ارائه مدلی جهت دوسوتوان سازی سازمان در بانک تجارت استان اصفهان با استفاده از روش تلفیقی گراندد تئوری و دلفی فازی
محورهای موضوعی : مدیریت صنعتی
مسعود واحدی
1
(دانشجوی دکتری گروه مدیریت صنعتی واحد کاشان، دانشگاه آزاد اسلامی، کاشان، ایران)
حسین پناهیان
2
(دانشیار گروه حسابداری و مدیریت، واحد کاشان، دانشگاه آزاد اسلامی، کاشان، ایران.)
حسن قدرتی
3
(استادیار گروه حسابداری و مدیریت، واحد کاشان، دانشگاه آزاد اسلامی، کاشان، ایران)
محسن رسولیان
4
(دانشیارگروه مدیریت صنعتی ،واحد کاشان،دانشگاه آزاد اسلامی،کاشان،ایران)
کلید واژه: بانک تجارت, دوسوتوانی, دوسوتوانی سازمان,
چکیده مقاله :
هدف این پژوهش طراحی مدل دوسوتوانی سازمانی در مجموعه شعب بانک تجارت استان اصفهان و شناسایی شاخص‌های بااهمیت است. روش این تحقیق آمیخته متوالی اکتشافی از نوع موردی و پیمایش است. جهت تأیید مدل دوسوتوانی سازمانی شناسایی شده و آزمون فرضیه‌ها از رویکرد گراندد تئوری و نرم‌افزار Lisrel استفاده شد. بر اساس یافته‌های اولیهء تکنیک گراندد تئوری، تعداد 74 شاخص پس از غربال اولیه و حذف کدهای تکراری و زائد باقی ماند. این شاخص‌ها به‌عنوان داده‌های ورودی تکنیک دلفی فازی معرفی شدند و نهایتاً 18 شاخص جهت ادامه فرایند و ارائه تم‌های فرعی و اصلی در نظر گرفته شدند. مدل دوسوتوانی سازمانی و اهمیت آن شناسایی شده جهت تعمیم به کل مجتمع به‌وسیله رویکرد معادلات ساختاری (تحلیل عاملی از نوع اکتشاف) تأیید شد. شاخص‌های منابع انسانی مدل دوسوتوان سازمانی که عمدتاً به فرهنگ‌سازمانی و فردی اشاره دارد، نشان‌دهندهء نقش تأثیرگذار درونیات افراد و سازمان در اجرای یک مفهوم جدید است. در شاخص‌های راهبردی هم بر وجود ساختاری منعطف جهت اجرای دوسوتوانی تأکید شده است. در بعد سرمایه اجتماعی نکتهء قابل توجه اولویت بالای شاخص بازنگری فرآیندها و مؤلفه‌های اجتماعی درمجموع شاخص‌های سازمان دوسوتوان است. این بدان معناست که در مراحل آغازین پیاده‌سازی دوسوتوانی بازنگری فرآیندها و تجهیزات جهت کشف فرصت‌های بهره‌برداری و اکتشاف، برنامه‌ریزی برای پیگیری همزمان این فرصت‌ها و تدوین الگوی دوسوتوانی در بخش‌های مختلف بانک امری ضروری است.
The purpose of this study was to design an organizational ambidexterity model in the branches of Tejarat Bank in Isfahan, identifying important indicators. The research method was a sequential combination of exploratory case study and survey. Grounded theory and Lisrel software were used to confirm the identified organizational ambidexterity model and test the hypotheses. Based on the initial findings of the grounded theory technique, 74 indicators remained after the initial screening and removal of duplicate and redundant codes. These indicators were introduced as the input data of fuzzy Delphi technique and finally 18 indicators were considered to continue the process and present the main and sub-themes. The organizational ambidexterity model and its identified importance for generalization to the whole complex were confirmed by the structural equation approach (exploratory factor analysis). Human resource indicators of the two-dimensional organizational model, which mainly refers to the organizational and individual cultures, show the influential role of the internal characteristics of individuals and organizations in the implementation of a new concept. Among strategic indicators the emphasis was on the existence of a flexible structure to implement dual power. In terms of social capital, a significant point was the high priority of the index of reviewing social processes and components in the total indicators of the ambidextrous organization. This means that in the early stages of implementing dual power, it is necessary to review the processes and equipment to discover exploitation and exploration opportunities, plan to pursue these opportunities simultaneously, and develop an ambidextrous model in different parts of the bank.
