جستجوی مقالات مرتبط با کلیدواژه "بهره برداری" در نشریات گروه "مدیریت"

So an organization needs strategic ambidexterity and consequently Increasing the efficiency and productivity of companies in order to survive, grow, Performance improvements, Product-service innovation, and the Possibility of competitiveness in today's dynamic environment. To maximize firm’s performance, Product-service innovation must be developed through a sequential Exploitation-Exploration pathway. To do so, initially, reviewing the literature, the conceptual model of this study was extracted, and then in order to analyze the research model and hypotheses, we examined 333 industrial firms in Isfahan city. For the validity of this questionnaire, the comments of professors and experts were used. For reliability, Cronbach's alpha was used and its value was determined to be 0.941. Path analysis method was used to analyze the data. According to the research model, data analysis indicates the existence of a positive and significant effect of exploitation and exploration on performance through product and service innovation and the mediating role of exploration in the impact of exploitation on performance Also, there is a positive and significant effect of exploitation activities in manufacturing companies developing product and service innovation on exploration activities and a positive and significant effect of product and service innovation on performance. The results showed that there is an optimal sequential Exploitation Exploration pathway in product and service innovation and exploitation-exploration pathway and the path to achieving profitable product and service innovation begins with the use of existing resources and capabilities of the firm and is followed by exploration to determine and develop appropriate technological applications.

Despite the increase of empirical studies on the organizational ambiguity phenomenon, which is the discovery of new opportunities while exploiting existing competencies, in entrepreneurship and management literatures, there is little knowledge about the factors affecting the formation of ambidextrous behaviors of employees in organisaions. The present study examines the relationship between individual entrepreneurial orientation and ethical behavior and contextual ambidexterity. This research is applied in terms of purpose and descriptive in terms of data collection method. Based on the questionnaire, the data were collected from 203 employees of food industry businesses in Tehran and analyzed with SmartPLS software. The research results show that entrepreneurial and ethical orientations increase individual ambidexterity, yet the moderating effect of ethics on the relationship between entrepreneurial orientation and individual ambidexterity has not been confirmed. These results suggest that exploratory behaviors, while performing daily tasks, can be expected from the employees who are more entrepreneurial and ethical.

In recent years, Organizational ambidexterity has increasingly attracted the attention of management stakeholders and researchers in order to achieve a sustainable competitive advantage. Organizational ambidexterity is a new concept in management that plays a key role in aligning the various competencies of the organization to manage the conflicting demands of new and original business opportunities. The issue of Organizational ambidexterity is exploiting existing opportunities and exploring new ones. The two dimensions of exploration and exploitation are manifested in three issues: structural ambidexterity, contextual ambidexterity and managerial ambidexterity.

The purpose of this study is to identify ambidexterity indicators affecting innovation capabilities in companies based in the Pardis Park.

The present study is an applied goal and a descriptive-survey method. The data collection tool was a questionnaire and the statistical population of this study involved managers and experts of companies in the Pardis Park. Structural equation modeling was used to test the hypotheses and analyzes were performed using SPSS and Smart PLS software.

The effect of ambidexterity on innovation capability is with a standard path coefficient of 0.804, and the significant value of this relationship is equal to 13.742, which is higher than the value of 1.96 and its positive and significant effect is confirmed.

The more ambidexterity there is in the companies based in the Pardis technology park, the greater the innovation capability in these companies.

The allocation perspective, recognize opportunities is true, that there are both supply and demand sides. But resources are not allocated efficiently, allocate resources for optimal consumer means that revenue be allocated to consumption, And people are able to buy goods and services of the highest value. Individual measures a wide entrepreneurship and important impact in industries, markets and the overall economy. This can be attributed to the simple operation of an opportunity in a particular local market, Or is a radical innovation that creates an overall industry or eliminate it. This can lead to a Commercialization, satisfaction with the market and create high-value jobs. Benefits derived from the importance of these issues can be considered an entrepreneur and change phenomena and identify profitable opportunities. Nowadays, the globalization of business and its role in recognizing and exploiting the opportunities of the important issues. The process of globalization has been divided into two phases. Opportunity identification phase and subsequently exploit the opportunity. In this study has been reviewed by scholars in the field and try to explain the concept further opportunities in different aspects.
 

