A. (2012). A model to implement of strategic plans. management studies in development, 19(67), 19-45. doi:10.22054/jmsd.2012.1863
  32. Miller, S., Hickson, D., & Wilson, D. (2008). From strategy to action: involvement and influence in top level decisions. Long Range Planning, 41(6), 606-628.
  33. Mobarakian, H., Farmahinifarahani, A., & Khozin, A. (2015). Scientific- propagative journal of oil & gas exploration & productoin. Journal of Exploration & Production Oil & Gas, 1394(128), 24-30.
  34. Mosadeghrad, A. M., Fayaz-Bakhsh, A., & Amini, F. (2018). Challenges of strategic planning in welfare organization. payavard, 11(5), 518-531.
  35. Nwachukwu, C., Hieu, V., Chládková, H., & Fadeyi, O. (2019). Strategy implementation drivers in correlation with strategic performance. Management and marketing, 17, 19-38.
  36. O'Reilly, C., Caldwell, D., Chatman, J., Lapiz, M., & Self, W. (2010). How leadership matters: The effects of leaders' alignment on strategy implementation. The Leadership Quarterly, 21, 104-113. doi:10.1016/j.leaqua.2009.10.008
  37. Obeidat, B. Y., Al-Hadidi, A., Tarhini, A., & Masa’deh, R. e. (2017). Factors affecting strategy implementation: A case study of pharmaceutical companies in the middle east. 27(3), 386-408. doi:doi:10.1108/RIBS-10-2016-0065
  38. Okumus, F. (2003). A framework to implement strategies in organizations. 41(9), 871-882. doi:doi:10.1108/00251740310499555
  39. Philip Omondi, M., Ombui, K., & Mungatu, J. (2013). Factors affecting effective strategy implementation for attainment of Millennium Development Goal 5 by international reproductive health non-governmental organizations in Kenya. 25(5), 507-519. doi:doi:10.1108/TQM-10-2012-0079
  40. Piri, M. (2015). Investigating factors affecting the implementation of strategy in organizations - case study: Alborz industry, mining and trade organization. University of science and culture, Tehran, Iran.
  41. Poursadegh, N. (2014). Obstacles ahead of the implementation of organizational strategies in Iranian state universities. Research Quarterly In Military Management., 14(53), 1-22.
  42. Radomska, J. (2014). Linking the main obstacles to the strategy implementation with the company's performance. Procedia - Social and Behavioral Sciences, 150, 263-270.
  43. Rahnavard, F., Fathi, R., & Roshandel, T. (2014). Critical success factors in implementing organizational strategies: A case study. Journal of Productivity Management, 8(1), 75-94.
  44. Rajasekar, J. (2014). Factors affecting effective strategy implementation in a service industry: a study of electricity distribution companies in the sultanate of Oman. International Journal of Business and Social Science, 5, 169-183.
  45. Raps, A. (2005). Strategy execution– an insurmountable obstacle? Handbook of Business Strategy, 6(1), 141-146.
  46. Vakili, Y., & Shahriari, S. (2016). The Effects of Knowledge Sharing on Organizational Ambidexterity: Explanation of Mediating Role of Absorptive Capacity (Case: Pharmaceutical Companies). Journal of Entrepreneurship Development, 9(3), 573-591. doi:10.22059/jed.2016.60923
  47. Viet Nguyen, H., & Nhuan Nguyen, D. (2016). Factors affecting business strategy implementation of vietnam garment companies, 12.
  48. Waitherero Waititu, J. (2016). Relationship between Strategy Implementation and Performance in Commercial Banks in Nairobi County Keny, 11.
  49. Zakaria, M. B., Dahalan, h. B., omar, m. S. B., & Ahmad, n. (2014). Implementation obstacles encountered by Malaysian engineering contractors. Paper presented at the 4th international conference on technology and operations management, kuala lumpur, malaysia.
  50. Zeps, A., & Ribickis, L. (2015). Strategy development and implementation – process and factors influencing the result: case study of latvian organizations,  213