شناسایی و مفهوم پردازی قابلیت‌های پویا به منظور سازگاری مدل کسب‌وکار در صنعت فناوری اطلاعات و ارتباطات
محورهای موضوعی : پژوهش های مدیریت راهبردیآرمان دیلمی عضدی 1 , سیدحمید خداداد حسینی 2 , اسداله کردنائیج 3 , اصغر مشبکی 4
1 - دانشجوی دکتری مدیریت راهبردی، دانشکده مدیریت و اقتصاد، دانشگاه تربیت مدرس،تهران،ایران
2 - استاد مدیریت، دانشکده مدیریت و اقتصاد ، دانشگاه تربیت مدرس، تهران
3 - استاد مدیریت بازرگانی، دانشگاه مدیریت و اقتصاد ، دانشگاه تربیت مدرس، تهران
4 - استاد مدیریت بازرگانی ، دانشکده مدیریت و اقتصاد ، دانشگاه تربیت مدرس، تهران
کلید واژه: سازگاری مدل کسب‌وکار, قابلیت‌های پویا, داده‌بنیاد چندگانه, صنعت فناوری اطلاعات و ارتباطات,
چکیده مقاله :
دستیابی به موفقیت به وسیله یک سازمان و ایجاد ارزش برای زمان طولانی نیازبه یک مدل کسب‌وکار کارا در دوره‌های مختلف فعالیت کسب‌وکار دارد. برای این منظور سازمان‌ها باید همواره نیروهای محیطی خود را پایش و در صورت نیاز خود را با این تغییرات سازگار کنند تا بتوانند در محیط رقابتی باقی بمانند. این سازگاری در مدل کسب‌وکار نیاز به قابلیت‌هایی دارد که نیاز است که در سازمان ایجاد شوند، توسعه این قابلیت‌ها به سازمان‌ها کمک می‌کند تا بر عدم انعطاف مدل کسب‌وکار خود غلبه کنند و فرآیند تغییر را با یک روش سیستماتیک و ساختاریافته پیاده‌سازی کنند. در همین راستا هدف این پژوهش شناسایی قابلیت‌های پویای مورد نیاز به منظور ایجاد سازگاری در مدل کسب‌وکار سازمان است. برای این منظور صنعت فناوری اطلاعات و ارتباطات ایران مورد بررسی قرار گرفته و با استفاده از نظریه داده بنیاد چندگانه به تحلیل داده‌های حاصل از مرور نظام‌مند ادبیات در بازه زمانی 15 سال اخیر و نیز مصاحبه با 18 نفر از خبرگان این صنعت پرداخته شده است، که به صورت غیراحتمالی و هدفمند با استفاده از روش گلوله برفی انتخاب شده‌اند. نهایتا مدلی توسعه یافته که در آن قابلیت‌های پویای موردنیاز به منظور سازگاری مدل کسب‌وکار در صنعت فناوری اطلاعات و ارتباطات ایران در چهار گروه قابلیت مشاهده و ارزیابی خارجی، قابلیت اکتساب منابع خارجی، قابلیت پیکربندی مجدد منابع داخلی و قابلیت نوسازی منابع داخلی مفهوم‌پردازی شده‌اند. همچنین سازگاری مدل کسب‌وکار نیز در سه گروه سازگاری در ارزش پیشنهادی، سازگاری در خلق ارزش و سازگاری در کسب ارزش مفهوم‌پردازی شده‌اند.
Achieving success by an organization and creating value for a long time depends on having an efficient business model in different periods of business cycles. This adaptation to the business model requires the capabilities that need to be created in the organization. The development of these capabilities helps organizations to overcome the inflexibility of their active business model and implement the change process in a systematic and structured way. For this purpose, businesses must constantly monitor their environmental forces and adapt themselves to these changes to stay competitive. The purpose of this study identifies the dynamic capabilities to adapt and change the organization's business model. For this purpose, the ICT industry has been studied and using Multi grounded theory, data analyzed from systematic literature review over the past 15 years, and interviews with 18 industry experts, which are improbably and purposefully selected using the snowball method. Finally, a model was developed in which the dynamic capabilities needed to adapt the business model of the ICT industry into the four groups of "external observation and evaluation", "internal resource renewal", "external resource acquisition" and "internal resource reconfiguration" have been conceptualized. Also, business model adaptation has been conceptualized into three groups: "value proposition adaptation", "value creation adaptation" and "value capture adaptation".
