اثر هوشمندی کاری بر کنترل و اقدامات راهبردی در صنعت بیمه
محورهای موضوعی : پژوهش های مدیریت راهبردیحسین رحمان سرشت 1 , بهرام جبارزاده کرباسی 2
1 - استاد مدیریت، دانشکده مدیریت و حسابداری، دانشگاه علامه طباطبایی
2 - . دانشجوی دکتری مدیریت سیاست‌گذاری بازرگانی، دانشکده مدیریت و حسابداری، دانشگاه علامه طباطبایی
کلید واژه: هوشمندی کاری, کنترل راهبردی, اقدامات راهبردی,
چکیده مقاله :
در سال های اخیر، رشد و گسترش تولید داده در حوزه های مختلف، ضمن ایجاد چالش هایی در مورد مدیریت آن ها، فرصت هایی را برای دست‌یافتن شرکت ها به پیش بینی های دقیق تر در مورد تغییرات محیطی فراهم کرده است. در حقیقت ابزارهایی مانند هوشمندی کاری با شناسایی روندهای محیطی، زمینه تصمیم گیری و اقدام به موقع را برای سازمان فراهم می کند. از سویی دیگر کنترل راهبردی به عنوان عاملی تعیین کننده و مهم در حوزه مدیریت راهبردی نقشی قابل توجه در موفقیت سازمان ها به ویژه در شرایط متلاطم دارد. بر این اساس این مطالعه باهدف بررسی اثر ابعاد هوشمندی کاری (کسب‌وکار) بر ابعاد کنترل شامل کنترل ورودی، کنترل حرفه ای، کنترل فرایند و کنترل خروجی و اقدامات راهبردی در صنعت بیمه انجام شد. روش این تحقیق از نظر هدف کاربردی و از لحاظ شیوة گردآوری داده ها تحقیقی پیمایشی است. نمونه آماری این تحقیق شامل 348 نفر از مدیران و کارکنان شرکت‌های بیمه در ایران است که اطلاعات مربوط به آن ها توسط پرسشنامه جمع آوری شد. بعد از تجزیه وتحلیل داده ها با استفاده از روش مدل‌سازی معادلات ساختاری و نرم افزار AMOS، مشخص شد که عملکرد گزارش‌دهی و برنامه ریزی هوشمندی کاری اثر مثبت و معناداری بر ابعاد کنترل راهبردی یعنی کنترل ورودی، کنترل فرایند، کنترل حرفه ای و کنترل خروجی دارد. علاوه براین مشخص شد که از بین ابعاد کنترل راهبردی تنها کنترل فرایند و کنترل خروجی بر اقدامات راهبردی اثرگذار هستند و کنترل ورودی و کنترل حرفه ای بر اقدامات راهبردی شرکت‌های بیمه ایرانی اثری ندارند.
In recent years, the growth and expansion of data production in the various areas while creating challenges in their management, has also provided opportunities for firms to achieve more accurate predictions about environment. In fact, instruments like business intelligence by identifying trends in environment, provides appropriate basis for timely decision-making and action for organizations. On the other hand, strategic control as a determinant and important factor in the strategic management field plays a significant role in the organizations success, especially in turbulent conditions. Therefore, this study aimed at investigating the effects of business intelligence on the control dimensions include input control, process control, professional control and output control and strategic initiatives in the insurance industry. Regarding the objectives, this study is classified as an applied one, but in terms of the methodology it is Descriptive survey. The sample consisted of 348 managers and employees of insurance companies in Iran and the data was collected by questionnaire. After analyzing the data by using structural equation modeling And AMOS software it was indicated that business intelligence reporting and planning performance have a significant positive effect on the dimensions of strategic control the input control, process control, professional control and output control. In addition, it was found that among the dimensions of strategic control, only Process control and output control effect on strategic initiatives and professional control and input control have no effect on strategic initiatives of Iranian insurance companies.
بخشنده، سمیه، رحمتی، محمد حسین (1395). بررسی هم‌راستایی قابلیت ها و اجزای هوش تجاری در راستای ایجاد مزایای هوش تجاری (مطالعه موردی: شرکت های کوچک و متوسط شهر تهران)، نشریه مدیریت فناوری اطلاعات، 8 (1)، 27-46
حسنزاده، علی، کاظم نژاد، مهدی (1387). مروری بر نقش صنعت بیمه در اقتصاد و بازار سرمایه ایران و برخی کشورهای درحال‌توسعه و توسعه‌یافته، فصلنامه صنعت بیمه، 23(3،4)، 231-269.
خدائی، عطیه، کریمزادگانمقدم، داود (1393). امکان سنجی پیاده سازی هوش تجاری در صنعت بیمه، پژوهشنامه بیمه، 23(4)، 187-165
رحمان سرشت، حسین، حبیبی بدرآبادی، محبوبه (1393). الگویی برای کنترل راهبردی در شرایط گسست محیطی، پژوهشنامۀ بیمه، 29(1)، 53 – 78.
