توسعۀ مدلی برای ارائۀ راهکار یکپارچه در شرکت‌های مادر

نوع مقاله : مقاله علمی پژوهشی

نویسندگان

1 دانشیار، مدیریت صنعتی، دانشکده مدیریت، دانشگاه تهران، تهران، ایران

2 استادیار، مدیریت صنعتی، دانشکده مدیریت، دانشگاه تهران، تهران، ایران

3 دانشیار، مدیریت منابع انسانی، دانشکده کارآفرینی، دانشگاه تهران، تهران، ایران

4 گروه مدیریت صنعتی، دانشکده مدیریت، دانشگاه تهران، تهران، ایران

چکیده

شرکت­های پیشرو به‌صورت فزاینده­ای به‌دنبال استراتژی ارائۀ راهکار، برای مقابله با کالاگرایی و کاهش سودآوری در بازار کالاهای محض هستند. اگرچه شرکت­های زیادی اهمیت ارائۀ راهکار (ترکیب سفارشی­سازی‌ و یکپارچه­‌شده­ای از کالا و خدمات برای ارضای نیاز مشتری) را تشخیص داده­اند، تعداد اندکی از آنها توانسته­اند این فرایند را با موفقیت طی کنند. ناموفق‎بودن شرکت­ها، باعث شده تحقیقات زیادی به‌دنبال چالش­های ارائۀ راهکار و عوامل کلیدی موفقیت شرکت­ها در این فرایند باشند. بر این اساس، یکی از نقص‎های مهم تحقیقات در این حوزه، مدلی است که جنبه­های مختلف فرایند ارائۀ راهکار و ویژگی­های آن را ارائه دهد. از این رو این تحقیق به‌دنبال دادن مدلی برای ارائۀ راهکار در سطح شرکت­های مادر، با رویکردی کیفی و استفاده از روش نظریۀ داده­مبناست. مدل به‌دست‌آمده چهار مرحلۀ «کالای محض»، «کالا و خدمات استاندارد»، «کالا و خدمات سفارشی­سازی‌شده» و «ارائۀ راهکار» را دربردارد که گذر از این مراحل با تغییر در «منابع و توانمندی­ها»، «کالاها و خدمات»، «فرایندها» و در نهایت «استراتژی و دیدگاه­» سازمان همراه است

کلیدواژه‌ها

موضوعات


عنوان مقاله [English]

Developing a Model to Provide an Integrated Solution in Parent Companies

نویسندگان [English]

  • Mostafa Razavi 1
  • Nima Mokhtarzadeh 2
  • Mahmood Ahmadpour 3
  • Mehran Salimi 4
1 Associate Prof., Faculty of Management, Tehran University, Tehran, Iran
2 Assistant Prof., Faculty of Management, Tehran University, Tehran, Iran
3 Associate Prof., Faculty of Entrepreneurship, Tehran University, Tehran, Iran
4 Industrial Management Department, Faculty of Management, University of Tehran, Tehran, Iran
چکیده [English]

Leading companies are increasingly looking for solutions strategy to maintain a competitive advantage against commoditization, low growth and declining profitability in pure products market. Many companies have recognized the need to provide solutions (integrated customized products and services to satisfy customers), only a few have been able to successfully implement the process and achieve the expected results. A lot of researches have been conducted to identify the challenges and key factors to success in this process. The lack of a process model with these characteristics is the major disappointment for solutions researches. The aim of this study is to present a model to provide a solution in parent company level, using qualitative approach and grounded theory method. The resulting model consists of four phases of “standard products", "standard products providing standard services", "customized products with customized services" and "the provision of integrated customized goods and services". Organizations must change "their resources and capabilities", "goods and services", "process" and finally "strategy and orientations" to be considered as a solution provider

کلیدواژه‌ها [English]

