استراتژی‌زدایی: بررسی تغییر پارادایم در مدیریت استراتژیک
محورهای موضوعی :
1 - کارشناس تحقیقات مشتری و بازار
کلید واژه: استراتژی‌آفرینی استراتژی‌زدایی پارادایم مزیت رقابتی ,
چکیده مقاله :
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.
Strategic management and competitive advantage theories have always been associated with diversity of approaches and theoretical complexity. Despite all these variations in approach and theoretical complexities, the key message of all different paradigms is to gain competitive advantage, which has become the common facet of all paradigms. The same key message and the common aspect of all competitive advantage paradigms is that organizations are not able to create competitive advantage in the absence of strategy, and an organization that lacks competitive advantage will definitely fail. To put it more simply, the common paradigms of competitive advantage, including the resource-based perspective, the industrial organization approach, the transaction cost approach, the entrepreneurial approach, and the behavioral approach, despite the theoretical differences are supported that creating strategy and gaining competitive advantage will result superior performance. But in recent years, a new paradigm is emerging that supports de-strategization. The purpose of this research is to introduce the unique ontology, epistemology, axiology and methodology of this paradigm in comparison with other paradigms through the qualitative method of content analysis of the published articles.The findings of the research show that the emerging paradigm of de-strategization has obvious contradictions with all the existing paradigms in terms of ontology, epistemology, axiology and methodology. Based on this emerging paradigm, not only strategy-making is not an effective policy, but also organizations achieve success and superior performance through de-strategization.The findings of this research create a unique insight for researchers in the field of strategy as well as senior managers of organizations
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