طراحی مدل ارزش‌آفرینی چابک در صنایع کوچک و متوسط ایران

نوع مقاله : علمی - پژوهشی

نویسندگان

1 دانشجوی دکتری مدیریت بازرگانی، پردیس بین‌المللی ارس، دانشگاه تهران

2 استاد مدیریت بازاریابی، دانشکده مدیریت، دانشگاه تهران، تهران، ایران

3 استادیار، دانشکده مدیریت و اقتصاد، دانشگاه تربیت مدرس، تهران، ایران

4 استادیار گروه مدیریت دولتی، دانشگاه پیام نور، تهران، ایران.

چکیده

هدف: هدف از انجام این پژوهش، طراحی مدل ارزش‌آفرینی چابک در صنایع کوچک و متوسط ایران است.
روش‌­شناسی تحقیق: این پژوهش دارای رویکردی کیفی بوده و از روش نظریه داده‌بنیاد (گراندد تئوری) به عنوان روش تحقیق استفاده شده است. روش گردآوری داده‌­ها مصاحبه‌­های عمیق و باز با 20 نفر از خبرگان دانشگاهی و صاحب‌نظران در حوزه مدیریت بازاریابی و مدیریت زنجیره ارزش‌­آفرینی است به طوری‌­که مصاحبه‌­های خبرگی در نفر 20ام به اشباع نظری انجامید که پس از کدگذاری‌­های انجام شده مدل نهایی اعتبارسنجی گردید.
یافته­‌ها: بر اساس، تحلیل­‌های صورت پذیرفته، تعداد 337 کد باز، 42 کد محوری و 19 مقوله اصلی (کد انتخابی) استخراج شدند.
نتیجه­‌گیری: نتایج به دست آمده از مصاحبه‌­ها نشان می‌­دهد پدیده محوری «ارزش‌­آفرینی چابک» شامل «پویایی مدیریت زنجیره تأمین»، «تطبیق­‌پذیری پویا با محیط» و «استراتژی‌­های پویای منابع انسانی» است که مقولات «هم­جوشی تکنولوژی­‌محور صنایع»، «بطن چابک بازار» و «ارزش­‌خواهی متنوع مشتریان» به عنوان شرایط علّی بر مقولات پدیده محوری تأثیرگذار هستند. مقولات بسترساز به عنوان شرایط زمینه‌­ای لازم در تحقق ارزش‌­آفرینی چابک در صنایع کوچک و متوسط شامل: «مدیریت تنوع خصوصیات منابع انسانی»، «مدیریت عمران سازمانی»، «هوشمندسازی تحقیقات بازاریابی» و «تطبیق‌­پذیری مداوم قوانین با تحولات بازار» است. در این بین برخی از مقولات به عنوان شرایط مداخله‌­گر در تحقق ارزش‌­آفرینی چابک در صنایع کوچک و متوسط شامل: «داشبورد مدیریت عملکرد منابع انسانی»، «مدیریت هوشمند پایداری سازمانی» و «ماهیت تنوع­‌آفرین محیط بازار» که هر دو شرایط زمینه‌­ای و مداخله‌­ای می‌­توانند روی راهبردهای ارائه شده تأثیرگذار باشند. این راهبردها عبارتند از: «هوشمندسازی فرایندهای اصلی زنجیره»، «توانمندسازی چابک منابع انسانی»، «هوشمندسازی برنامه­­‌های تحول سازمانی» و «همگام‌­سازی مستمر با بازار» که استراتژی­‌های لازم در پیاده‌­سازی ارزش­آفرینی چابک در صنایع کوچک و متوسط هستند. در صورت تحقق پدیده محوری می­‌توان مقولات «هوشمندسازی بهره­‌وری در کسب­‌وکار» و «تصویرسازی چابک برند کسب­وکار» را به عنوان پیامدهای حاصله انتظار داشت.

کلیدواژه‌ها

عنوان مقاله [English]

Designing an Agile Value Creation Model in Small and Medium Sized Enterprises in Iran

نویسندگان [English]

  • Shadi Orafaye Jamshidi 1
  • Tahmoures Hasangholipor Yasory 2
  • Mohammad Aghayee Daghlian 3
  • Karim Esgandari 4
1 Ph.D Student in Business Management at Aras International Campus, University of Tehran,
2 Professor, Marketing Management, Business Management Department, Faculty of Management, University of Tehran, Tehran, Iran
3 Assist Prof , Faculty of Management & Economics, Tarbiat Modares University (TMU), Tehran, Iran
4 Assistant Professor, Department of Public Administration, Payame Noor University, Tehran, Iran,
چکیده [English]

The purpose of this research is to design an agile value creation model in Small and Medium Sized Enterprises in Iran. The results obtained from the interviews show that the central phenomenon of "agile value creation" includes "dynamics of supply chain management", "dynamic adaptability to the environment" and "dynamic strategies of human resources" which categories "Fusion of technology-oriented industries", "agile heart of the market" and "various values of customers" are the causal conditions. The basic conditions necessary for the realization of agile value creation in Small and Medium Sized Enterprises include: "managing the diversity of human resources characteristics", "organizational construction management", "intelligent marketing research" and "continuous adaptation of laws to market developments". be Intervening conditions in the realization of agile value creation in Small and Medium Sized Enterprises include: "human resources performance management dashboard", "intelligent management of organizational sustainability" and "diversifying nature of the market environment", which both background and intervention conditions They can have an impact on the presented strategies. These strategies include: "intelligence of the main processes of the chain", "agile empowerment of human resources", "intelligence of organizational transformation programs" and "continuous synchronization with the market" which strategy are necessary in the implementation of agile value creation in Small and Medium Sized Enterprises. If the central phenomenon is realized, we can expect the categories of "intelligence of productivity in business" and "agile visualization of the business brand" as the resulting consequences.

کلیدواژه‌ها [English]

  • Agile Value Creation
  • Value Creation Chain
  • Small and Medium Sized Enterprises

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  • تاریخ دریافت: 28 بهمن 1401
  • تاریخ بازنگری: 27 اردیبهشت 1402
  • تاریخ پذیرش: 29 اردیبهشت 1402

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