غفارینراقی، پیمان (1390). ارائه رویکردی جهت بررسی آمادگی سازمان در استقرار نظام هوش تجاری، پایان نامه کارشناسی ارشد، دانشگاه آزاد اسلامی تهران
.Borissova, D, Mustakerov, I & Korsemov, D (2016). Business Intelligence System via Group Decision Making. Cybernetics and Information Technologies, 16(3), 219-229.
Callaway, S. K & Jagani, S. B (2015). The impact of banks’ entrepreneurial orientation on strategic control systems. American Journal of Business, 30(1), 49-71.
Canales, J. I & Caldart, A (2016). Encouraging emergence of cross-business strategic initiatives. European Management Journal.
Clark, T. D, Jones, M. C & Armstrong, C. P (2007). The dynamic structure of management support systems: theory development, research focus, and direction. Mis Quarterly, 31(3), 579-615.
10. Denton, K & Richardson, P (2006). Intranets for implementing strategic initiatives. Competitiveness Review: An International Business Journal, 16(1), 3-11.
11. Dias, I & Sousa, M. J (2015). Business Intelligence applied to Human resources management. In New Contributions in Information Systems and Technologies (pp. 105-113). Springer International Publishing.
12. Duh, R. R, Chow, C. W & Chen, H (2006). Strategy, IT applications for planning and control, and firm performance: The impact of impediments to IT implementation. Information & Management, 43(8), 939-949.
13. Ecker, B, van Triest, S & Williams, C (2013). Management Control and the Decentralization of R&D. Journal of Management, 39(4), 906-927.
14. Elbanna, S (2013). Processes and impacts of strategic management: evidence from the public sector in the United Arab Emirates. International Journal of Public Administration, 36(6), 1-14.
15. Elbanna, S (2016). Managers' autonomy, strategic control, organizational politics and strategic planning effectiveness: An empirical investigation into missing links in the hotel sector. Tourism Management, 52, 210-220.
16. Elbashir, M. Z, Collier, P. A & Davern, M. J (2008). Measuring the effects of business intelligence systems: The relationship between business process and organizational performance. International Journal of Accounting Information Systems, 9(3), 135-153.
17. Elbashir, M. Z, Collier, P. A & Sutton, S. G (2011). The role of organizational absorptive capacity in strategic use of business intelligence to support integrated management control systems. The Accounting Review, 86(1), 155-184.
18. Fang, K, Jiang, Y & Song, M (2016). Customer profitability forecasting using Big Data analytics: A case study of the insurance industry. Computers & Industrial Engineering, 101, 554–564
19. Frey, B. S, Homberg, F & Osterloh, M (2013). Organizational control systems and pay-for-performance in the public service. Organization Studies, 34(7), 949-972.
20. Gleißner, W, Helm, R & Kreiter, S (2013). Measurement of competitive advantages and market attractiveness for strategic controlling. Journal of Management Control, 24(1), 53-75.
21. Keil, M, Rai, A & Liu, S (2013). How user risk and requirements risk moderate the effects of formal and informal control on the process performance of IT projects. European Journal of Information Systems, 22(6), 650-672.
22. Keupp, M. M & Gassmann, O (2009). International innovation and strategic initiatives: A research agenda. Research in International Business and Finance, 23(2), 193-205.
23. Khan, R. A & Nazir, S (2016). The Influence of Formal And Informal Control on the Performance of IT Projects In Pakistan. ASBBS Proceedings, 23(1), 299.
24. Kreutzer, M, Walter, J & Cardinal, L. B (2015). Organizational control as antidote to politics in the pursuit of strategic initiatives. Strategic Management Journal, 36(9), 1317-1337.
25. Lechner, C & Floyd, S. W (2012). Group influence activities and the performance of strategic initiatives. Strategic Management Journal, 33(5), 478-495.
26. Lin, Y. H, Tsai, K. M, Shiang, W. J, Kuo, T. C & Tsai, C. H (2009). Research on using ANP to establish a performance assessment model for business intelligence systems. Expert Systems with Applications, 36(2), 4135-4146.
27. Malmi, T & Brown, D. A (2008). Management control systems as a package—Opportunities, challenges and research directions. Management accounting research, 19(4), 287-300.
28. Miller, J. W, Saldanha, J. P, Hunt, C. S & Mello, J. E (2013). Combining formal controls to improve firm performance. Journal of Business Logistics, 34(4), 301-318.
29. Minarro-Viseras, E, Baines, T & Sweeney, M (2005). Key success factors when implementing strategic manufacturing initiatives. International Journal of Operations & Production Management, 25(2), 151-179.