اشتراوس، آنسلم و کوربین، جولیت، (1390)، اصول روش تحقیق کیفی: نظریه مبنایی، رویهها و روشها، ترجمه بیوک محمدی، تهران، پژوهشگاه علوم انسانی و مطالعات فرهنگی، چاپ سوم.
Achtenhagen, L., Melin, L., & Naldi, L. (2013). Dynamics of business models-strategizing, critical capabilities and activities for sustained value creation. Long Range Planning, 46, 1–25.
Afuah, A. (2014). Business Model Innovation: Concepts, Analysis, and Cases. New York: Routledge
Alsos, G. A., Borch, O. J., Ljunggren, E. & Madsen, E. L. (2008). Dynamic Capabilities – Conceptualization and Operationalization, Presented at The Academy of Management Conference, Anaheim, USA, 8-13.
Andries, Petra, Debackere, Koenraad. (2007). Adaptation and Performance in New Businesses: Understanding the Moderating Effects of Independence and Industry, Small Business Economics, 29;81–99
Anyanwu, Chioma (2016). Dynamic Entrepreneurial and Managerial Role in the Front End Loading (FEL) Phase for Sensing and Seizing Emerging Technologies, Management, 6(5); 146-157
Aspara. Jaakko, Lamberg. Juha-Antti, Laukia. Arjo, Tikkanen, & Henrikki, (2011). Corporate Business Model Transformation and Inter-Organizational Cognition: The Case of Nokia, Long Range Planning, 46 (6), 459-474
Baden-Fuller, C. & Mangematin, V (2013). Business models: a challenging agenda. Strategic Organization, 11, 418–427.
Balboni. Bernardo, Bortoluzzi. Guido (2015). Business Model Adaptation and the Success of New Ventures, Journal of Entrepreneurship Management and Innovation (JEMI), 11 (1), 119-140
Balocco, R., Cavallo, A., Ghezzi, A., Barbegal-Mirabent, J (2019). Lean Business Models Change Process in Digital Entrepreneurship. Business Process Management Journal, 1-24.
) Battistella. Cinzia, F. De Toni. Alberto, De Zan. Giovanni, Pessot. Elena, (2017), Cultivating business model agility through focused capabilities: A multiple case study, Journal of Business Research, 73, 65-82.
Borch, O. J., & Madsen, E. L (2007). Dynamic capabilities facilitating innovative strategies in SMEs. International Journal of Technoentrepreneurship, 1:109-125
Casadesus-Masanell, R. & Ricart, J. E (2009). Competing through Business Models (A): Business Model Essential», Unpublished: Module note – aid to students in the course, Competing through business models». Boston: Harvard Business School Publishing
Chesbrough H (2010). Business model Innovation: opportunities and barriers, Long Range Planning, 43, 354–363
Christensen, C.M., Bartman, T., V. & Bever, D. (2016), The hard truth about business model innovation, MIT Sloan Management Review, 58, 31- 40
Clauss, Thomas (2017). Measuring business model innovation: conceptualization, scale development, and proof of performance, R&D Management, 47.3, 385-403
Coh, M., Salmi, P. & Torkkeli, M (2005). Dynamic capabilities in SMEsThe integration of external competencies. Paper presented at the Strategic Management Society conference, Orlando, FL, USA, 23-26.
Cortimiglia, M.N., Ghezzi, A. & Frank, A.G (2016). Business model innovation and strategy making nexus: evidence from a cross-industry mixed-methods study, R&D Management, 46, 414-432.
Creswell, W. John., Creswell, J. David. (2018). Research Design: Qualitative, Quantitative, and Mixed Methods Approaches 5th Edition. Kindle Edition.
Dahan, Nicolas M., Doh, Jonathan P, Oetzel, Jennifer, Yaziji, Michael (2010). Corporate-NGO Collaboration: Co-creating New Business Models for Developing Markets, Long range planning, 43, 2, 326-343
Demil, B, & Lencocg, X (2010). Business model evolution: in search of dynamic consistency, Long Range Planning, 43, 227–246.
Den Oever, van, K., & Martin, X (2015). Business Model Change: Managerial Roles and Tactics in Decision-Making, Business Models and Modelling (Advances in Strategic Management), Emerald Group Publishing Limited, 387-420.
