الگوی استراتژیک دوسوتوانی مزیت رقابتی و مشروعیت اجتماعی

نوع مقاله : پژوهشی

نویسندگان

1 دانشجوی دکترای دانشگاه علامه طباطبایی، تهران، ایران.

2 دانشیار دانشگاه علامه طباطبایی، تهران، ایران.

3 استادیار دانشگاه علامه طباطبایی، تهران، ایران.

4 استادیار دانشگاه علمه طباطبائی، تهران، ایران.

چکیده

در نظریه نهادی سازمان‌ها هم به دنبال مزیت رقابتی (با تأکید بر رقابت بر سر منابع کمیاب و اهمیت دادن به محیط وظیفه‌­ای) و هم مشروعیت اجتماعی (با تأکید بر دستیابی به مشروعیت از منظر ذی‌نفعان اجتماعی با نفوذ و اهمیت دادن به محیط نهادی) بوده و برای دستیابی همزمان به این دو هدف به رویه‌­ها و فرایندهای مقتضی نیاز دارند. اما سیر مطالعات انجام شده در این بخش از سال 1977 نشانۀ عدم پاسخگویی به این نیاز درقالب ارائه مدلی تجربی از فعالیت­‌های لازم برای تحقق این هم‌زمانی در سازمان‌ها است. این شکاف نظری به ویژه در بستر کشورهای درحال توسعه نظیر ایران از اهمیت بیشتری برخوردار است. لذا فهم چگونگی برخورداری همزمان سازمان‌ها از مزیت رقابتی و مشروعیت به‌­عنوان مساله اصلی پژوهش حاضر در نظر گرفته شد. در این پژوهش، گروه صنعتی گلرنگ به عنوان یک مطالعه موردی خاص در نظر گرفته شده و در چارچوب تحقیق کیفی - اکتشافی وضعیت آن مورد بررسی قرار گرفت. بدین منظور داده‌­ها از طریق مصاحبه اکتشافی و نیمه ساختاریافته گردآوری و با استفاده از روش­‌های تحلیل تم و کدگذاری تحلیل شدند. بررسی‌­ها نشان داد مدیریت همزمان اقدامات رقابتی و مشروعیت‌­آفرین از یک الگوی استراتژیک دوسوتوانی در 3 مرحله پی‌­در­پی تشکیل می‌شود: مرحله اول ایجاد نهاد و بستر رقابت جدید، مرحله دوم ایمن‌­سازی محیط از تلاطم‌­های نهادی و مرحله سوم اطمینان از جاری شدن برنامه­‌ها و تضمین نتایج مطلوب. الگوی استراتژیک دوسوتوانی پیشنهاد شده در واقع معرف محدوده­ای برای سازمان است که در این محدوده، سازمان می­‌تواند مشروعیت خود را حفظ و در عین حال به تمایز توان رقابتی در قیاس با دیگران نیز دست یابد. بنابراین، سازمان اگر خارج از این محدوده اقدام به انتخاب استراتژی نماید، خود را در خطر از دست رفتن مشروعیت و یا تهدید اقدامات رقابتی برنامه­‌ریزی شده قرار خواهد داد.

کلیدواژه‌ها


عنوان مقاله [English]

The strategic ambidexterity framework of competitive advantage and legitimacy

نویسندگان [English]

  • Shiva Salamat 1
  • Mahdi Haghighi Kafash 2
  • Shahram Khalilnezhad 3
  • Saleh Torkestani 4
1 Ph.D. student in business strategy management, Faculty of Management University of Allameh Tabatabaí, Iran.
2 Associate Prof., Faculty of Management, Allameh Tabatabaí, University, Tehran, Iran.
3 Assistant Prof., Faculty of Management Allameh Tabatabaí University, Tehran, Iran.
4 Assistant Professor, Business Administration Department, Allameh Tabataba'i University
چکیده [English]

In recent years, having the organizational capability in simultaneous management of business and institutional goals has become more important. For instance, companies are increasingly expected to minimize the detrimental effects of their activities on the environment or to meet the expectations of social institutions, concurrent with improving their growth and profitability. This issue is especially significant in developing countries due to the underdevelopment of institutional structures as well as severe turmoil in the political, economic and social environment. Considering different and heterogeneous nature of the competitive and social goals in companies, the purpose of this study is to draw a model for the successful and simultaneous management of competitive goals along with gaining social legitimacy. Accordingly, by using case-study method we chose Golrang Industrial Group (GIG) as one of the successful Iranian holdings in managing the competitive and social environment, then required data were collected by examining the related organizational documents and conducting in-depth interviews. we afterward explained the effective components on the ambidextrous pattern of competitive advantage and social legitimacy by content analysis method.
The results showed that the concurrence of competitive goals and social legitimacy in a way that leads to strengthening each other, requires implementation of three key practices: 1. Creating new competitive and institutional rules (Changing the playing field), 2. Protecting the environment and gaining institutional support (Buffering strategy), and 3. Ensuring the goals operationalizing and securing the results (institutional leadership strategy).

کلیدواژه‌ها [English]

  • Strategic Balance
  • Ambidexterity
  • Competitive Advantage
  • Social Legitimacy
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