نقش مدیریت دانش بر رقابت پذیری شرکت از طریق استراتژی تکنولوژی محور در صنعت کاشی و سرامیک ایران
محورهای موضوعی :
مدیریت صنعتی
Mohammad Javad Taghipourian
1
,
Hamidreza Alizadeh
2
1 - Department of management, Chalous branch, Islamic Azad University, Chalous, Iran
2 - Department of management, Amol branch, Islamic Azad University, Amol, Iran
تاریخ دریافت : 1396/12/09
تاریخ پذیرش : 1396/12/09
تاریخ انتشار : 1396/12/01
کلید واژه:
Competitiveness,
رقابت پذیری,
استراتژی تکنولوژی محور,
منابع تکنولوژی مشترک,
technology-driven strategy,
Collaborative technology sourcing,
چکیده مقاله :
با توجه به رقابت پذیری در صنعت کاشی و سرامیک ، هدف از این پژوهش بررسی نقش مدیریت دانش بر رقابت پذیری شرکت از طریق استراتژی تکنولوژی محور در صنعت کاشی و سرامیک ایران می باشد. بدین منظور پرسش نامه ای مبتنی بر کار تحقیقاتی احمد و اسچرودر(2011) بین مدیران کارخانه های تولید کاشی و سرامیک ایران پخش و 87 پرسش نامه برای تحلیل جمع آوری شد. یافته های پژوهش حاصل از آزمون پیرسون و رگرسیون با نرم افزار اس پی اس نشان داد که استراتژی تکنولوژی محور اثر مثبتی بر رقابت پذیری دارد. زمانی که شرکت های تولیدی از تمامی این سه بعد(وضعیت تکنولوژی فعال، انطباق فرآیند و آزمایش، منابع تکنولوژی مشترک) به طور هم زمان در فرآیندهای خود به کار گیرند می تواند موجب رقابت پذیری اثربخش گردد، بنابراین مدیران شرکت باید نگاه جامع و کاملی نسبت به این ابعاد داشته باشند.
چکیده انگلیسی:
Due to the competitiveness in tile and Ceramic Industry, the purpose of this research is to investigate the role of knowledge management on the competitiveness of the company through technology-driven strategy in tile and Ceramic Industry. For this purpose, a questionnaire based on the research of Ahmad and Schroeder (2011) was distributed among the managers of Iran's ceramic tile factories and 87 questionnaires for analysis. The findings of Pearson and regression tests via SPSS showed that all aspects of Technology-driven Strategy have a positive effect on competitiveness. When manufacturing companies use all of these three dimensions (active technology status, process and test adaptation, common technology resources) simultaneously in their processes, they can lead to effective competing so corporate executives should have a comprehensive look at these dimensions.
منابع و مأخذ:
Ahmad S. and Schroeder R. G. (2011) Knowledge management through technology strategy: implications for competitiveness. Journal of Manufacturing Technology Management, 22 (1): 6-24.
Akimova, Irina. (2000). Development of market orientation and competitiveness of Ukrainian firms. European Journal of Marketing, 34(9/10), 1128-1148.
Anders, Christian. (1999). Maintaining technology leadership through improved technology strategy implementation. Engineering Management Journal, 9(4), 171-176.
Argyres, Nicholas S. (1995). Technology strategy, governance structure and interdivisional coordination. Journal of Economic Behavior & Organization, 28(3), 337-358.
Barney, Jay. (1991). Firm resources and sustained competitive advantage. Journal of management, 17(1), 99-120.
Beer, Michael., & Russell A. Eisenstat. (2000). The silent killers of strategy implementation and learning. Sloan management review, 41(4), 29.
Booth, Marilyn E., and George Philip. (1998). Technology, competencies, and competitiveness: The case for reconfigurable and flexible strategies. Journal of business research, 41(1), 29-40.
Buckley, Peter J., Christopher L. Pass, and Kate Prescott. (1988). Measures of international competitiveness: A critical survey. Journal of marketing management, 4(2), 175-200.
Chang, Shih-Chia, Ru-Jen Lin, Jung-Hui Chen, and Li-Hua Huang. (2005). Manufacturing flexibility and manufacturing proactiveness: empirical evidence from the motherboard industry. Industrial Management & Data Systems, 105(8), 1115-1132.
Cyert, Richard M., and James G. March. (1963), A Behavioral Theory of the Firm, Prentice-Hall, Englewood Cliffs, NJ.
Day, George S., Reibstein, D.J. and Gunther, Robert E. (1997), Wharton on Dynamic Competitive Strategy, Wiley, New York, NY.
Dess and Lumpkin (2003) Strategic Management; Mc Graw-Hill.
Eisenhardt, Kathleen M., and Jeffrey A. Martin. (2000), Dynamic capabilities: what are they?, Strategic Management Journal, 21, 1105-21.
Ford, David, and Michael Saren. (1996). Technology Strategy for Business, Thomson Business Press.