30. Mulholland, M (2016). Applied Process Control: Efficient Problem Solving. John Wiley & Sons.
31. Musarra, G, Robson, M. J & Katsikeas, C. S (2016). The influence of desire for control on monitoring decisions and performance outcomes in strategic alliances. Industrial Marketing Management, 55, 10-21.
32. Peng, Y, Kou, G, Sabatka, A, Matza, J, Chen, Z, Khazanchi, D & Shi, Y (2007, May). Application of classification methods to individual disability income insurance fraud detection. In International Conference on Computational Science (852-858). Springer Berlin Heidelberg.
33. Peters, M. D, Wieder, B, Sutton, S. G & Wakefield, J (2016). Business intelligence systems use in performance measurement capabilities: Implications for enhanced competitive advantage. International Journal of Accounting Information Systems, 21, 1-17.
34. Phan, D. D & Vogel, D. R (2010). A model of customer relationship management and business intelligence systems for catalogue and online retailers. Information & management, 47(2), 69-77.
35. Popovič, A, Hackney, R, Coelho, P. S & Jaklič, J (2012). Towards business intelligence systems success: Effects of maturity and culture on analytical decision making. Decision Support Systems, 54(1), 729-739.
36. Ramakrishnan, T, Jones, M. C & Sidorova, A (2012). Factors influencing business intelligence (BI) data collection strategies: An empirical investigation. Decision Support Systems, 52(2), 486-496.
37. Richards, G, Yeoh, W, Chong, A. Y. L & Popovič, A (2017). Business intelligence effectiveness and corporate performance management: An empirical analysis. Journal of Computer Information Systems, 1-9.
38. Roper, S (1997). Strategic initiatives and small business performance: an exploratory analysis of Irish companies. Entrepreneurship & Regional Development, 9(4), 353-364.
39. Rubin, E & Rubin, A (2013). The impact of business intelligence systems on stock returns volatility. Information & Management, 50(2-3), 67-75.
40. Saunders, M, Mann, R & Smith, R (2008). Implementing Strategic initiatives: A framework of leading practices. International Journal of Operations & Production Management, 28(11), 1095-1123.
41. Sayin, M. O, Akyol, E & Başar, T (2016). Strategic control of a tracking system. In Decision and Control (CDC), 2016 IEEE 55th Conference on (pp. 6147-6153). IEEE.
42. Schryen, G (2013). Revisiting IS business value research: what we already know, what we still need to know, and how we can get there. European Journal of Information Systems, 22(2), 139-169.
43. Sharma, R. S & Djiaw, V (2011). Realising the strategic impact of business intelligence tools. Vine, 41(2), 113-131.
44. Shen, C. C, Chang, R. E, Hsu, C. J & Chang, I. C (2017). How business intelligence maturity enabling hospital agility. Telematics and Informatics, 34(1), 450-456.
45. Sitkin, S, Cardinal, L & Bijlsma-Frankema, K (Eds). (2010). Organizational control. Cambridge: Cambridge University Press.
46. Stouthuysen, K, Slabbinck, H & Roodhooft, F (2017). Formal controls and alliance performance: The effects of alliance motivation and informal controls. Management Accounting Research.37, 49-63.
47. Suchánek, P (2010). Business intelligence-the standard tool of a modern company. In 6th International Symposium on Business Administration – Global Economic Crisis and Changes, Opava, 432–441.
48. Tavakoli, I & Perks, K. J (2001). The development of a strategic control system for the management of strategic change. Strategic Change, 10(5), 297-305.
49. Tetrault Sirsly, C. A & Sur, S (2013). Strategies for sustainability initiatives: why ownership matters. Corporate Governance, 13(5), 541-550.
50. Thomas, L & Ambrosini, V (2015). Materializing strategy: the role of comprehensiveness and management controls in strategy formation in volatile environments. British Journal of Management, 26(S1), S105-S124.
51. Vom Brocke, J, Braccini, A. M, Sonnenberg, C & Spagnoletti, P (2014). Living IT infrastructures—an ontology-based approach to aligning IT infrastructure capacity and business needs. International Journal of Accounting Information Systems, 15(3), 246-274.
52. Walter, J, Lechner, C & Kellermanns, F. W (2016). Learning activities, exploration, and the performance of strategic initiatives. Journal of Management, 42(3), 769-802.
53. Wanke, P & Barros, C. P (2016). Efficiency drivers in Brazilian insurance: A two-stage DEA meta frontier-data mining approach. Economic Modelling, 53, 8-22.
54. Wieder, B & Ossimitz, M. L (2015). The impact of Business Intelligence on the quality of decision making–a mediation model. Procedia Computer Science, 64, 1163-1171.
55. Yu, K. H & Levy, F (2010). Offshoring professional services: institutions and professional control. British Journal of Industrial Relations, 48(4), 758-783.
