بررسی رابطۀ‌ قابلیت معنابخشی استراتژیک و نوآوری مدل کسب‌وکار

نوع مقاله : مقاله علمی پژوهشی

نویسندگان

1 استادیار گروه MBA ،دانشکده مدیریت دانشگاه تهران، تهران، ایران

2 استادیار مدیریت کسب و کار (MBA)، دانشکده مدیریت دانشگاه تهران، تهران، ایران

3 دانشجوی کارشناسی ارشد گروه MBA ،دانشکده مدیریت دانشگاه تهران، تهران، ایران

چکیده

نوآوری مدل کسب‌وکار به‌طور عمده در فضایی مطرح می‌شود که محیط در حال تغییر و دستخوش برخی پیچیدگی‌ها است. کارکردِ معنابخشی این ابهام را زدوده و سازمان را در راستای رسیدن به درک صحیحی از محیط برای جهت‌دهی به مدل کسب‌وکار، که توسط تصمیم‌گیرندگان ارشد سازمانی مشخص می‌شود، یاری می‌کند. این پژوهش رابطۀ قابلیت معنابخشی سازمان با نوآوری مدل کسب‌وکار را بررسی کرده ‌است. عوامل پویایی محیط و ویژگی‌های تیم مدیریت ارشد به‌عنوان متغیرهای تعدیل‌کنندۀ این رابطه بیان می‌شوند. با انجام این مطالعه به‌صورت پیمایش در صنعت فناوری اطلاعات و ارتباطات، روی 287 سازمان نمونه، به روش PLS-SEM رابطۀ معنادار معنابخشی و نوآوری مدل کسب‌وکار تأیید شد و پویایی محیط کسب‌وکار، میزان تحصیلات تیم مدیریت ارشد و استراتژی‌های تطبیقی سازمان به عنوان عوامل تعدیل‌گر این رابطه شناخته شدند.
 
 

کلیدواژه‌ها

موضوعات


عنوان مقاله [English]

Investigating the Relationship between Strategic Sensemaking and Business Model Innovation

نویسندگان [English]

  • Hamed Vares 1
  • Ali Heidari 2
  • Mehran Akbari 3
1 Assistant Prof., Dep. of MBA, Faculty of Management, University of Tehran, Iran
2 Assistant Prof., Faculty of Management, University of Tehran, Tehran, Iran
3 MSc Student of MBA, Faculty of Management, University of , Iran
چکیده [English]

Business model innovation is especially significant when the environment is prone to changes and complexities. Sensemaking functionality is to eliminate this ambiguity and help the organization achieve the accurate understanding of the environment in order to adjust the business model devised by the top management. This paper aims at studying the relationship between sensemaking capability and business model innovation. Environmental dynamism factors and top management team (TMT) characteristics are included as moderate variables. The survey was conducted among 287 organizations in IT and ICT industry, through a questionnaire. The data were analyzed using partial least squares structural equation modeling (PLS-SEM) method, which revealed there is a significant relationship between sensemaking and business model innovation. Business environmental dynamism and TMT’s education (among TMT characteristics) were identified as the mediators of such a relationship.
 

کلیدواژه‌ها [English]

