استراتژی‌زدایی: بررسی تغییر پارادایم در مدیریت استراتژیک
الموضوعات :
1 - کارشناس تحقیقات مشتری و بازار
الکلمات المفتاحية: استراتژی‌آفرینی استراتژی‌زدایی پارادایم مزیت رقابتی ,
ملخص المقالة :
مدیریت استراتژیک و نظریه‌های مزیت رقابتی همیشه با تنوع رویکردی و پیچیدگی نظری همراه بوده‌اند. علیرغم تمامی این تنوع‌های رویکردی و پیچیدگی‌های نظری پیام کلیدی تمامی پارادایم‌های گوناگون مزیت رقابتی یکسان بوده است که تبدیل به وجه مشترک تمامی پارادایم‌ها شده است. پیام کلیدی یکسان و وجه مشترک تمامی پارادایم‌های مزیت رقابتی این بوده است که سازمان‌ها در غیاب استراتژی قادر به ایجاد مزیت رقابتی نیستند و سازمانی هم که فاقد مزیت رقابتی باشد قطعاً شکست می‌خورد. به بیان ساده‌تر پارادایم‌های متداول مزیت رقابتی از جمله دیدگاه مبتنی بر منابع، رویکرد سازمان صنعتی، رویکرد هزینه مبادله، رویکرد کارآفرینی و رویکرد رفتاری با وجود تفاوت‌های نظری از دو موضوعِ خلق استراتژی و ایجاد مزیت رقابتی جهت دستیابی به عملکرد ممتاز حمایت کرده‌اند. اما در طی سال‌های اخیر پارادایمی نوین در حال ظهور است که از استراتژی‌زدایی پشتیبانی کرده است. هدف از انجام این پژوهش معرفی هستی‌شناسی، دانش‌شناسی، ارزش‌شناسی و روش‌شناسی منحصر به فرد این پارادایم در مقایسه با پارادایم‌های دیگر از طریق روش کیفی تحلیل محتوای مقالات منتشر شده می‌باشد. یافته‌های پژوهش نشان می‌دهند که پارادایم نوظهور استراتژی‌زدایی به لحاظ هستی‌شناسی، دانش‌شناسی، ارزش‌شناسی و روش‌شناسی دارای تضادهای آشکاری با تمامی پارادایم‌های موجود است. بر اساس این پارادایم نوظهور نه تنها استراتژی‌آفرینی سیاستی اثربخش نیست بلکه سازمان‌ها از طریق استراتژی‌زدایی و عدم توجه به مزیت رقابتی به موفقیت و عملکرد متعالی دست پیدا می‌کنند. یافته-های این پژوهش بینشی منحصر به فرد برای پژوهشگران حوزه استراتژی و همچنین مدیران ارشد سازمان‌ها ایجاد میکند.
المصادر:
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the paradigm epistemological in strategic management?. Academy of Strategy Management Journal,
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Metaphor-Drama Research. Journal of Advertising and Sales Management, 2(3), 30-47.
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using Phronetic iterative qualitative method. Strategic Management Researches, 29(88). (In Persian)
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practice of strategy. Journal of management studies, 41(7), 1153-1170. doi.org/10.1111/j.1467
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،
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strategy-as-practice
perspective. Journal of Computer Information Systems, 63(2), 281-292.
doi.org/10.1080/08874417.2022.2057373
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use. Organization studies, 25(4), 529-560. doi.org/10.1177/0170840604040675
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How organizing, belonging, and performing paradoxes coevolve. Strategic organization, 11(3), 245
280. doi.org/10.1177/1476127013481016
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partnerships for sustainable value chains: Perspectives of not‐for‐profit actors. Business Strategy and the
Environment, 31(7), 3491-3508. doi.org/10.1002/bse.3101
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21. MacKay, B., Chia, R., & Nair, A. K. (2021). Strategy-in-Practices: A process philosophical approach to
understanding strategy emergence and organizational outcomes. Human Relations, 74(9), 1337-1369.
doi.org/10.1177/0018726720929397
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projects. Strategy & Leadership, 51(1), 10-17. doi.org/10.1108/sl-10-2022-0099
23. McGrath, R. G., & MacMillan, I. C. (2000). The entrepreneurial mindset: Strategies for continuously
creating opportunity in an age of uncertainty (Vol. 284). Harvard Business Press.
