درآمدی بر پیشران های داخلی اجرای موفق استراتژی: پژوهشی ترکیبی

نوع مقاله : علمی - پژوهشی

نویسندگان

1 دانشگاه مازندران

2 دانشگاه حضرت معصومه قم

3 دانشگاه تربیت مدرس

4 دانشگاه آزاد زنجان

چکیده

با توجه به مطالعات بسیاری، که نشان می­دهند اجرای موفق، همبستگی زیادی با عوامل داخلی سازمان دارد، در این پژوهش، به کشف پیشران­های داخلی اجرای موفق، پرداخته شده است. در نتیجه با این هدف که نشان دهیم با داشتن یک رویکرد منسجم، پیش­ران­های داخلی اجرای موفق استراتژی­ها، چه می­توانند باشند، به گردآوری داده‌های کیفی از مصاحبه با 11 خبره علمی و اجرایی شامل مدیران، معاونان بانک و اساتید دانشگاهی، پرداخته شد. براساس دستورالعمل کد­گذاری استراتژی داده بنیاد، چارچوبی متشکل از سه دسته عوامل فردی-شخصی، گروهی- مدیریتی و سازمانی به‌دست آمد. در ادامه با استفاده از تحلیل فرایندی سلسله مراتبی، عوامل مذکور رتبه‌بندی شدند. عامل گروهی- مدیریتی بالاترین رتبه و عامل سازمانی و عامل فردی- شخصی به ترتیب در رتبه‌های بعدی قرار گرفتند.

کلیدواژه‌ها


عنوان مقاله [English]

A Coherent Approach to Internal Proponents of Successful Strategy Implementation and Prioritization: A Mixed Study

نویسندگان [English]

  • Bahareh Abedin 1
  • Shahnaz Akbari emami 2
  • Esmaeil Jalili 3
  • Mohammad Ali Delkhon 4
1 University of Mazandaran
2 Hazrat Masoumeh University of Qom
3 Trabiat Modares University
4 Zanjan Azad University
چکیده [English]

Objective: the purpose of this study is to examine the internal drivers of successful implementation of strategies, based on a coherent approach.
Methodology: The present study is an exploratory and descriptive research and is a a kind of mixed method research. The qualitative part is based on the Glaser approach of Grounded theory data in this part are collected from interviews with 11 scientific and executive experts including managers, bank deputies and University professors And in the quantitative part, using hierarchical process analysis (AHP), the mentioned factors are ranked.
Findings: according to Grounded theory guidelines, a framework consisting of three categories of individual level, interpersonal level and organizational level was obtained.
Results: Among the three categories of strategy proponents, the interpersonal level factors received the highest rank. Also, the results of the study showed that "management support" followed by "flexibility" have a higher position in this category. Then, the organizational level was ranked second, in which "the establishment of a meritocracy system" has the highest score, and in the end, from the factors related to the individual level, the factor of "belief in cooperation" and "Belief in strategy" had the highest score.
 
 

کلیدواژه‌ها [English]