Organizational ambidexterity requires that organizations have more and more speed and agility.In fact, a rapid response to changes and environmental needs will be achieved by two levers of ambidexterity; namely, exploration and exploitation, which must be accompanied by timely response. Accordingly, in this research, focusing on the concept of organizational ambidexterity, the impact of agility on the strengthening of organizational ambidexterity skill has been investigated. The statistical sample of this research was 44 managers and organizational experts. The library study method was used to identify the variables. A researcher-made questionnaire was used to collect information. SmartPlS software was used to design the model and test the hypotheses. According to the results, except for the component of "elimination of worthless activities", the impact of the eight components of the nine agility components, namely "flexible organizational structure", "fast response to customer needs", "rapid allocation of resources", "rapid matching with changes", "integration of processes and activities", "multi-skils staffs", "sharing of knowledge and information", and "promotion of staff skills and expertise" was found to be positive and meaningful on "Exploration" variable. The effect of these nine components on the "Exploitation" variable was also confirmed. At the end, suggestions and executive suggestions were presented.

Over the past decades, organization‘s ambidexterity has been considered as a new managerial topic, pointing to the organization's ability to simultaneously address two inadequate organizational objectives, exploitation and exploration. However, organizations need different resources to achieve ambidexterity, the most important of which are human resources or organization staff that can help organizations achieve their goals. Therefore, this research seeks to identify and prioritize the factors affecting the ambidexterity of employees. This research is applied in terms of purpose and in terms of the nature and method of descriptive-survey. 21 factors were extracted from the research literature as factors affecting employees' ambiguity and Delphi and fuzzy and ISM methods were used to analyze the information. Delphi and ISM questionnaires were distributed in two stages among 15 managers and human resources experts of commercial banks in Tehran. In the first stage, after analyzing the data by Delphi method, 7 factors were removed from the 21 identified factors and finally 14 the factor was identified as the most important factors.The identified factors were then re-assigned to managers and experts through the ISM questionnaire to prioritize the factors. Thus, factors were prioritized at 8 levels, with personality traits that are internal individual factors being identified as the most influential factors, and human resource flexibility and external motivation being structural organizational factors being identified as the most influential factors

Iran's business environment is a vibrant and unpredictable environment and operating in this situation requires special capabilities.Constant changes in this environment have made it difficult for companies to simply compete with existing capabilities and resource. The purpose of this article is to examine how a company (knowledge-based) can perform well in a turbulent environment by relying on its capabilities. Accordingly, theories of competitive advantage were examined and finally the theory of dynamic capabilities was selected as the appropriate theory. This article is assumed that the emergence of dynamic capabilities depends on the microfoundations formed in the company and these foundations could were embedded in three layers (human, social, organizational). We were extracted related variables in each layer based on the research literature an after interviewing with the company executives and staff, we were coded and placed them in their related layers. The results showed that human and social layers are very important in a FinTech and knowledge-based enterprise.

Organizational ambidexterity is defined as the ability of companies to simultaneously explore and exploit. One of the key resources to achieve ambidexterity, is social capital. This study seeks to identify factors influencing the creation of an ambidextrous social capital at defense-industrial organization. In order to achieve this goal, the combination of quantitative and qualitative research methods were used. Initially the focus group was used, and based on its results, a questionnaire was prepared and in the sample of 98, were distributed in the organization. 32 items extracted from the literature an focus group meetings, 3 key competencies, were analyzed using structural equation modeling (PLS-SEM). As a result in the organization, structural social capital with dimensions strong-bonds and weak-ties; cognitive social capital with dimensions values, vision and language (narratives); and relational social capital with dimensions trust, norms and identity were the most important in the studied organization.