doi.org/10.1007/bf03396662
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downfall. Business Horizons, 35(1), 24-35. doi.org/10.1016/0007-6813(92)90112-m
25. Miller, D., & Le Breton-Miller, I. (2021). Paradoxical resource trajectories: When strength leads to
weakness and weakness leads to strength. Journal of Management, 47(7), 1899-1914.
doi.org/10.1177/0149206320977901
26. Mintzberg, H., & Waters, J. A. (1985). Of strategies, deliberate and emergent. Strategic management
journal, 6(3), 257-272. doi.org/10.1002/smj.4250060306
27. Mintzberg, H., Ahlstrand, B., & Lampel, J. B. (2020). Strategy safari. Pearson UK.
doi.org/10.1108/ws.1999.07948bae.002
28. Mueller, F. (2018). Taking Goffman seriously: Developing strategy-as-practice. Critical Perspectives on
Accounting, 53, 16-30. doi.org/10.1016/j.cpa.2017.03.009
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resource-based view and industrial organization theory for competitive advantage–a review and research
agenda. Journal of Business & Industrial Marketing, 38(3), 656-679. doi.org/10.1108/jbim-06-2021
0306
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stretch goal setting. Management Learning, 48(2), 140-157. doi.org/10.1177/1350507616664289
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78-93.
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doi.org/10.1056/nejmp1502419
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36
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2
هرامش
،
2
هرود
راک
و
بسک
رد
یدربهار
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312. doi.org/10.1287/stsc.2017.0037
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Perspective (Vol. 39, pp. 151-165). Emerald Publishing Limited. doi.org/10.1108/s0742
332220180000039011
39. Powell, T. C., & Arregle, J. L. (2007). Firm performance and the axis of errors. Journal of Management
Research, 7(2), 59-77.
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Organization, 10(3), 207-214. doi.org/10.1177/1476127012452823
41. Powell, T. C., Lovallo, D., & Fox, C. R. (2011). Behavioral strategy. Strategic Management
Journal, 32(13), 1369-1386. doi.org/10.1002/smj.968
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competitive advantage. In The globalization of strategy research (pp. 313-351). Emerald Group
Publishing Limited. doi.org/10.1108/s0742-3322(2010)0000027014
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strategic
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Journal
of
Management
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strategy-as-practice
research. Strategic
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722-733.
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strategy as practice. Revista de Administração Contemporânea, 25 (2). doi.org/10.1590/1982
7849rac2021190353.en
47. Slater, R., & Prichard, M. J. (1998). Jack Welch and the GE way (pp. 52-53). New York: McGraw-Hill.
doi.org/10.1016/s0007-6813(99)80026-3
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1. Ascher, D., Silva, W., Polowczyk, J., & Damião da Silva, E. (2018). Neurostrategy: An advance through
the paradigm epistemological in strategic management?. Academy of Strategy Management Journal,
17(2),
1-20.
URI:
https://bazawiedzy.ue.poznan.pl/info/article/UEP0bff468b556349c4b94195b2cbfd04bf/
2. Ateljević, J., Kulović, D., Đoković, F., & Bavčić, M. (2023). Business Strategy and Competitive
Advantage: A Reinterpretation of Michael Porter’s Work. Taylor & Francis.
3. Bidstrup, M., & Hansen, A. M. (2014). The paradox of strategic environmental
assessment. Environmental Impact Assessment Review, 47, 29-35. doi.org/10.1016/j.eiar.2014.03.005
4. Cunha, M. P. E., & Putnam, L. L. (2019). Paradox theory and the paradox of success. Strategic
organization, 17(1), 95-106. doi.org/10.1177/1476127017739536
5. Dmitrijeva, J., Schroeder, A., Bigdeli, A. Z., & Baines, T. (2022). Paradoxes in servitization: A
processual
perspective. Industrial
doi.org/10.1016/j.indmarman.2021.12.007
Marketing
Management, 101,
141-152.