  • Inter-organizational cohesion
  • strategy execution
  • implementation proponents
  1. Ahmed, F. U. & Brennan, L. (2019). An institution-based view of firms’ early internationalization Effectiveness of national export promotion policies, International Marketing Review, 0265-1335.
  2. Anand, B. (2015). Reverse Globalization by Internationalization of SMEs: Opportunities and Challenges Ahead. Procedia-Social and Behavioral Sciences, 195, 1003-1011.
  3. Arte, P. (2017). Role of experience and knowledge in early internationalization of Indian new ventures: A comparative case study", International Journal of Entrepreneurial Behavior & Research, https://doi.org/10.1108/IJEBR-07-2017-0210.
  4. Arte, P. Barron, A. (2016). "Early Internationalisation of New and Small Indian Firms: An Exploratory Study" In The Challenge of Bric Multinationals; 525-558.
  5. Baier-Fuentes, H. Hormiga, E. Miravitlles, P. Blanco-Mesa, F. (2018). International Entrepreneurship: a bibbiometric overview, International Entrepreneurship Management Journal. 15:385– 429.
  6. Bianchi, C. & Wickramasekera, R. (2016). Antecedents of SME export intensity in a Latin American Market. Journal of Business Research, 69(10), 4368-4376.
  7. Buckley, J, P. (2016). The contribution of Internalization Theory to International Business: New Reality and unanswered Questions. Journal of Word Business, 51. 74-82.
  8. Chandraa,Y. Wilkinso.l.F. (2017). Firm internationalization from a network-centric complex-systems perspective, Journal of world busimess, 52, 691-701.
  9. Chang, J. (2011). The early and rapid internationalization of Asian emerging MNEs, Competitiveness Review: An International Business Journal Vol. 21 No. 2, pp. 171-187. q Emerald Group Publishing Limited 1059-5422.
  10. Felicio, J, A. Meidute, L. & Kyvik, O. (2016). Global Mindset, Cultural Context, & the Internationalization of SMES. Journal of Business Research, http://dx.doi.org/10.1016/jbuers.
  11. Fuchs, M. Köstner, M. (2016),"Antecedents and consequences of firm's export marketing strategy an empirical study of Austrian SMEs (a contingency perspective)", Management Research Review, Vol. 39 Iss 3 pp.
  12. Garcia-Cabrera, A. M., Garcia-Soto, M. G. & Duran-Herrera, J. J. (2016). Opportunity Motivation and SME internationalization in emerging Countries: Evidence from Entrepreneurs Perception of Institutions. International Entrepreneurship and Management Journal, 12(3), 879-910.
  13. Hagen, B., Zucchella, A. (2018). "Entrepreneurial Marketing as a Key Driver of Early and Sustained Internationalization" In Key Success Factors of SME Internationalization: A Cross-Country Perspective.; 25-40.
  14. Jabareen, Y. (2009). Building a Conceptual Framework: Philosophy, Definition, and Procedure. Information Jornal of Qualititative Methods. 2009.
  15. Jeong, S. W. (2016). "Types of foreign networks and internationalization performance of Korean SMEs", Multinational Business Review, Vol. 24 Iss 1.
  16. Johanson, J. & Vahlne, J. E. (2011). Markets as Networks: Implications for Strategy-Making. Journal of the Academy of Marketing Science, 39(4), 484-491.
  17. Kiss, A. N., Fernhaber, S. & McDougall-Covin, P. P. (2017). Slack, Innovation and export Intensity: Implications for Small and Medium Sized Enterprises. Entrepeneurship Theory and Practice.
  18. Kowalik, I., Danik, L., Sikora, T. (2017), Entrepreneurial orientation elements in the Polish international new ventures, Baltic Journal of Management, Vol. 12 Iss 2 pp. 83-96.
  19. Kuivalainen, O., Saarenketo, S. and Puumalainen, K. (2012), “Start-up patterns of internationalization a framework and its application in the context of knowledge-intensive SMEs”, European Management Journal, Vol. 30 No. 4, pp. 372-85.
  20. Langseth, H., ODwyer, M. & Arpa, C. (2016). Forces Influencing the Speed of Internationalization: An exploratory Norwegian and Irish Study. Journal of Small Business and Enterprise Develoment, 23(1), 122-148.
  21. Mainela, T., Pushakka, V. Sipola, S. (2018). International entrepreneurship beyond individuals and firms: On the systemic nature of international opportunities. Journal of Business Venturing.
  22. Masiero, G., Henrique, M., Marcelo, O., Risso, L. (2017)," Going Global in Groups: A Relevant Market Entry Strategy? ", Review of International Business and Strategy, Vol. 27 Iss 1 pp.
  23. McDougall, P., Oviatt, B. & Shrader, R. (2003). A comparison of international and domestic new ventures. Journal of International Entrepreneurship, 1(1), 5982.
  24. Narteh, B. Acheampong, G. (2018). "Foreign participation and internationalization intensity of African enterprises", International Marketing Review, https://doi.org/10.1108/IMR[1]12-2015-0273.
  25. Onkelinx, J., Manolova, T. S. & Edelman, L. F. (2016). The human factor: Investment in employee human capital, productivity, and SME internationalization. Journal of International Management, 22(4), 351-364.
  26. Oviatt, B. M. & McDougall, P. P. (2005). Toward a theory of International new Venture. Journal of International Business Studies, 36(1), 29-41.
  27. Pacheco, L. (2016). Capital Structure and Internationalization: The case of Portuguese industrial SMEs. Research in International Buisiness & Fianace, 3, 53-54.
  28. Pisani, N., Caldart, A. & Hopma, J. (2017). SMEs formation of minority international Joint ventures and level if internationalization: the moderationg role of a global versus reginal focus. European Management Journal, 35(3), 414-424.
  29. Ramos, E., Acedo, F.J. and Gonzalez, M.R. (2011), “Internationalisation speed and technological patterns: a panel data study on Spanish SMEs”, Technovation, Vol. 31 No. 10, pp. 560-572.
  30. Santhosh, C. (2019). "Impact of determinants on early internationalization: An exploratory study of Indian engineering SMEs", Journal of Engineering, Design and Technology, https://doi.org/10.1108/JEDT-01-2019-0001.
  31. Sekliuckiene, J. (2017)," Factors leading to early internationalization in emerging Central and Eastern European economies: empirical evidence from new ventures in Lithuania ", European Business Review, Vol. 29 Iss 2 pp.
  32. Sui, S., Baum, M. (2014). Internationalization strategy, firm resources and the survival of SMEs in the export market. Journal of International Business Studies 45:7, 821-841.
  33. patterns among Canadian SMEs", International Marketing Review, Vol. 29 Iss 5 pp. 519 - 535
  34. Tan, H. & Mathews, J. A. (2014). Accelerated internationalization and resource leverage strategizing: The case of Chinese wind turbine manufacturers. Journal of World Business.
  35. Wu, J, J. (2016). "Total Resources and Speeds of Internationalization" In Global Entrepreneurship: Past, Present & Future. Published online: 23 Jun 2016; 279-314.
  36. Zhang, X., Ma, X. & Wang, Y., Li, X. & Huo, D. (2016). What Drives the internationalization of Chinese SMEs? The joint effects of international Entreprenership characteristics, networks tie, and firm ownership. International Business Review, 25(2), 522-534.
  37. Zhou, C. (2018). Internationalization and performance: evidence from Chinese firms, Chinese Management Studies,