ارائه چارچوب نوآوری در مدل کسب و کارهای تثبیت شده با رویکرد تفکر طراحی (مورد مطالعه: صنایع دارویی)
محورهای موضوعی : -اقتصاد بهداشت و درمان
سیامک باران دوست
1
(دانشجوی دکتری، گروه کارآفرینی، واحد قزوین، دانشگاه آزاد اسلامی، قزوین، ایران)
کمال سخدری
2
(دانشیار دانشکده کارآفرینی، دانشگاه تهران، تهران، ایران)
علی داوری
3
(استادیار دانشکده کارآفرینی، دانشگاه تهران، تهران، ایران)
کلید واژه: صنایع دارویی, مدل کسب و کار (BM), نوآوری در مدل کسب و کار (BMI), تفکر طراحی (DT),
چکیده مقاله :
مقدمه: امروزه نوآوری در مدل کسب و کار (BMI) یکی از راه حل‌های اساسی کسب و کارها جهت پاسخگویی به پویایی‌های محیطی و افزایش توان رقابت پذیری بنگاه‌هاست. پژوهش حاضر با هدف ارائه چارچوبی برای نوآوری در مدل کسب و کارهای تثبیت شده صنایع دارویی با رویکرد تفکر طراحی (DT) است.روش پژوهش: رویکرد پژوهش حاضر از نوع کیفی و استقرایی-اکتشافی است و از نظر هدف کاربردی است. با توجه به راهبرد مطالعه موردی صنایع دارویی، مصاحبه نیمه ساختار یافته به عنوان روش جمع‌آوری داده‌ها انتخاب شد. روش نمونه‌گیری غیراحتمالی و از نوع نمونه‌گیری هدفمند و مبتنی بر روش نمونه‌گیری گلوله برفی انتخاب شده است. جامعه آماری این پژوهش؛ مدیران، مشاوران (داخلی و خارجی) و کارکنان شرکت‌ها و کسب و کارهای تثبیت شده صنایع دارویی بودند که تخصص آنها مرتبط با حوزه‌های طراحی، نوآوری، R&D، مدیریت و توسعه کسب و کار بوده است. به منظور تحلیل داده‌ها از شیوه نگاشت شناختی استفاده شده است.یافته‌ها: براساس دیدگاه صاحبان فرایند و ادبیات نظری موجود، چارچوب یکپارچه فرایند BMI صنایع دارویی با رویکرد DT دارای پنج مرحله به ترتیب 1- شروع، 2- الهام گرفتن، 3- ایده پردازی، 4- ادغام و 5- پیاده سازی است.نتیجه‌گیری: DT رویکردی است که با ترکیب سایر ابزارهای BMI می‌تواند موجب نوآوری در مدل کسب و کارهای تثبیت شده صنایع دارویی گردد.
Introduction: Todays, business model innovation (BMI) is one of the basic business solutions to respond to environmental dynamics and increase the competitiveness of firms. The present study aims to provide a framework for innovation in the business model of the pharmaceutical industry with a design thinking (DT) approach.Methods: The approach of the present study is qualitative and inductive-exploratory and is applied in terms of purpose. According to the strategy of case study of pharmaceutical industry, semi-structured interview was selected as the method of data collection. Non-probabilistic sampling method has been selected from purposive sampling method based on snowball sampling method. Statistical community of this study; Managers, consultants (internal and external) and employees of established companies and businesses in the pharmaceutical industry, specializing in the areas of design, innovation, R&D, business management and development. Cognitive mapping method has been used to analyze the data.Results: Based on the view of the process owners and the existing theoretical literature, the integrated BMI process framework of the pharmaceutical industry with the DT approach has five stages: 1- start, 2- inspiration, 3- idea generation, 4- integration and 5- implementation.Conclusion: DT is an approach that can be combined with other BMI tools to innovate in the established pharmaceutical business model.
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_||_1- Porter ME. Technology and competitive advantage. Journal of business strategy; 1985.
2- Heikkilä M, Bouwman H, Heikkilä J. From strategic goals to business model innovation paths: an exploratory study. Journal of Small Business and Enterprise Development, 2017; 27.
3- Latifi MA, Nikou S, Bouwman H. Business model innovation and firm performance: Exploring causal mechanisms in SMEs. Technovation, 2021; 1(107): 102274. Magretta J. Why business models matter.
4- Wirtz BW, Pistoia A, Ullrich S, Göttel V. Business models: Origin, development and future research perspectives. Long range planning, 2016; 49(1): 36-54.
5- Wirtz BW, Pistoia A, Ullrich S, Göttel V. Business models: Origin, development and future research perspectives. Long range planning, 2016; 49(1): 36-54.