Grant, Robert M., R. Krishnan, Abraham B. Shani, and Ron Baer. (1991). Appropriate manufacturing technology: a strategic approach. Sloan Management Review, 33(1), 43.
Hax, Arnoldo, and Dean Wilde II. (2001). The Delta Model—discovering new sources of profitability in a networked economy. European Management Journal, 19(4), 379-391.
Hill, Charles WL, and Frank T. Rothaermel. (2003). The performance of incumbent firms in the face of radical technological innovation. Academy of Management Review, 28(2), 257-274.
Menzler –Hokkanen, lngeborg (1995). Multinational enterprises and technology transfer. International Journal of Technology Management, 10(2-3), 293-310.
Moon, H. Chang, Alan M. Rugman, and Alain Verbeke. (1998). A generalized double diamond approach to the global competitiveness of Korea and Singapore. International business review, 7(2), 135-150.
Porter, Michael E. (2008). Competitive advantage: Creating and sustaining superior performance. Simon and Schuster.
Teece, David J. (1986). Profiting from technological innovation: Implications for integration, collaboration, licensing and public policy. Research policy, 15(6), 285-305.
Upton, David M., and Bowon Kim. (1998). Alternative methods of learning and process improvement in manufacturing. Journal of Operations Management, 16(1), 1-20.
Vilkamo, T., and Tiina Keil. (2003). Strategic technology partnering in high-velocity environments—lessons from a case study. Technovation, 23(3), 193-204.
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Ahmad S. and Schroeder R. G. (2011) Knowledge management through technology strategy: implications for competitiveness. Journal of Manufacturing Technology Management, 22 (1): 6-24.
Akimova, Irina. (2000). Development of market orientation and competitiveness of Ukrainian firms. European Journal of Marketing, 34(9/10), 1128-1148.
Anders, Christian. (1999). Maintaining technology leadership through improved technology strategy implementation. Engineering Management Journal, 9(4), 171-176.
Argyres, Nicholas S. (1995). Technology strategy, governance structure and interdivisional coordination. Journal of Economic Behavior & Organization, 28(3), 337-358.
Barney, Jay. (1991). Firm resources and sustained competitive advantage. Journal of management, 17(1), 99-120.
Beer, Michael., & Russell A. Eisenstat. (2000). The silent killers of strategy implementation and learning. Sloan management review, 41(4), 29.
Booth, Marilyn E., and George Philip. (1998). Technology, competencies, and competitiveness: The case for reconfigurable and flexible strategies. Journal of business research, 41(1), 29-40.
Buckley, Peter J., Christopher L. Pass, and Kate Prescott. (1988). Measures of international competitiveness: A critical survey. Journal of marketing management, 4(2), 175-200.
Chang, Shih-Chia, Ru-Jen Lin, Jung-Hui Chen, and Li-Hua Huang. (2005). Manufacturing flexibility and manufacturing proactiveness: empirical evidence from the motherboard industry. Industrial Management & Data Systems, 105(8), 1115-1132.
Cyert, Richard M., and James G. March. (1963), A Behavioral Theory of the Firm, Prentice-Hall, Englewood Cliffs, NJ.
Day, George S., Reibstein, D.J. and Gunther, Robert E. (1997), Wharton on Dynamic Competitive Strategy, Wiley, New York, NY.
Dess and Lumpkin (2003) Strategic Management; Mc Graw-Hill.
Eisenhardt, Kathleen M., and Jeffrey A. Martin. (2000), Dynamic capabilities: what are they?, Strategic Management Journal, 21, 1105-21.
Ford, David, and Michael Saren. (1996). Technology Strategy for Business, Thomson Business Press.
Grant, Robert M., R. Krishnan, Abraham B. Shani, and Ron Baer. (1991). Appropriate manufacturing technology: a strategic approach. Sloan Management Review, 33(1), 43.
Hax, Arnoldo, and Dean Wilde II. (2001). The Delta Model—discovering new sources of profitability in a networked economy. European Management Journal, 19(4), 379-391.
Hill, Charles WL, and Frank T. Rothaermel. (2003). The performance of incumbent firms in the face of radical technological innovation. Academy of Management Review, 28(2), 257-274.
Menzler –Hokkanen, lngeborg (1995). Multinational enterprises and technology transfer. International Journal of Technology Management, 10(2-3), 293-310.
Moon, H. Chang, Alan M. Rugman, and Alain Verbeke. (1998). A generalized double diamond approach to the global competitiveness of Korea and Singapore. International business review, 7(2), 135-150.
Porter, Michael E. (2008). Competitive advantage: Creating and sustaining superior performance. Simon and Schuster.
Teece, David J. (1986). Profiting from technological innovation: Implications for integration, collaboration, licensing and public policy. Research policy, 15(6), 285-305.
Upton, David M., and Bowon Kim. (1998). Alternative methods of learning and process improvement in manufacturing. Journal of Operations Management, 16(1), 1-20.
Vilkamo, T., and Tiina Keil. (2003). Strategic technology partnering in high-velocity environments—lessons from a case study. Technovation, 23(3), 193-204.
