Analyzing the Status of Intra-Organizational Drivers of Business Model Innovation in Defense Complex Product Development Organizations
Subject Areas : Strategic Management Researches
gholamreza tavakoli
1
(Associate Professor of Operations Research Management, Academic Complex of Management and Industrial Engineering, Malik Ashtar University of Technology, Tehran, Iran)
Morteza Marofany
2
(PhD student in Industrial Management, North Tehran Branch, Islamic Azad University, Tehran, Iran.
hasan Farsijani: Associate Professor, Department of Industrial Management, Shahid Beheshti University, Tehran, Iran.)
hasan farsijani
3
(Associate Professor, Department of Industrial Management, Shahid Beheshti University, Tehran, Iran)
mohamad hoseyn karimigavareshki
4
(Associate Professor of Industrial Engineering, University Complex of Management and Industrial Engineering, Malik Ashtar University of Technology, Tehran, Iran.)
Keywords: Business Model Innovation, Intra-Organizational Drivers, Performance-Importance Analysis, Complex Products,
Abstract :
Recent research in the field of management points to the importance of business models for creating value and increasing the performance of organizations. The importance of this issue is felt more than ever for organizations developing complex products. The concept of complex products and systems is used to make a distinction between capital goods (with advanced technology) and standard and consumer goods (production with a mass system). This research has identified and analyzed the importance and performance of business model innovation drivers in organizations that develop complex defense products. After identifying the drivers (thematic analysis of the data obtained from the background study of the subject, review of strategic documents and formation of focus groups), through the preparation and distribution of a questionnaire among 260 managers and experts who are aware of the opportunities and challenges of developing complex products through targeted sampling were selected, the status of importance-performance in each of the identified drivers was measured for the desired organizations. The drivers were categorized in the performance-importance analysis matrix and the improvement priority of each of them was determined. 54 drivers were identified in 8 dimensions. Based on the importance-performance matrix, "focus strategy" was suggested for 45 drivers and "status quo continuation strategy" was suggested for 9 drivers. None of the propellants were in the waste or indifference zone
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