6- Osterwalder A, Pigneur Y. Business model generation: a handbook for visionaries, game changers, and challengers. John Wiley & Sons; 2010.
7- Miller K, McAdam M, Spieth P, Brady M. Business models big and small: Review of conceptualisations and constructs and future directions for SME business model research. Journal of Business Research, 2021; 131: 619-26.
8- Foss NJ, Saebi T. Fifteen years of research on business model innovation: How far have we come, and where should we go? Journal of management, 2017; 43(1): 200-27.
9- Berends H, Smits A, Reymen I, Podoynitsyna K. Learning while (re) configuring: Business model innovation processes in established firms. Strategic Organization, 2016; 14(3): 181-219.
10- Mitchell DW, Coles CB. Business model innovation breakthrough moves. Journal of business strategy; 2004.
11- Miller K, McAdam M, Spieth P, Brady M. Business models big and small: Review of conceptualisations and constructs and future directions for SME business model research. Journal of Business Research, 2021; 131: 619-26.
12- Frankenberger K, Weiblen T, Csik M, Gassmann O. The 4I-framework of business model innovation: A structured view on process phases and challenges. International journal of product development, 2013; 18(3-4): 249-73.
13- Stampfl G. Business Model Innovation at the Organizational Level (In-Depth Retrospective Case Studies). InThe Process of Business Model Innovation; 2016: 79-152. Springer Gabler, Wiesbaden.
14- Bonakdar A, Gassmann O. Design thinking for revolutionizing your business models. InDesign thinking for innovation; 2016: 57-66. Springer, Cham.
15- Zott C, Amit R. Business model innovation: Toward a process perspective. The Oxford handbook of creativity, innovation, and entrepreneurship; 2015: 395.
16- Afsham, Nastaran, Mobini Dehkordi, Ali, Yadali Farsi, Jahangir. Conceptualization of design thinking: the field of entrepreneurship. Smart Business Management Studies, 1399; 8 (32): 89-116.
17- Charles S. Design Thinking, a Novel Approach for an Effective and Improved Educational System–A Review. International Journal of Professional Development, Learners and Learning, 2022; 4(1).
18- Magistretti S, Dell'Era C, Verganti R, Bianchi M. The contribution of design thinking to the R of R&D in technological innovation. R&D Management, 2022; 52(1): 108-25.
19- Brown T. Design thinking. Harvard business review, 2008; 86(6): 84.
20- Liu R, Mannhardt L. Design thinking and business model innovation. In26TH Ipmc: Innovation and Product Development Management Conference; 2019: 1-30.
21- Jenkins J, Fife T. Designing for disruption: strategic business model innovation. InInternational perspectives on business innovation and disruption in design; 2016. Edward Elgar Publishing.
22- Eisenhardt KM. Building theories from case study research. Academy of management review, 1989; 14(4): 532-50.
23- Schneider S, Spieth P. Business model innovation: Towards an integrated future research agenda. International Journal of Innovation Management, 2013; 17(01): 1340001.
24- Yin RK. Applications of case study research. Sage; 2011.
25- Charmaz K. Constructing grounded theory. Sage; 2014.
26- Jang S, Ko EJ, Woo W. Unified User-Centric Context: Who, Where, When, What, How and Why. InubiPCMM; 2005.
27- Álvarez C, Urbano D, Amorós JE. GEM research: achievements and challenges. Small Business Economics, 2014; 42(3): 445-65.
28- Özesmi U, Özesmi SL. Ecological models based on people’s knowledge: a multi-step fuzzy cognitive mapping approach. Ecological modelling, 2004; 176(1-2): 43-64.
29- Carbonara N, Scozzi B. Cognitive maps to analyze new product development processes: A case study. Technovation, 2006; 26(11): 1233-43.
30- Manuchehri Rad R, Zandhesami H, Davari A, Mousakhani M. The role of organizational resilience in business model innovation in the Iranian business environment. Quarterly Journal of Development and Transformation Management; 2019 (Special Issue): 33-48.
31- Brown T. Change by design. New York: HarperCollins; 2009.
32- Osterwalder A, Pigneur Y, Bernarda G, Smith A. Value proposition design: How to create products and services customers want. John Wiley & Sons; 2015.
33- Brown T. Change by design. New York: HarperCollins; 2009.
34- Martin R. The Design of Business. Boston, Massachusetts: Harvard Business Press; 2009.
35- Brown T, Wyatt J. Design thinking for social innovation. Development Outreach, 2010; 12(1): 29-43.
36- Gassmann O, Frankenberger K, Csik M. The St. Gallen business model navigator.