Amin Al-Rayaei, Hadi and Shekari, Hamideh, 2015, Evaluation of Organizational Dual Ability in Pishgaman Kavir Yazd Company: A Reflection on the Dimensions of Exploration and Exploitation of Organizational Innovation, International Conference on Management, Culture and Economic Development, Mashhad, [In Persian]
Azar, Adel, Zabihi Jamkhaneh, Mohsen, Mollai, Manijeh. (2020). Investigating the effect of organizational agility on increasing the dual-skill of the organization. Development Management Quarterly, 42, 11-18. [In Persian]
Singh, B and Rao, M., K. (2016). capabilities dynamic on capital intellectual of Effect, Journal of Organizational Change Management. 29(2). 129-149.
Bandarian, Mehdi; Bandarian, Reza (2013). Determining the effective factors on the value of process technological innovations in the oil industry using the partial least squares (PLS) technique, innovation and value creation in spring and summer 2013 - No. 3, 89 to 110. [In Persian]
Darzi, Fatemeh Zahra and Shirkhodaei, Meysam and Alizadeh Sani, Mohsen, (2017), Explaining the effect of brand duality on brand performance of Mazandaran University, the first national conference on modern management studies in Iran, Karaj [In Persian]
Ebrahimpour Azbari, Mostafa; Mohsen Akbari and Milad Hooshmand Jabjaei, (2016), The effect of innovation dual power on export knowledge and performance of new products in export markets, Quarterly Journal of Technology Growth 11 (42), [In Persian]
Geerts, A., Blindenbach-Driessen, F., & Gemmel, P. (2010). Ambidextrous Innovation Behaviour in Service Firms. Status: published, 1-57.
Günsel, A., Altındağ, E., Kılıç Keçeli, S., Kitapçı, H. and Hızıroğlu, M. (2018), "Antecedents and consequences of organizational ambidexterity: the moderating role of networking", Kybernetes, Vol. 47 No. 1, pp. 186-207.
Junni, P,. Sarala, R., & Taras, V. Tarba, S. (2013). Organizational Ambidexterity an Performance: A Meta- Analysis. Academy of Management Perspectives, 27(4), 299- 312.
Khodadadi, Sara, Moradi, Mahmoud, Yakideh, Kaykhosrow. (2017). Explaining the effect of organizational ambiguity on the functional dimensions of the organization in the banking industry (Case study: Bank branches of Guilan province). Industrial Management, 10 (1), 85-100. [In Persian]
Kristal, M. M., Huang, X., & Roth, A.V.(2010). The Effect of an Ambidextrous Supply Chain Strategy on Combinative Competitive Capabilities and Business Performance. Journal of Operations Management, 28(5), 415-429.
O'Reilly III, C. A., & Tushman, M. L. (2013). Organizational ambidexterity: Past, present, and future. Academy of management Perspectives, 27(4), 324-338.
Patel, P.C., Terjesen, S. and Li, D. (2012), “Enhancing effects of manufacturing flexibility through operational absorptive capacity and operational ambidexterity”, Journal of Operations Management, Vol. 30 No. 3, pp. 201-220.
Severgnini, E., Vieira, V.A. and Cardoza Galdamez, E.V. (2018), "The indirect effects of performance measurement system and organizational ambidexterity on performance", Business Process Management Journal, Vol. 24 No. 5, pp. 1176-1199.