  • Grounded theory
  • Paradigmatic Model
  • Parent company
  • Solution maturity
  • Solution providing
ازکیا، م.، دربان آستانه، ع. (1389). روش های کاربردی تحقیق. تهران: انتشارات کیهان.
اسدزاده، ع.، رحمان­سرشت، ح. (1394). مدلی برای تبیین هوشمندی در شرکت­های هلدینگ. مدیریت بازرگانی، 7(4)، 822- 805.
دانایی‎فرد، ح.، اسلامی، آ. (1390). کاربرد استراتژی پژوهشی نظریۀ دادهبنیاد در عمل، ساخت نظریۀ بی­تفاوتی سازمانی. تهران: انتشارات دانشگاه امام صادق(ع).
Asadzadeh, M. & Rahmanseresht, H. (2015). A model describing intelligence in parent companies. Journal of business management, 7(4), 805-822.
(in Persian)
Azkia, M. & Darban, A. (2010). Applied research methodologies. Kayhan press, Tehran. (in Persian)
Bikfalvi, A. & Lay, G. & Maloca, S. & Waser, B. (2013). Servitization and networking: large-scale survey findings on product-related services. Service Business, 7(1), 61-82.
Boehm, M. & Thomas, O. (2013). Looking beyond the rim of one’s teacup: a multidisciplinary literature review of Product-Service Systems in Information Systems, Business Management, and Engineering & Design. Journal of Cleaner Production, 51, 245-260.
Brady, T. & Davies, A. & Gann, D. (2005). Creating value by delivering integrated solutions. International Journal of Project Management, 23(5), 360-365.
Brax, S. & Jonsson, K. (2009). Developing integrated solution offerings for remote diagnostics: A comparative case study of two manufacturers. International Journal of Operations & Production Management, 29(5), 539 – 560.
Campbell, A. & Whitehead, J. & Alexander, M. & Goold, M. (2014). Strategy for the corporate level. John Wiley & Sons, San Francisco.
Ceci, F. & Prencipe, A. (2008). Configuring Capabilities for Integrated Solutions: Evidence from the IT Sector. Industry and Innovation, 15(3), 277–296.
DanaeeFard, H. & Islami, A. (2011). Application of grounded theory: construction of organizational indifference. I.S.U. press, Tehran. (in Persian)
Davies, A.,  Brady, T. & Hobday, M. (2006). Charting a path toward integrated solutions. MIT Sloan Management Review, 47(3), 39-48.
Eloranta, V. & Turunen, T. (2016). Platforms in service-driven manufacturing: Leveraging complexity by connecting, sharing, and integrating. Industrial Marketing Management, 55,178–186.
Galbraith, J. (2002). Organizing to Deliver Solutions. Organizational Dynamics, 31(2), 194-207.
Gebauer, H. & Paiola, M. & Saccani, N. (2013). Characterizing service networks for moving from products to solutions. Industrial Marketing Management, 42, 31–46.
Javdani, T. & Ziaei, M. (2015). An empirically developed framework for agile transition and adoption: A Grounded Theory approach. The Journal of Systems and Software, 107, 204–219.
Kapletia, D. & Probert, D. (2010). Migrating from products to solutions: An exploration of system support in the UK defense industry. Industrial Marketing Management, 39, 582–592.
Kindström, D. & Kowalkowski, C. (2009). Development of industrial service offerings-A process framework. Journal of Service Management, 20(2), 156-172.
Kinnunen, R. & Turunen, T. (2012). Identifying Servitization Capabilities of Manufacturers: A Conceptual Model. Journal of Applied Management and Entrepreneurship, 17(3), 55-78.
Martinez, V. & Bastl, M. & Kingston, J. & Evans, S. (2010). Challenges in transforming manufacturing organisations into product-service providers. Journal of Manufacturing Technology Management, 21(4), 449–469.
Matthyssens, P. & Vandenbempt, K. & Weyns, S. (2009). Transitioning and co-evolving to upgrade value offerings: A competence-based marketing view. Industrial Marketing Management, 38(5), 504–512.
Nordin, F. & Kowalkowski, Ch. (2010). Solutions offerings: A critical review and reconceptualization. Journal of Service Management, 21(4), 441-459.
Oliva, R. & Kallenberg, R. (2003), Managing transition from products to services. International Journal of Service Industry Management, 14(2), 160-172.
Petri, J. & Jacob, F. (2016). The customer as enabler of value (co)-creation in the solution business. Industrial Marketing Management, 56, 63–72.
Ryynanen, H. & Pekkarinen, O. & Salminen, R. (2012). Supplier’s Internal Communication in Change Process to Solution Business - Challenges and Tentative Research Agenda. Business Market Management, 5(3), 154–172.
Salonen, A. (2011). Service transition strategies of industrial manufacturers. Industrial Marketing Management, 40(5), 683-690.
Sawhney, M. & Balasubramanian, S. & Krishnan, V. (2004). Creating growth with services. MIT Sloan Management Review, 45(2), 34-43.
Storbacka, K. & Pennanen, R. (2014). Solution business: Building a Platform for Organic Growth, Springer, New York.
Storbacka, K. (2011). A solution business model: Capabilities and management practices for integrated solutions. Industrial Marketing Management, 40(5), 699-711.
Strauss, A. & Corbin, J. (1998). Basics of qualitative research: techniques and procedures for grounded theory. Sage publication, California.
Turunen, T. & Finne, M. (2014). The organisational environment’s impact on the servitization of manufacturers. European Management Journal, 32(4), 603–615.
Ulaga, W. & Reinartz, W. (2011). Hybrid Offerings: How Manufacturing Firms Combine Goods and Services Successfully. Journal of Marketing, 75 (November), 5–23. 
Valtakoski, A. (2017). Explaining servitization failure and deservitization: A knowledge-based perspective. Industrial Marketing Management, 60 (January), 138–150.
Yin, R. (2009). Case study research: design and methods (4th Ed). Sage publication, California.