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ارائه مدلی برای پیاده‌سازی استراتژی غیربازار در شرکتها با استفاده از رویکرد فراترکیب | ||
| اندیشه مدیریت راهبردی | ||
| مقاله 6، دوره 15، شماره 2 - شماره پیاپی 30، مهر 1400، صفحه 165-198 اصل مقاله (595.19 K) | ||
| نوع مقاله: مقاله علمی-پژوهشی | ||
| شناسه دیجیتال (DOI): 10.30497/smt.2022.241588.3286 | ||
| نویسندگان | ||
| محمد طالاری1؛ محمدرضا فلاح* 2؛ عاطفه صداقت3 | ||
| 1استادیار گروه مدیریت، دانشکده علوم انسانی، دانشگاه حضرت معصومه (س) قم، ایران. | ||
| 2استادیار گروه مدیریت، دانشکده علوم انسانی، دانشگاه حضرت معصومه (س) قم، ایران (نویسنده مسئول). | ||
| 3دانش‌آموخته کارشناسی ارشد مدیریت بازرگانی، دانشگاه حضرت معصومه (س) قم، ایران. | ||
| چکیده | ||
| در محیطهای رقابتی و پیچیده برای کسب مزیت رقابتی و بهبود عملکرد اتخاذ رویکردهای جدیدی توسط کسبوکارها الزامی است. در این راستا استراتژی غیربازار رویکردی است که شرکتها برای ایجاد سازگاری پویا با محیط بهکار میگیرند. استراتژی غیربازار باعث تکمیل استراتژی‌های بازار و تاکتیک‌های مرتبط با آن می‌شود و با مدیریت زمینه‌های اقتصادی، اجتماعی، سیاسی و قانونی بر فعالیت‌های بازار تأثیر می‌گذارد. پژوهش حاضر به دنبال شناسایی و استخراج پیشران‌ها، مؤلفه‌ها و پیامدهای استراتژی غیربازار است. این پژوهش از نظر هدف کاربردی و از نظر ماهیت و روش توصیفی ـ تحلیلی و از لحاظ نحوه‌ی جمع‌آوری داده‌ها دارای رویکردی کیفی است. این مطالعه از روش فراترکیب برای جمع‌آوری داده‌ها استفاده نموده است که در نتیجه غربال‌گری مقالات مرتبط با موضوع استراتژی‌های غیربازاری بین سال‌های 2009 تا 2021 تعداد 75 مقاله شناسایی و با استفاده از فرایند کدگذاری، سه مقوله اصلی در 12 بعد و 44 شاخص شناسایی و برچسب‌گذاری شده است؛ که بر اساس رویکرد سیستمی سه بخش اصلی پیشران، مؤلفه و پیامد مدل جامع را شکل می‌دهند. یافته‌ها نشان می‌دهد که پیشران‌های استراتژی غیربازار شامل عوامل سیاسی، عوامل قانونی، عوامل اجتماعی، عوامل اقتصادی و عوامل سازمانی است. مؤلفه‌های استراتژی غیر بازار نیز شامل فعالیت‌های اجتماعی، فعالیت‌های سیاسی، نظارت و ارزیابی و همسویی می‌باشد. در نهایت پیامدهای استراتژی غیربازار شامل بهبود عملکرد سیاسی، بهبود عملکرد اجتماعی و بهبود عملکرد بازار است که می‌توانند برای بهبود و پیشرفت شرکتها مؤثر باشند. مدل پیشنهادی می‌تواند بینش مدیرانی را که به دنبال ایجاد ارزش و بهبود عملکرد خود هستند افزایش داده و همچنین موجب درک بهتر مدیران از ماهیت رقابت غیربازار شود. | ||
| کلیدواژه‌ها | ||
| استراتژی؛ استراتژی بازار؛ استراتژی غیر بازار؛ مسئولیت اجتماعی شرکت؛ فعالیت سیاسی شرکت | ||
| عنوان مقاله [English] | ||
| Provide a model for implementing a non-market strategy using a meta-combined approach | ||
| نویسندگان [English] | ||
| Mohammad Talari1؛ mohammad reza fallah2؛ Atefe Sedaghat3 | ||
| 1Assistant Professor, Department of Management, Faculty of Humanities, Hazrat Masoumeh University, Qom, Iran. | ||
| 2Assistant Professor, Department of Management, Faculty of Humanities, Hazrat Masoumeh University, Qom, Iran (corresponding author). | ||
| 3Master of Business Administration, Hazrat Masoumeh University, Qom, Iran. | ||
| چکیده [English] | ||
| In a competitive and complex global business environment and the inefficiency of traditional approaches, it is necessary for organizations that seek to gain reputation and competitive advantage and generally improve the performance of the organization, to adopt a new approach to dynamic adaptation to existing conditions. They need to go beyond market strategies and consider complementary strategies to deal with complex outside-market impacts and increase their legitimacy, performance, and ultimately competitive position. Non-market strategy complements market strategies and related tactics and influences market activities by managing economic, social, political and legal contexts. With this description, the present study seeks to identify and extract the drivers and components and consequences of non-market strategy. This research has a qualitative approach in terms of the purpose of applied research and in terms of nature and descriptive-analytical method and in terms of data collection. This study used a meta-combined method to collect data. As a result of screening articles related to non-market strategies between 2009 and 2021, 72 articles were identified based on the Kasp model and based on the coding process, three categories, 12 general dimensions and 44 The index is identified and labeled; Based on the systemic approach, the three main parts of propulsion form the component and consequence of the comprehensive model. The proposed model can increase important and practical insights for managers who seek value and improve economic performance; It also helps managers understand the nature of non-market competition and traditional competitive dynamics. | ||
| کلیدواژه‌ها [English] | ||
| Strategy, market strategy, non-market strategy, corporate social responsibility, corporate political activity | ||
| مراجع | ||
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