  • Business environment dynamism
  • Business Model Innovation
  • Strategic sensemaking
  • Strategy topology
  • Top management team
حسینی، ف.؛ خدادادحسینی، ح.؛ کردنائیج، ا.؛ احمدی، پ. (1393). ارائۀ الگوی اجرای موفق استراتژی در شرکت‎های خودروسازی ایران. فصلنامۀ علوم مدیریت ایران، 9(36)، 24-1.
ممبینی، ی.؛ مرادی، م.؛ ابراهیم پور، م. (1394). ارائۀ چارچوب مفهومی از نقش یکپارچگی رفتاری تیم‎های مدیریت ارشد سازمان‎های فناوری‎محور در ایجاد دوسوتوانی سازمانی. فصلنامۀ توسعۀ تکنولوژی صنعتی، 13(25)، 14-3.
منطقی، م.؛ ثاقبی سعیدی، ف. (1392). مدل‎های کسب‎وکار؛ مبانی، ارزیابی، نوآوری. فصلنامۀ تخصصی رشد فناوری، 9(35)، 51-39.
References
Akgün, A. E., Keskin, H., Byrne, J. C., & Lynn, G. S. (2014). Antecedents and consequences of organizations technology sensemaking capability. Technological Forecasting and Social Change, 88, 216-231.
Baron, R. A., & Tang, J. (2011). The role of entrepreneurs in firm-level innovation: Joint effects of positive effect, creativity, and environmental dynamism. Journal of Business Venturing, 26(1), 49-60. 
Bjornali, E. S., Knockaert, M., & Erikson, T. (2016). The Impact of Top Management Team Characteristics and Board Service Involvement on Team Effectiveness in High-Tech Start-Ups. Long Range Planning, 49(4), 447-463.
Bock, A., Opsahl, T., George, G., & Gann, D. (2012). The effects of culture and structure on strategic flexibility during business model innovation. Journal of Management Studies, 49(2), 279-305.
Brea-Solís, H., Casadesus-Masanell, R., & Grifell-Tatjé, E. (2014). Business Model Evaluation: Quantifying Walmarts Sources of Advantage. Strategic Entrepreneurship Journal, 9(1), 12-33.
Carmeli, A., & Halevi, M. Y. (2009). How top management team behavioral integration and behavioral complexity enable organizational ambidexterity: The moderating role of contextual ambidexterity. The Leadership Quarterly, 20(2), 207-218.
Casadesus-Masanell, R., & Ricart, J. E. (2010). From strategy to business models and to tactics. Long Range Planning, 43, 195-215.
Daellenbach, U. S., Mccarthy, A. M., & Schoenecker, T. S. (1999). Commitment to Innovation: The Impact of Top Management Team Characteristics. R and D Management, 29(3), 199-208.
Daft, R. L., & Weick, K. E. (1984). Toward a Model of Organizations as Interpretation Systems. The Academy of Management Review, 9 (2), 284-295.
Drazin, R. (1985). Innovation and entrepreneurship: Practice and principles by Peter Drucker, F. New York: Harper & Row, 277, $19.95. Human Resource Management, 24(4), 509-512.
Fornell, C. & Larcker, D. F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of marketing research, 18 (1), 39-50.
Hatch, M. J., & Schultz, M. (1997). Relations between organizational culture, identity and image. European Journal of Marketing, 31(5), 356-365.
Hoseini, F., KhodadadHoseini, H., Kordnaeij, A., & Ahmadi, P. (2014). Designing a model for successful strategy implementation in Iran's automotive companies. Iran’s Management Science Association, 9(36),1-24. (in Persian)
Jansen, J. J., Vera, D., & Crossan, M. (2009). Strategic leadership for exploration and exploitation: The moderating role of environmental dynamism. The Leadership Quarterly, 20(1), 5-18. 
 Johnson, M. W. (2010). Seizing the white space: business model innovation for growth and renewal. Boston: Harvard Business Press.
Lambert S. (2008). A Conceptual Framework for Business Model Research. 21st BLED eConference eCollaboration on Overcoming Boundaries through Multi-Channel Interaction June 2008, BLED, Slovenia, 227-289.
Lambert, S.C., & Davidson, R.A., (2012). Applications of the business model in studies of enterprise success, innovation and classification: An analysis of empirical research from 1996 to 2010. European Management Journal, 31(6), 668-681.
Lawson, B., Petersen, K. J., Cousins, P. D., & Handfield, R. B. (2009). Knowledge Sharing in Interorganizational Product Development Teams: The Effect of Formal and Informal Socialization Mechanisms. Journal of Product Innovation Management, 26(2), 156-172.
Leitão, A., Cunha, P., Valente, F., & Marques, P. (2013). Roadmap for business models definition in manufacturing companies. Procedia CIRP, 7, 383-388.
Linder, J., & Cantrell, S. (2001). Changing business models: Surveying the landscape. Working paper, Accenture Institute for Strategic Change.
Maitlis, S., & Christianson, M. (2014). Sensemaking in Organizations: Taking Stock and Moving Forward. The Academy of Management Annals, 8(1), 57-125.
