ارائه الگویی برای شکل گیری تنوع دوسوتوانی در شرکت های چند کسب وکاره در ایران (مقاله علمی وزارت علوم)
درجه علمی: نشریه علمی (وزارت علوم)
آرشیو
چکیده
با توجه به تغییرات زیاد محیطی و عدم اطمینان ناشی از آن، نیاز به استراتژی تنوع در شرکت های چند کسب وکاره از اهمیت بسزایی برخوردار است . در این پژوهش به بررسی عوامل مؤثر بر شکل گیری تنوع همگون و ناهمگون (تنوع دوسوتوانی) پرداخته شده است. جامعه آماری این پژوهش شامل شرکت های چند کسب وکاره ای هستند که در مرحله رشد خود قرار دارند. بر این اساس کلیه مدیران و دانشگاهیانی که سابقه حضور فعال در چنین شرکت های چند کسب وکاره را داشته، انتخاب و 13 نفر از آن ها به روش نمونه گیری غیراحتمالی گلوله برفی برگزیده شدند. جمع آوری اطلاعات نیز با استفاده از مصاحبه نیمه ساختاریافته صورت پذیرفت. بعد از جمع بندی مصاحبه ها تعداد 42 شاخص مؤثر در 5 مضمون اصلی و 2 دسته کلی محیط خارجی و محیط داخلی تقسیم بندی شدند. محیط خارجی دارای سه بعد اقتصادی، سیاسی و فرهنگی و محیط داخلی دارای دو بعد فردی و سیستمی شدند. بر اساس فراوانی کدهای به دست آمده، عوامل فردی ارتباط با افراد بالادستی در بین عوامل سیاسی، قوانین و مقررات تسهیل کننده برای ورود به کسب وکارهای تابعه در بین شاخص های مربوط به عوامل سیستمی، سودآوری و سرمایه بالا، در بین شاخص های مربوط به عوامل فرهنگی ادراک مربوط نسبت به کسب وکارهای محوری و در بین شاخص های مربوط به عوامل اقتصادی بی ثباتی شاخص های اقتصادی به عنوان مولفه های نهایی الگوی پژوهش انتخاب شند.Providing a model for Formation of Ambidextrous Diversification in Multi-Business Corporations in Iran
Due to the environmental changes and the resulting uncertainty, the need for a diversification strategy in multi-business corporates is very important. In this study, the effective factors on the formation of homogeneous and heterogeneous diversity (ambidexterity diversity) have been investigated. The statistical population of this study includes multi-business corporates that are in their growth stage. Based on this, all managers and academics who have a history of active presence in such multi-business corporates were selected and 13 of them were selected by the non-probable snowball sampling method. Data collection was also done using semi-structured interviews. After summarizing the interviews, 42 effective indicators were divided into 5 main themes and 2 general categories of the external environment and internal environment. The external environment had three dimensions: economical, political, and cultural, and the internal environment had two individual and systemic dimensions. Based on the frequency of codes obtained, Among individual factors, communication with superiors; Among the political factors are the rules and regulations that facilitate entry into subsidiaries; Among the indicators related to systemic factors, profitability and high capital; Among the indicators related to cultural factors, the perception related to core businesses and among the indicators related to economic factors, the instability of economic indicators were among the most frequent indicators.
Introduction
Diversity-related strategies have been considered as one of the ways to enter homogeneous and heterogeneous businesses. Many domestic and foreign studies have examined the homogeneous and heterogeneous diversity separately; also there is no comprehensive study about these two phenomena simultaneously. Therefore, this study aims to determine the factors influencing the formation of this specific business which is called ambidexterity and provide a comprehensive model for it.
Case study
The statistical population of the study is all multi-business companies that, firstly, have at least 6 subsidiaries that include a combination of homogeneous and heterogeneous businesses, and secondly, the collection of this multi-business company is generally in its growth period. In these companies, experts were selected who have the same master's degree and higher education and have at least 5 years of experience in the selected industry.
Theoretical framework
Studies about business diversity have focused on two main keywords. The first keyword was to take advantage of existing opportunities and approach toward maximizing synergy, and the second keyword was to explore new opportunities and move to unknown business areas. Ambidexterity, as a psychological concept, has emphasized the balance between the two cups of a balance. Borrowing the concept of Ambidextrity from the field of psychology and its application in management has led to the conclusion that a path can be found between two perhaps contradictory tools that are based on the path of moderation. This is also true of diversity. Ambidexterity strives to tailor business growth in a way that satisfies both the desire to take advantage of existing opportunities and the tendency to explore new business opportunities and spaces.
Materials and Methods
The methodology of this study is a review based on content analysis which was examined by tools such as semi-structured interviews of 13 senior managers in multi-business companies based on a reflective approach. The reflective approach has the following conditions: First: Codes - the product of coding - can evolve throughout the coding process. The two mindsets of the researcher not only validate but also emphasize it as a source of knowledge. Third, coding is an organic, open, iterative process, and the coding product can evolve throughout the encryption process. The validity of the research was evaluated based on the methods of verifiability, applicability, and reliability, and finally, the Cohen coefficient was tested for more validity.
Discussion and Results
Based on the results of the research, finally, 42 sub-themes were divided into 5 categories. These 5 categories were examined at both internal and external levels. At the internal level, factors related to the individual and the system were divided, and at the external level, the factors were examined in three categories: cultural, economic, and political.
Conclusion
According to the results of the interviews, among the individual indicators, the high relationship between managers and superiors and the motivation of the owners had the highest frequency. Among the systemic factors, the role of high profitability of selected businesses as well as high capital of managers and shareholders to enter more than others. Another thing that can be considered as one of the main points of the interviews is the low operating profit of the main businesses that companies with dual power to be able to justify the low operating profit of their main businesses, try to close this gap by entering high profitability points. Do some research.
Among the political indicators, we can mention the role of the government, which will be more key and crucial, especially in developing countries such as Iran. Among the cultural indicators, there are not enough varied indicators, but some items were extracted from the interviews, which include the following codes: the path of similar competitors, the type of business based on need, silencing the public mind, emerging needs in society, and higher perception of people than companies. It was diversified and these indicators show that the cultural atmosphere of each country can be an important indicator in the formation of dual power diversity. Finally, among the economic indicators, the economic instability of developing countries can be considered as a key indicator. Given the high environmental uncertainty and changes in inflation, interest rates are the main variable. Such companies try to reduce their bankruptcy risk by entering different businesses in various industries.
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