ارتقاء تاب آوری سازمانی از طریق تفکر راهبردی کارآفرینانه با نوسازی راهبردی (مقاله علمی وزارت علوم)
درجه علمی: نشریه علمی (وزارت علوم)
آرشیو
چکیده
یکی از ویژگی های سازمان های موفق، تاب آوری سازمانی است. هدف این تحقیق بررسی تاثیر تفکر راهبردی کارآفرینانه بر تاب آوری سازمانی با توجه به نقش میانجی نوسازی راهبردی است. برای دستیابی به هدف تحقیق، با توجه به مبانی نظری و مدل ارائه شده در مجموع سه فرضیه (تاثیرگذاری تفکر راهبردی کارآفرینانه بر ارتقاء تاب آوری سازمانی، تاثیرگذاری تفکر راهبردی کارآفرینانه بر نوسازی راهبردی، تاثیرگذاری نوسازی راهبردی بر ارتقاء تاب آوری سازمانی) طراحی و تدوین شدند. این تحقیق از نوع کمّی می باشد که بر اساس هدف، کاربردی و بر اساس نوع روش نیز توصیفی – همبستگی است. جامعه تحقیق شامل کارکنان شرکت های کوچک و متوسط استان ایلام می باشد که با توجه به جدول مورگان تعداد 148 نفر و بر اساس روش نمونه گیری تصادفی ساده انتخاب شده اند. ابزار گردآوری داده ها، پرسشنامه استاندارد می باشد. از پرسشنامه سانداز و همکاران (2020) برای سنجش متغیر نوسازی راهبردی، از پرسشنامه آلتان (2018) برای سنجش متغیر تفکر راهبردی کارآفرینانه و از پرسشنامه موسی و همکاران (2020) نیز برای سنجش متغیر تاب آوری سازمانی استفاده شده است. برای روایی پرسشنامه تحقیق از نظر خبرگان استفاده شد و برای پایایی پرسشنامه نیز از ضریب آلفای کرونباخ استفاده شده است. به منظور تجزیه و تحلیل داده ها نیز از نرم افزار لیزرل استفاده شده است. نتایج نشان دادند تفکر راهبردی کارآفرینانه و مولفه های آن بر تاب آوری سازمانی تاثیر مثبت و معناداری دارد. همچنین متغیر نوسازی راهبردی نیز در تاثیرگذاری تفکر استراتژی کارآفرینانه بر تاب آوری سازمانی نقش میانجی دارد.Promotion of organizational resilience through entrepreneurial strategic thinking with strategic renewal
Introduction
One of the characteristics of successful organizations that has been mentioned in most researches is organizational resilience. Organizational resilience refers to the organization's ability to predict, prepare and respond to continuous changes in the environment. Business resilience is influenced by many factors. One of the factors that affect resilience is employees and their way of thinking. According to many researchers, competitive advantage is the factor of survival and, in the next stage, the factor of success. Strategic thinking is the key to achieve competitive advantage. Entrepreneurial strategic thinking is an important tool that today's senior managers should be equipped with, and it is known as a winning card in various economic and social fields, that allows managers to evaluate the risk, profit and costs of their decisions. In the management literature, several theories have been developed to explain the success of the organization during the last few decades. One of the major and central areas that examines the growth and resilience of organizations is the strategic area. The focus of researchers in this field is on how to change and develop the organization's business according to the situation and environmental changes; in such a way that its long-term survival and success is realized. However, some theories and concepts raised in the strategic field have been less discussed. One of these concepts is strategic renewal in the organization. The meaning of strategic renewal is the content process and the result of updating or replacing the characteristics of the organization, which have the ability to significantly influence the long-term vision of the organization, and in the changing environment, it is necessary for the survival and growth of organizations. The presence of entrepreneurial strategic thinking in small and medium-sized companies can identify new opportunities in the business environment, react appropriately to them, and be resilient in the face of adverse situations and changes in their markets. Small and medium-sized companies can make positive changes to improve their performance and create a competitive advantage through strategic renewal while re-examining and revising the organization's current strategies. Entrepreneurial strategic thinking can lead the organization to innovation and interaction with new markets and thus increase the competitive power of the organization. Therefore, the main question of this research is raised as follows: Does entrepreneurial strategic thinking have a significant effect on organizational resilience considering the mediating role of strategic renewal in small and medium enterprises of Ilam province?
Methodology
The current research is practical in terms of purpose and is based on the nature of the descriptive-correlation method. It is also field survey based on the method of data collection. The statistical population of this research includes small and medium companies of Ilam province, whose number is equal to 250 companies. For sample selection, 148 companies were selected using Morgan's table and based on simple random sampling method. The main tool of data collection in this research is standard questionnaires in the field of research variables. For data analysis, structural equation model analysis was used using Visual PLS software.
Results and Discussion
Considering that the significant number between the two variables of entrepreneurial strategic thinking and organizational resilience is equal to 9.937 and greater than 1.96, and also the path coefficient between them is equal to 0.645, Therefore, it can be said that entrepreneurial strategic thinking has an impact on organizational resilience (confirmation of the first hypothesis). The significant number between the two variables of entrepreneurial strategic thinking and strategic renovation is equal to 11.830 and greater than 1.96, and considering that the path coefficient between these two variables is equal to 0.858, it can be said that entrepreneurial strategic thinking has a significant impact on strategic innovation. (confirmation of the second hypothesis). The significant number between the two variables of strategic renewal and organizational resilience is equal to 10.259 and greater than 1.96, thus, the path coefficient between these two variables is equal to 0.782, so strategic renewal has a direct, positive and significant effect on organizational resilience (confirmation of the third hypothesis). Considering that in the Sobel test, the Z-value is greater than 1.96, so it can be concluded that at the 95% level, the effect of the mediating variable of strategic renewal in the relationship between strategic entrepreneurial thinking and organizational resilience is significant. The Z-value for all four sub-hypotheses is greater than 1.96, so at the 95% level, the mediating role of the variable of strategic renewal in the impact of vision and foresight, progress and foresight, intelligence and experience management on organizational resilience is confirmed.
Conclusion
Understanding the importance of strategic renewal, the role of entrepreneurial strategic thinking and the integration of two strategic and entrepreneurial perspectives in organizational resilience examined, which in turn affects organizational productivity, competitive power and the final performance of the organization and brings significant management consequences; first, as entrepreneurial strategic thinking has direct impact on organizational resilience, it is found that the more companies adopt strategic thinking and entrepreneurship, the more successful they will be in developing and improving their skills and abilities and will improve their resilience. Second, based on the impact of entrepreneurial strategic thinking on strategic renewal, the results indicated that entrepreneurial strategic thinking is a tool that organizations can use to create a creative environment and exploit the ingenuity and creativity of employees to create new opportunities. Third, due to the impact of strategic renewal on organizational resilience, the results showed that strategic renewal is an important activity that is vital for companies to create and maintain a competitive advantage
Keywords: Entrepreneurial strategic thinking, Organizational resilience, Strategic renewal
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