6. Eskandarinia, N. (2021). Neo-Strategy Theory: Concepts, Assumptions and Applications. Strategic
Management Researches, 27(80), 41-58. DOR: https://dorl.net/dor/20.1001.1.22285067.1400.27.80.2.1
(In Persian)
7. Eskandarinia, N. (2021). Recognizing competitive advantage theory: Narrative research of Lionel
Messi’s biography. An Approach to Business Management, 2(2), 82-100. doi.org/10.52547/jabm.2.2.82
(In Persian)
8. Eskandarinia, N. (2021). Strategy As Thoughts Multiplicity: The Innovative Participatory Learning
Metaphor-Drama Research. Journal of Advertising and Sales Management, 2(3), 30-47.
doi.org/10.52547/jabm.2.3.30 (In Persian)
9. Eskandarinia, N. (2022). Strategy As Pragmatic Habituation: An Innovative Pragmatic Deconstruction
Unsimulacra
Research. Journal
of
doi.org/10.52547/jabm.3.2.1 (In Persian)
Advertising
and
Sales
Management, 2(3),
1-23.
10. Eskandarinia, N. (2023). The strategy creation de-strategization paradox: examining the basic duality
using Phronetic iterative qualitative method. Strategic Management Researches, 29(88). (In Persian)
11. Grandy, G., & Mills, A. J. (2004). Strategy as simulacra? A radical reflexive look at the discipline and
practice of strategy. Journal of management studies, 41(7), 1153-1170. doi.org/10.1111/j.1467
6486.2004.00470.x
12. Herold, S., Heller, J., Rozemeijer, F., & Mahr, D. (2023). Dynamic capabilities for digital procurement
transformation: a systematic literature review. International Journal of Physical Distribution &
Logistics Management, 53(4), 424-447. doi.org/10.1108/ijpdlm-12-2021-0535
34
13
36
:
2
هرامش
،
2
هرود
راک
و
بسک
رد
یدربهار
تاعلاطم
13. Högberg, K., & Willermark, S. (2023). Strategic responses to digital disruption in incumbent firms–a
strategy-as-practice
perspective. Journal of Computer Information Systems, 63(2), 281-292.
doi.org/10.1080/08874417.2022.2057373
14. Jarzabkowski, P. (2004). Strategy as practice: recursiveness, adaptation, and practices-in
use. Organization studies, 25(4), 529-560. doi.org/10.1177/0170840604040675
15. Jarzabkowski, P., Lê, J. K., & Van de Ven, A. H. (2013). Responding to competing strategic demands:
How organizing, belonging, and performing paradoxes coevolve. Strategic organization, 11(3), 245
280. doi.org/10.1177/1476127013481016
16. Jarzabkowski, P., Seidl, D., & Balogun, J. (2022). From germination to propagation: Two decades of
Strategy-as-Practice research and potential future directions. human relations, 75(8), 1533-1559.
doi.org/10.1177/00187267221089473
17. Johnson, G., Whittington, R., Regnér, P., Angwin, D., & Scholes, K. (2020). Exploring strategy.
Pearson UK.
18. Jraisat, L., Jreissat, M., Upadhyay, A., Sajjad, F., & Balodi, K. C. (2022). Paradox of strategic
partnerships for sustainable value chains: Perspectives of not‐for‐profit actors. Business Strategy and the
Environment, 31(7), 3491-3508. doi.org/10.1002/bse.3101
19. Kuckartz, U., & Rädiker, S. (2023). Qualitative Content Analysis: Methods, Practice and Software.
SAGE.
20. Lovallo, D., & Sibony, O. (2010). The case for behavioral strategy. The McKinsey Quarterly.
21. MacKay, B., Chia, R., & Nair, A. K. (2021). Strategy-in-Practices: A process philosophical approach to
understanding strategy emergence and organizational outcomes. Human Relations, 74(9), 1337-1369.
doi.org/10.1177/0018726720929397
22. McGrath, R. G. (2023). Innovation preservation and cultivation: where to locate transformational
projects. Strategy & Leadership, 51(1), 10-17. doi.org/10.1108/sl-10-2022-0099
23. McGrath, R. G., & MacMillan, I. C. (2000). The entrepreneurial mindset: Strategies for continuously
creating opportunity in an age of uncertainty (Vol. 284). Harvard Business Press.
doi.org/10.1007/bf03396662
24. Miller, D. (1992). The Icarus paradox: How exceptional companies bring about their own
downfall. Business Horizons, 35(1), 24-35. doi.org/10.1016/0007-6813(92)90112-m
25. Miller, D., & Le Breton-Miller, I. (2021). Paradoxical resource trajectories: When strength leads to
weakness and weakness leads to strength. Journal of Management, 47(7), 1899-1914.
