Developing a model for strategic agility in knowledge-based companies using a mixed methods approach
| Autor: | Ahmad Jafarnejad, Habib Zare Ahmadabadi, Asma Soltaninezhad, Ali Morovati Sharifabadi |
|---|---|
| Jazyk: | angličtina |
| Rok vydání: | 2021 |
| Předmět: |
Knowledge management
lcsh:T55.4-60.8 Computer science Strategy and Management Economia i organització d'empreses::Direcció d'operacions [Àrees temàtiques de la UPC] lcsh:Business Phase (combat) Grounded theory Equacions estructurals Industrial and Manufacturing Engineering Structural equation modeling Body of knowledge lcsh:Social Sciences 0502 economics and business ddc:650 Knowledge-based company lcsh:Industrial engineering. Management engineering Generalizability theory Macro lcsh:Commerce Competition business.industry Multimethodology 05 social sciences Competència econòmica Variance (accounting) lcsh:H lcsh:HF1-6182 Planificació estratègica Strategic agility Strategic planning 050211 marketing business strategic agility knowledge-based company grounded theory structural equation modeling lcsh:HF5001-6182 050203 business & management |
| Zdroj: | UPCommons. Portal del coneixement obert de la UPC Universitat Politècnica de Catalunya (UPC) Journal of Industrial Engineering and Management, Vol 14, Iss 2, Pp 176-198 (2021) |
| Popis: | Purpose: In a global supply chains and complex market environment, companies have to improve performance and gain competitive advantages, thus the need for strategic agility. The purpose of this paper is to demonstrate systematic application of grounded theory to understand strategic agility in knowledge-based companies (KBCs) in Iran and to explain relationships between them. Methodology: This study uses mixed methods research to explore the determinants of strategic agility in KBCs. This study uses mixed methods approach. Qualitative analysis using “Paradigm model” of grounded theory for data analysis. In Quantitative stage, Structural equation modeling with partial least square is used. Findings: The results of the first phase of the study revealed that causal conditions affecting strategic agility were organizational and environmental factors. As well, intervening conditions included Facilitating and Deterring role of intrinsic attributes of companies; and contextual conditions encompassed Limiting and Encouraging factors. Moreover, strategies and practices were comprised of Extra-organizational and Intra-organizational practices and consequences of strategic agility were consequences at macro and organizational level. The results of the quantitative study, as the second phase, correspondingly confirmed factors identified at the qualitative phase and demonstrated that the casual conditions explain 79.7% of the variance in strategic agility, the three independent constructs explain 57.5% of the variance in strategies, and the strategies explains 55.4% of the variance of consequences. Research limitations: This study was developed on the basis of opinions of a limited number of individuals which could reduce theoretical generalizability of the results. Another limitation is that the research data are limited to KBCs in Iran. Value: The results of this study would theoretically complement the body of knowledge about KBCs which can be cited in future research. Furthermore, the mixed methods approach offers a better insight in understanding strategic agility in KBCs vs the use of either a qualitative or quantitative method alone |
| Databáze: | OpenAIRE |
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