تأثیر اتحاد راهبردی بر یادگیری راهبردی با نقش آینده نگاری راهبردی (مقاله علمی وزارت علوم)
درجه علمی: نشریه علمی (وزارت علوم)
آرشیو
چکیده
در مکتب راهبرد یادگیری، اعضای سازمان هستند که راهبرد را یاد گرفته و آن فعالیتی است که از دل فرایندهای یادگیری ظهور می کند و بر همین اساس مورد توجه سازمان ها و شرکت های متعددی قرار گرفته است. سازمان ها با نگرش یادگیری به طراحی راهبرد، می توانند سرعت عمل و اثربخشی خود را برای مواجهه با تغییرات محیطی و آینده سازمان بهبود بخشند. هدف پژوهش، تعیین تأثیر موفقیت اتحادهای راهبردی بر توانایی یادگیری راهبردی شرکت های عضو در اتحادیه صنعت برق ایران در سال ۱۴۰۲ با تأکید بر نقش مهم آینده نگاری راهبردی است. این هدف در چارچوب سه سوال پژوهشی، مسیر تحقیق را روشن می سازد. از آزمون های آماری برای روشن شدن وضعیت تاثیر سازه های تحقیق بر یکدیگر استفاده به عمل می آید. پژوهش از نظر هدف، کاربردی و از نظر نحوه گردآوری داده ها، پژوهشی توصیفی همبستگی مبتنی بر روش مدل یابی معادلات ساختاری است. جامعه آماری پژوهش حاضر، شامل ۶۰۹ شرکت است که از روش نمونه گیری تصادفی ساده استفاده شده است. نتایج تحلیل داده های پژوهش نشان می دهد که اتحاد راهبردی بر یادگیری راهبردی و آینده نگاری راهبردی؛ و همچنین آینده نگاری راهبردی بر یادگیری راهبردی تأثیر مثبت و معنادار دارد. در نهایت آینده نگاری راهبردی رابطه بین اتحاد راهبردی و یادگیری راهبردی را میانجی گری می کند.The effect of strategic alliance on strategic learning by role of strategic foresight
IntroductionThe research’s aim is to investigate the effects of the success of strategic alliances on the strategic learning ability of member companies in the Iranian Electricity Industry Syndicate in 1402, emphasizing the important role of strategic foresight. In the school of learning strategy, strategy is an activity that is learned by the members of the organization and also emerges from the heart of learning processes, and on this basis, it has attracted the attention of many organizations and companies. In other words, organizations with a learning attitude to strategy design can improve their speed of action and effectiveness to face environmental changes and the future of the organization.Methodology The research’s problems achieved by finding answers to the three main questions about the influence of strategic alliance on strategic learning and strategic foresight finally about the nature of strategic alliance. The research is descriptive correlational research based on the structural equation modeling method in terms of the practical purpose and the method of data collection, which has been carried out cross-sectionally. The data of this research was collected through a questionnaire survey method. This sample was produced by searching in the organizational database of the Iranian Electricity Syndicate in the spring of 1402. which included 609 companies and according to the survey of senior managers, a statistical population of 609 people was produced, which was used by simple random sampling method. In recent studies, Cohen's formula is used to determine the sample size based on the effect size and power of the test. Another advantage of this method is that the number of main variables and questionnaire questions is also involved in the calculation of the sample size. Based on Cohen's formula, the sample size was considered equal to 106. The questionnaire included 55 items. Strategic foresight consists of three sub-components – environmental scanning, strategic choice, and integration capabilities – and was measured using a total of 31 items developed by Polianite and Passa (2014) [51]. To measure the strategic success of the alliance, we used five items taken from the evaluation criteria established by Robertson and Gatignon (1998). These measures can be used to determine the success of strategic alliances in innovation and new product development and to identify whether a company's profit and sales have been positively affected by strategic alliances or not [56]. Also, to measure strategic learning, a four-item scale proposed by Charlotte Siren (2012) and using 19 items is used [72]. To achieve content and face validity, the questionnaire was reviewed by experts, and according to their opinions and making necessary corrections in the parameters, the validity of the questionnaire was confirmed and then the questionnaires were distributed. To measure reliability, Cronbach's alpha and composite reliability were calculated. This study uses SmartPLS4 to verify the research framework and hypotheses. Results and Discussion The results of the research data analysis showed that strategic alliance on strategic learning and strategic foresight; Also, strategic foresight has a positive and significant effect on strategic learning. Finally, strategic foresight mediates the relationship between strategic alliance and strategic learning. This research empirically proves the positive effect of strategic alliances on foresight as well as on strategic learning. As a result, this issue is useful for company managers to start tending to strategies based on cooperation and forming strategic alliances. This research showed that the more investment in strategic alliances, the better the future-oriented competencies. Furthermore, the better the foresight performance, the greater the strategic learning. In a business environment characterized by continuous and often disruptive change [81], companies face increasing pressure to identify future opportunities that enable them to create new products, services, and markets and maintain their ability to compete in the future. Therefore, a growing number of companies see foresight as an important tool to prepare for the future [67]. However, conducting foresight with an exclusive focus on internal knowledge and capabilities may prevent companies from finding new and important ideas [27]. Corporate foresight research thus far integrates networks as a means of capturing external data, often at the unit level [61]. The ability to extract knowledge and skills through alliances may become critical to survival [34].Conclusion Learning is becoming a central tool for future competition in strategic relationships [52]. Foresight activity promotes collective forms of learning that rely heavily on the cognitive virtues of a foresight attitude [18]. Strategic learning refers to learning that affects the identification and implementation of information and strategic initiatives to provide future capacity for organizational growth and survival [2]. Company managers must plan for the future to stay ahead of threats and be aware of growth opportunities. Our proposal is a systemic approach to close relationships with customers and suppliers the creation of diverse networks in the business environment and the development of strategic foresight capabilities: environmental scanning, strategic choice and, integration capabilities to create a learning organization, especially in the field of dynamizing the process of redesigning, implementing and controlling strategy to achieve strategic agility. To achieve this goal, researchers must be in close contact with the marketing team, who often understand the expectations of customers and suppliers. Managers must also learn to consider both short-term and long-term costs simultaneously. By considering the cost of missing out on new product opportunities or early warnings of future threats, managers can understand the importance of foresight. As a manager, they must also learn to evaluate costs but also consider returns. As a result, it is better to consider the additional cost and risks caused by resource sharing and the creation of foresight systems as strategic investments, which enable the achievement of dynamic competitive advantages by changing the strategic direction of the organization and providing information and resources for these changes.
تبلیغات