doi.org/10.1177/0149206320977901
26. Mintzberg, H., & Waters, J. A. (1985). Of strategies, deliberate and emergent. Strategic management
journal, 6(3), 257-272. doi.org/10.1002/smj.4250060306
27. Mintzberg, H., Ahlstrand, B., & Lampel, J. B. (2020). Strategy safari. Pearson UK.
doi.org/10.1108/ws.1999.07948bae.002
28. Mueller, F. (2018). Taking Goffman seriously: Developing strategy-as-practice. Critical Perspectives on
Accounting, 53, 16-30. doi.org/10.1016/j.cpa.2017.03.009
29. Nayak, B., Bhattacharyya, S. S., & Krishnamoorthy, B. (2023). Integrating the dialectic perspectives of
resource-based view and industrial organization theory for competitive advantage–a review and research
agenda. Journal of Business & Industrial Marketing, 38(3), 656-679. doi.org/10.1108/jbim-06-2021
0306
30. Pina e Cunha, M., Giustiniano, L., Rego, A., & Clegg, S. (2017). Mission impossible? The paradoxes of
stretch goal setting. Management Learning, 48(2), 140-157. doi.org/10.1177/1350507616664289
31. Porter, M. E. (2008). The five competitive forces that shape strategy. Harvard business review, 86(1),
78-93.
32. Porter, M. E., & Lee, T. H. (2015). Why strategy matters now. N Engl J Med, 372(18), 1681-1684.
doi.org/10.1056/nejmp1502419
33. Powell, T. C. (2002). The philosophy of strategy. Strategic Management Journal, 23(9), 873-880.
doi.org/10.1002/smj.254
34. Powell, T. C. (2003). Strategy without ontology. Strategic Management Journal, 24(3), 285-291.
doi.org/10.1002/smj.284
35
13
36
:
2
هرامش
،
2
هرود
راک
و
بسک
رد
یدربهار
تاعلاطم
35. Powell, T. C. (2011). Neurostrategy. Strategic Management Journal, 32(13), 1484-1499.
doi.org/10.1002/smj.969
36. Powell, T. C. (2017). Strategy as diligence: Putting behavioral strategy into practice. California
Management Review, 59(3), 162-190. doi.org/10.1177/0008125617707975
37. Powell, T. C. (2018). Absence-neglect and the origins of great strategies. Strategy Science, 3(1), 306
312. doi.org/10.1287/stsc.2017.0037
38. Powell, T. C. (2018). Romantics, Mercenaries, and Behavioral Rationality. In Behavioral Strategy in
Perspective (Vol. 39, pp. 151-165). Emerald Publishing Limited. doi.org/10.1108/s0742
332220180000039011
39. Powell, T. C., & Arregle, J. L. (2007). Firm performance and the axis of errors. Journal of Management
Research, 7(2), 59-77.
40. Powell, T. C., & Puccinelli, N. M. (2012). The brain as substitute for strategic organization. Strategic
Organization, 10(3), 207-214. doi.org/10.1177/1476127012452823
41. Powell, T. C., Lovallo, D., & Fox, C. R. (2011). Behavioral strategy. Strategic Management
Journal, 32(13), 1369-1386. doi.org/10.1002/smj.968
42. Powell, T. C., Rahman, N., & Starbuck, W. H. (2010). European and North American origins of
competitive advantage. In The globalization of strategy research (pp. 313-351). Emerald Group
Publishing Limited. doi.org/10.1108/s0742-3322(2010)0000027014
43. Rabetino, R., Kohtamäki, M., & Federico, J. S. (2021). A (re) view of the philosophical foundations of
strategic
management. International
doi.org/10.1111/ijmr.12244
Journal
of
Management
Reviews, 23(2),
151-190.
44. Rouleau, L., & Cloutier, C. (2022). It’s strategy. But is it practice? Desperately seeking social practice in
strategy-as-practice
research. Strategic
doi.org/10.1177/14761270221118334
Organization, 20(4),
722-733.
45. Rumelt, R. P. (2022). Getting strategy wrong—and how to do it right instead. The McKinsey Quarterly.
46. Santos, L. L. D. S., Tureta, C., & Felix, B. (2020). A qualitative method proposal for the study of
strategy as practice. Revista de Administração Contemporânea, 25 (2). doi.org/10.1590/1982
7849rac2021190353.en
47. Slater, R., & Prichard, M. J. (1998). Jack Welch and the GE way (pp. 52-53). New York: McGraw-Hill.
doi.org/10.1016/s0007-6813(99)80026-3
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