Manteghi, M., & Sagebi Saeidi, F. (2013). Business Models; Basics, Evaluation, Innovation. Technology Development Journal. 35(9), 39-51. (in Persian)
Markides, C. (2015). How Established Firms Exploit Disruptive Business Model Innovation. Business Model Innovation, 26(1), 123-144.
Martins, L. L., Rindova, V. P., & Greenbaum, B. E. (2015). Unlocking the Hidden Value of Concepts: A Cognitive Approach to Business Model Innovation. Strategic Entrepreneurship Journal, 9(1), 99-117.
Mcdaniel, S. W., & Kolari, J. W. (1987). Marketing Strategy Implications of the Miles and Snow Strategic Typology. Journal of Marketing, 51(4), 19-30.
McGrath, R. G. (2010). Business models: A discovery driven approach. Long Range Planning, 43(2-3), 247-261.
Michel, S., Brown, S. W., & Gallan, A. S. (2008). An expanded and strategic view of discontinuous innovations: deploying a service-dominant logic. Journal of the Academy of Marketing Science, 36(1), 54-66.
Mills, J. H. (2003). Making sense of organizational change. London: Routledge.
Mom, T. J., Fourné, S. P., & Jansen, J. J. (2015). Managers’ Work Experience, Ambidexterity, and Performance: The Contingency Role of the Work Context. Human Resource Management, 54(S1), 33-53.
Mombiniy, Y., Moradi, M., & Ebrahimpour, M. (2015). The presentation of the conceptual framework of behavioral integration role of senior management teams (SMT) of technology-based organizations in establishing organizational ambidexterity. Quarterly Journal of Industrial Technology Development, 13(25), 3-14 (in Persian)
Morris, M., Schindehutte, M., & Allen, J. (2005). The entrepreneur’s business model: Toward a unified perspective. Journal of Business Research, 58(6), 726-735.
Neill, S., McKee, D., & Rose, G.M. (2007). Developing the organization's sensemaking capability: Precursor to an adaptive strategic marketing response. Industrial Marketing Management, 36(6), 731-744.
Osterwalder, A., Pigneur, Y. (2002). Business models and their elements. The International workshop on business models, Switzerland, Lausanne.
Osterwalder, A., Pigneur, Y. (2010). Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers. New York: Wiley.
Osterwalder, A., Pigneur, Y., & Tucci, C. L. (2005). Clarifying business models: Origins, present and future of the concept. Communications of the Association for Information Science (CAIS), 16(1), 1-25.
Pohle, G., & Chapman, M. (2006). IBM's global CEO report 2006 business model innovation matters. Strategy & Leadership, 34(5), 34–40.
Porter, M. E. (1996). What is Strategy. Harvard Business Review, 76(6), 77-90.
Ricciardi, F., Zardini, A., & Rossignoli, C. (2016). Organizational dynamism and adaptive business model innovation: The triple paradox configuration. Journal of Business Research, 69(11), 5487-5493.
Sandberg, J., & Tsoukas, H. (2014). Making sense of the sensemaking perspective: Its constituents, limitations, and opportunities for further development. Journal of Organizational Behavior, 36(S1), 6-32.
Schilke, O. (2013). On the contingent value of dynamic capabilities for competitive advantage: The nonlinear moderating effect of environmental dynamism. Strategic Management Journal, 35(2), 179-203. 
Scott-Kemmis, D. (2012). Responding to Change & Pursuing Growth: Exploring the potential of business model innovation in Australia. Report of a study supported by the Australian Business Foundation.
Teece, D. J. (2010). Business models, business strategy and innovation. Long Range Planning, 43(2–3), 172-194.
Thomas, J. B. (1993) Strategic Sensemaking and Organizational Performance: Linkages among Scanning, Interpretation, Action, and Outcomes. Academy of Management Journal, 36(2), 239–270.
Tulung, J. E., & Ramdani, D. (2015). The Influence of Top Management Team Characteristics on BPD Performance. International Research Journal of Business Studies, 8(3), 155-166.
Waldner, F., Poetz, M. K., Grimpe, C., & Eurich, M. (2015). Antecedents and Consequences of Business Model Innovation: The Role of Industry Structure. Advances in Strategic Management Business Models and Modelling, 30(1), 347-386.
Weick, K. E. (1995). Sensemaking in Organizations. SAGE Publications.
Zhu, W., & Yin, Q. (2015). The Influence of TMT Characteristics on Technological Innovation: Evidence from IT Public Listed Companies in China. Proceedings of the 6th International Asia Conference on Industrial Engineering and Management Innovation, 963-970.