In recent decades, complexity and environmental turbulence have faced many challenges for organizations. In such a situation, for individuals and organizations, being successful means adapting to life through learning, and changing behavior patterns.  But some scholars believe that this approach should simultaneously and balanced emphasize on the creation of new knowledge related to new products and services for emerging markets, as well as the utilization of competencies and capacities to improve existing products and services. A process is known as organizational ambidexterity. In this process, the ability to use of existing status (exploitation) and opportunities to grow and survive in the future (exploration) are two sides of the organization's move toward ambidexterity. The realization of ambidexterity in organizations requires the creation of a dynamic structure and internal flexibility which can empower organizations to face environmental changes so that they can anticipate environmental change and find appropriate strategies for dealing with them. This approach is addressed in the field of strategic management as strategic thinking.

The success, growth and long-term survival of an organization depend on its ability to exploit current capabilities and simultaneously explore the new competencies. Numerous articles have been devoted to the study of organizational ambidexterity in innovation, organizational and strategic management literature. Some indicated the important role of ambidexterity in organizations' performance. Others brought up that it is not so significant, and this question is yet to be answered. So far, several literature reviews and meta-analysis have been conducted on this construct, which has been focused on limited specific aspects. But to the best of our knowledge, there is no comprehensive review of both qualitative and quantitative studies which include all types of performance and also highlight the different conceptualization of organizational ambidexterity. Therefore, this comprehensive systematic review of 134 qualitative and quantitative studies during 1991-2016 has pursued two major goals: First identifying different conceptualizations of exploration and exploitation, and second, identifying the causes of different effects of organizational ambidexterity on performance in previous studies. The review results found 15 different conceptualizations of exploration–exploitation; and also six reasons for the different results of previous research on the impact of organizational ambidexterity on performance have been identified, including measurement of organizational ambidexterity, level of analysis, research design, implementing organizational ambidexterity, performance measurement, and organizational ambidexterity conceptualization, each with its own dimensions

Research on ambidexterity is burgeoning, yet understanding of the antecedents and consequences of both activities remains rather unclear. The purpose of this paper is to explore the effects of knowledge sharing on organizational ambidexterity (exploration and exploitation) as well as the mediating effect of mediating role of absorptive capacity. The research statistical population constitutes 97 pharmaceutical companies’ employer select available as the subjects. Data were collected via three standard questionnaires. In order to assess dimensions of organizational ambidexterity scale proposed by Kyrgidou & Petridou (2011), knowledge sharing scale was developed by Van den hoof & De ridder (2004), and absorptive capacity scale was developed by Zahra & George (2002), was employed. This study applies SmartPLS3 to investigate the research model. The results shows that knowledge sharing and absorptive capacity has positive effects on organizational ambidexterity. In addition, , this study reveals that absorptive capacity is not the mediating factor between knowledge sharing and organizational ambidexterity.

The purpose of this study is to evaluate the impact of organizational ambidexterity on strategic entrepreneurship in software companies. Therefore we examined the ambidexterity with two dimensions i.e. exploration and exploitation as an independent variable and strategic entrepreneurship with four dimensions i.e. entrepreneurial mindset, innovation, managing resources strategically and competitive advantage as the dependent variable. The research methodology is based on structural equation modeling. We use a questionnaire with 22 questions that 97 firms answered it. To measure the validity and reliability we used convergent and divergent validity and Cronbach's alpha and composite reliability respectively. Data analysis has performed by using SmartPLS3. The results show that ambidexterity has a positive and significant effect on strategic entrepreneurship. So we can conclude focus on improving ambidexterity can lead to development and promotion of strategic entrepreneurship.

Strategic entrepreneurship is the intersection of entrepreneurship research and strategic management. There is no consensus on the definition، dimensions and constituent elements and a few models have limitations. The aim of this paper is to review previous studies with an emphasis on empirical evidence، to summarize them in an innovative framework to make a greater understanding of strategic entrepreneurship، to combine the existing scholarly research in this young and emerging field as well as to develop a conceptual model based on configuration approach. We derived a model with seven domains and conclude that companies must act based on both entrepreneurship and strategic management that is required for sustainable wealth creation. And deeper understanding of this concept could trigger future studies to identify its components and elements، test proposed model by researchers and implement it in organization by managers.