Deslée, C. & Ammar, O (2016). Transforming SNCF’s business model through the evolution of participative innovation routine, European Business Review, 20 (4), 467-485
Dopfer, Martina, Fallahi, Sara, Kirchberger, Markus, Gassmann, Oliver (2017). Adapt and strive: How ventures under resource constraints create value through business model adaptations, Creativity and Innovation Management, 26(3), 233-246
Doz Y, L, & Kosonen M (2010). Embedding strategic agility a leadership agenda for accelerating business model renewal, Long Range Planning, 43, 370–382.
Dunford, R., Palmer, I & Benveniste, J (2010). Business model replication for early and rapid internationalisation: the ING direct experience, Long Range Planning, 43 (5), 655–674
Eisenhardt K.M., & Martin JA, (2000), ‘Dynamic capabilities: what are they?’, Strategic Management Journal, 21(10/11): 1105–1121.3
Eyring, M.J., Johnson, M.W. & Nair, H (2011), New business models in emerging markets, Harvard Business Review, 89, 89-95.
Goldkuhl, G. & Cronholm, S (2010). Adding theoretical grounding to Grounded Theory: Toward Multi-Grounded Theory. International Journal of Qualitative Methods. (9)2, 187-205
Groeger. Lars, Brucea. Kyle & Rolfe. Iain (2019). Adapt fast or die slowly: Complex adaptive business models at Cisco Systems, Industrial Marketing Management, 77, 102-115
Hartmann, P.M., Hartmann, P.M., Zaki, M., Zaki, M., Feldmann, N. & Neely, A (2016). Capturing value from big data – a taxonomy of datadriven business models used by startup firms, International Journal of Operations and Production Management, 36, (10), 1382-1406
Huarng, K.-H (2013). A two-tier business model and its realization for entrepreneurship. Journal of Business Research, 66, 2102–2105
Johnson, M (2010). Seizing the white space Boston: Harvard Business School Publishing
Kiron, D., Kruschwitz, N., Haanaes, K., Reeves, M. & Goh, E (2013). The innovation bottom line, MIT Sloan Management Review, 54, 1-20
Koen, P.A., Bertels, H.M.J., & Elsum, I.R. (2011) The three faces of business model innovation: challenges for established firms. ResearchTechnology Management, 54, 52–59
Kohler, T. (2015), “Crowdsourcing-based business models”, California Management Review, Vol. 57 No. 4, pp. 63-84
Kurti, Erdelina, and Haftor, Darek M., (2014), " The Role of Path Dependence in the Business Model Adaptation: From Traditional to Digital Business ", MCIS 2014 Proceedings. 28
Landau. Christian, Karna. Amit and Sailer. Miriam, (2016), Business model adaptation for emerging markets: a case study of a German automobile manufacturer in India, R&D Management 46, 3
Laudien, S.M & Pesch, R. (2019). Understanding the influence of digitalization on service firm business model design: a qualitative-empirical analysis 13, 575–587
Lokshin, B., Gils, A. V., & Bauer, E. (2009). Crafting firm competencies to improve innovative performance. European Management Journal, 27(3), 187–196.