Talari, Mohammad and Seyed Hamid Khodadad Hosseini, (2016), The Role of Holdings in Strengthening the National Economy by Creating a Bipolar Advantage: An Exploratory-Indigenous Model in Criticism of Western Theories, 10th Congress of Pioneers of Progress, Tehran, Center for the Iranian Islamic Model of Progress, [In Persian]
Turner, N., Swart, J., & Maylor, H. (2013). Mechanisms for managing ambidexterity: a review and research agenda. International Journal of Management Reviews, 15(3), 317-332
Yadollahi Farsi, Jahangir Yadollahi Farsi; Hadi Zare and Golnaz Zare, (2010), Analysis of the role of organizational dual power in the commercialization performance of university research, First International Conference on Management and Innovation, Shiraz [In Persian]
_||_Amin Al-Rayaei, Hadi and Shekari, Hamideh, 2015, Evaluation of Organizational Dual Ability in Pishgaman Kavir Yazd Company: A Reflection on the Dimensions of Exploration and Exploitation of Organizational Innovation, International Conference on Management, Culture and Economic Development, Mashhad, [In Persian]
Azar, Adel, Zabihi Jamkhaneh, Mohsen, Mollai, Manijeh. (2020). Investigating the effect of organizational agility on increasing the dual-skill of the organization. Development Management Quarterly, 42, 11-18. [In Persian]
Singh, B and Rao, M., K. (2016). capabilities dynamic on capital intellectual of Effect, Journal of Organizational Change Management. 29(2). 129-149.
Bandarian, Mehdi; Bandarian, Reza (2013). Determining the effective factors on the value of process technological innovations in the oil industry using the partial least squares (PLS) technique, innovation and value creation in spring and summer 2013 - No. 3, 89 to 110. [In Persian]
Darzi, Fatemeh Zahra and Shirkhodaei, Meysam and Alizadeh Sani, Mohsen, (2017), Explaining the effect of brand duality on brand performance of Mazandaran University, the first national conference on modern management studies in Iran, Karaj [In Persian]
Ebrahimpour Azbari, Mostafa; Mohsen Akbari and Milad Hooshmand Jabjaei, (2016), The effect of innovation dual power on export knowledge and performance of new products in export markets, Quarterly Journal of Technology Growth 11 (42), [In Persian]
Geerts, A., Blindenbach-Driessen, F., & Gemmel, P. (2010). Ambidextrous Innovation Behaviour in Service Firms. Status: published, 1-57.
Günsel, A., Altındağ, E., Kılıç Keçeli, S., Kitapçı, H. and Hızıroğlu, M. (2018), "Antecedents and consequences of organizational ambidexterity: the moderating role of networking", Kybernetes, Vol. 47 No. 1, pp. 186-207.
Junni, P,. Sarala, R., & Taras, V. Tarba, S. (2013). Organizational Ambidexterity an Performance: A Meta- Analysis. Academy of Management Perspectives, 27(4), 299- 312.
Khodadadi, Sara, Moradi, Mahmoud, Yakideh, Kaykhosrow. (2017). Explaining the effect of organizational ambiguity on the functional dimensions of the organization in the banking industry (Case study: Bank branches of Guilan province). Industrial Management, 10 (1), 85-100. [In Persian]
Kristal, M. M., Huang, X., & Roth, A.V.(2010). The Effect of an Ambidextrous Supply Chain Strategy on Combinative Competitive Capabilities and Business Performance. Journal of Operations Management, 28(5), 415-429.
O'Reilly III, C. A., & Tushman, M. L. (2013). Organizational ambidexterity: Past, present, and future. Academy of management Perspectives, 27(4), 324-338.
Patel, P.C., Terjesen, S. and Li, D. (2012), “Enhancing effects of manufacturing flexibility through operational absorptive capacity and operational ambidexterity”, Journal of Operations Management, Vol. 30 No. 3, pp. 201-220.
Severgnini, E., Vieira, V.A. and Cardoza Galdamez, E.V. (2018), "The indirect effects of performance measurement system and organizational ambidexterity on performance", Business Process Management Journal, Vol. 24 No. 5, pp. 1176-1199.
Talari, Mohammad and Seyed Hamid Khodadad Hosseini, (2016), The Role of Holdings in Strengthening the National Economy by Creating a Bipolar Advantage: An Exploratory-Indigenous Model in Criticism of Western Theories, 10th Congress of Pioneers of Progress, Tehran, Center for the Iranian Islamic Model of Progress, [In Persian]
Turner, N., Swart, J., & Maylor, H. (2013). Mechanisms for managing ambidexterity: a review and research agenda. International Journal of Management Reviews, 15(3), 317-332
Yadollahi Farsi, Jahangir Yadollahi Farsi; Hadi Zare and Golnaz Zare, (2010), Analysis of the role of organizational dual power in the commercialization performance of university research, First International Conference on Management and Innovation, Shiraz [In Persian]
