بوم کارآفرینی: مبتنی بر پایداری دیجیتال
الموضوعات : General Managementمحمد کارگر شورکی 1 , سید حامد وارث 2
1 - دانش آموخته پسا دکتری پایداری دیجیتال و معاون اجرایی مرکز پایداری کسب و کار دانشگاه تهران
2 - دانشیار دانشکدگان مدیریت، رئیس مرکز پایداری کسب و کار دانشگاه تهران
الکلمات المفتاحية: کارآفرینی پایدار, کارآفرینی دیجیتال, کارآفرینی اقتصادی, کارآفرینی زیست¬محیطی, کارآفرینی اجتماعی,
ملخص المقالة :
یکی از مهمترین عوامل و پیشرانهای نوآوری و رشد اقتصادی در جوامع، کارآفرینی بوده؛ که توسط دولتها حمایت میشود. کارآفرینی یک فعالیت کارآمد و مؤثر است، بطوریکه از منابع موجود استفاده نموده و با خلاقیت و نوآوری، به تحقق نتایج کسب و کار خاصی تاکید دارد. چارچوب کارآفرینی تولید محصولات و ارائه خدمات جدید و نوآورانه، همسو با نیازهای مشتریان و بازار، با در نظر گرفتن ریسک و انعطافپذیری است. مفاهیم کارآفرینی طی سالهای اخیر دستخوش تغییرات قابل توجهی شده است. جهان در چند دهه گذشته با چالشهای بزرگ زیست¬محیطی و اجتماعی روبرو بوده است. علیرغم پیشرفتهای فنی، اقتصادی و اجتماعی، این چالشها روز به روز گسترش یافته و در طول زمان اثرات مخربی بر جای میگذارند. اما کارآفرینی چگونه میتواند به توسعه پایدار کمک نماید؟ به طور سنتی، کارآفرینی به عنوان مکانیزمی برای تحریک توسعه اقتصادی و ایجاد ارزش افزوده اقتصادی مورد مطالعه قرار گرفته؛ اما لازم است علاوه بر مسائل اقتصادی به حوزههای اجتماعی و زیستمحیطی نیز توجه نموده و به سمت کارآفرینی پایدار حرکت نماید. از طرفی دیگر فناوریهای تحول دیجیتال همه ابعاد و حوزههای کسب و کار را متحول کرده است؛ لذا لازم است موضوع تحول دیجیتال هم در حوزه کارآفرینی پایدار مورد توجه قرار گیرد. این پژوهش به تغییر مدل کارآفرینی سنتی، با تمرکز صرف بر سودآوری اقتصادی به سمت ارائه بوم کارآفرینی با تاکید بر پایداری دیجیتال پرداخت شده است. این تحقیق مبتنی بر روش مرور سیستماتیک بوده، و در ابتدا مقالات مرتبط از چهار پایگاه معتبر Science Direct، Scopus، Web of Science و MPDI با استفاده از کلید واژه¬های «مدل کارآفرینی پایدار» و «مدل کارآفرینی دیجیتال» انتخاب شدند. پس از چند مرحله غربالگری در مجموع 49 مقاله از مجلات معتبر با رتبههای Q1 و Q2 انتخاب شده و با بررسی دقیق و ترکیب محتوای آنها بوم کارآفرینی مبتنی بر پایداری دیجیتال ارائه شده است.
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