Madsen, E. L (2010). A Dynamic Capability Framework: Generic Types of Dynamic Capabilities and Their Relation to Entrepreneurship. In S. Wall, C. Zimmermann, R. Klingebiel, & D. Lange (Eds.), Strategic Reconfigurations: Building Dynamic Capabilities in Rapid InnovationBased Industries. Edward Elgar Publishing: Cheltenham
Mason, K. & Spring, M. (2011), “The sites and practices of business models”, Industrial Marketing Management, Vol. 40 No. 6, pp. 1032-1041
Matzler, K., Bailom, F., Friedrich von den Eichen, S., & Kohler, T. (2013). Business model innovation: coffee triumphs for Nespresso. Journal of Business Strategy, 34, 30–37
McKelvie, A & Davidsson, P (2006), From resource base to dynamic capabilities: An investigation of new firms, Paper submitted to workshop on The practice of dynamic capabilities: Theory development and research. Lancaster University Management School, UK
Morris, M.H., Shirokova, G. & Shatalov, A. (2013), “The business model and firm performance: the case of Russian food service ventures”, Journal of Small Business Management, Vol. 51 No. 1, pp. 46-65
Nussholz, Julia L.K. (2018), “A circular business model mapping tool for creating value from prolonged product lifetime and closed material loops”, Journal of Cleaner Production
Oliver, John J. (2018), Strategic transformations in the media, Journal of Media Business Studies, Vol 15, Issue 4, pp 278-299
Osterwalder A & Pigneur Y & Tucci CL, (2005), Clarifying business models: origins, present, and future. Communications of AIS 15: 1–40
Osterwalder, A., Pignuer, Y. (2010), Business Model Generation: A Handbook for Visionaries, Game Changers and Challengers, John Wiley & Sons
Petticrew, M., & Roberts, H. (2008). Systematic reviews in the social sciences: A practical guide. John Wiley & Sons
Rachinger. Michael, Rauter. Romana, Müller. Christiana, Vorraber. Wolfgang, Schirgi. Eva, (2018), "Digitalization and its influence on business model innovation", Journal of Manufacturing Technology Management, Vol. 30 No. 8, pp. 1143-1160.
Rindova, V. & Taylor, M. S. 2002. Dynamic Capabilities as Macro and Micro OrganizationalEvolution. Working paper. University of Maryland, Robert H. Smiths School of Business.
Saebi,T, Lasse Lien, Nicolai J. Foss, (2016), What Drives Business Model Adaptation? The Impact of Opportunities, Threats and Strategic Orientation, Long Range Planning, long Range Planning, Volume 50, Issue 5, Pages 567-581
Saebi. Tina, (2014), Business Model Evolution, Adaptation or Innovation? A Contingency Framework on Business Model Dynamics, Environmental Change and Dynamic Capabilities, Oxford University Press, http://ssrn.com/abstract=2403151
Savic. N, Ograjensek. R, Rejc Buhovac. A, (2016), The Drivers of Success in Business Model Transformation. Economic and Business Review, Volume 18, No. 1, Pages 103–124
Sawhney, M., Wolcott, R.C., and Arroniz, I. (2011) The 12 different ways for companies to innovate. MIT Sloan Management Review, 47, 3, 28–34
Shafer, S.M., Smith, H.J. and Linder, J.C., (2005), The power of business models. Business Horizons, 48(3), pp. 199-207.
Sharma. Sunil, R. Dixit. Mukund, Karna. Amit, (2016),"Design leaps: business model adaptation in emerging economies", Journal of Asia Business Studies, 10 (2)
Teece DJ, Pisano G & Shuen A (1997) Dynamic capabilities and strategic management. Strategic Management Journal 18(7): 509–533.
Teece, D. J. (2010) Business Models, Business Strategy and Innovation. Long Range Planning, 43(2-3), 172-194.
Teece, David J. (2018), Business models and dynamic capabilities, Long Range Planning, Volume 51, Issue 1, Pages 40-49
Velu .Chander, (2017), A Systems Perspective on Business Model Evolution: The Case of an Agricultural Information Service Provider in India, Long Range Planning, Volume 50, Issue 5, Pages 603-620
Verona, G. & Ravasi, D. (2003), Unbundling dynamic capabilities: an exploratory study of continuous product innovation. Industrial and Corporate Change, 12: 577-606
Voelpel, S.C., Leibold, M., Tekie, E.B., (2004), The wheel of business model reinvention: how to reshape your business model to leapfrog competitors, Journal of Change Management 4 (3), 259–276
Wang CL & Ahmed PK, (2007), Dynamic capabilities: a review and research agenda, International Journal of Management Reviews, 9(1): 31– 51
Wirtz, B. W., Pistoia, A., Ullrich, S., & Göttel, V. (2016). Business models: Origin, development and future research perspectives. Long Range Planning, 49, 36–54.
Yunus, M., Moingeon, B. and Lehmann-Ortega, L. (2010), “Building social business models: lessons from the grameen experience”, Long Range Planning, Vol. 43 Nos 2/3, pp. 308-325
Zollo M & Winter SG, (2002), Deliberate learning and the evolution of dynamic capabilities, Organization Science, 13(3): 339–351.
Zott, C. & Amit, R., (2010), Business Model Design: An Activity System Perspective, Long Range Planning, 43(2-3), 216-226
_||_