نوع مقاله : مقالات

نویسندگان

1 علامه طباطبایی

2 تهران

چکیده

همکاری‌های استراتژیک راهکار اثربخشی برای ارتقای توان رقابتی بنگاه‌های تجاری، به ویژه در میان شرکت‌های کوچک و متوسط تکنولوژی‌محور است، اما شکل‌گیری این همکاری‌ها بدون توجه به محیط نهادی امکان‌پذیر نیست. هدف از پژوهش حاضر، بررسی نقش رویکرد سیاسی از دیدگاه نظریۀ نهادی در شکل‌گیری همکاری‌های استراتژیک میان شرکت‌های تکنولوژی‌محور است. برای دستیابی به این هدف، داده‌های مورد نیاز بر اساس منطق نمونه‌گیری تصادفی ساده و از نمونه‌ای به حجم 308 نفر از مدیران ارشد و اعضای هیئت‌مدیره شرکت‌های تکنولوژی‌محور فعال در پارک‌های علم و فناوری و مراکز رشد سراسر کشور گردآوری شده‌اند و نقش رویکرد سیاسی در شکل‌گیری همکاری‌های استراتژیک از منظر چهار وجه نظام حقوقی، نظام مالی، نظام ارزشی و اعتماد به روش تحلیل عاملی و مدل‌های رگرسیون چندگانه مورد ارزیابی قرار گرفته است. یافته‌های پژوهش حاضر بر مبنای نظریۀ نهادی تبیین روشنی از نقش رویکرد سیاسی در شکل‌گیری همکاری‌های استراتژیک فراهم می‌کند و نشان می‌دهد مهارت‌های برگرفته از رویکرد سیاسی بیشترین میزان تأثیرگذاری در شکل‌گیری همکاری‌های استراتژیک را از منظر نظام مالی و نظام حقوقی دارد. به علاوه، نتایج همراستا با پیشینه نظری بیانگر اهمیت توسعه زیرساخت‌های نهادی در هر چهار وجه، به ویژه نظام مالی و نظام حقوقی، برای تسهیل شکل‌گیری همکاری‌های استراتژیک و توسعه اقتصاد دانش‌بنیان است.

کلیدواژه‌ها

عنوان مقاله [English]

The Role of Political Approach in Developing Strategic Collaboration among Technology-oriented Companies: an Institutional Perspective

نویسندگان [English]

  • Mir Ali Seyed Naghavi 1
  • Ghadir Shakiba Jamal Abad 1
  • Seyed Hosein Jalali 2

1 Allame Tabatabaei

2 Tehran University

چکیده [English]

1- INTRODUCTION
The strategic collaboration is an effective way to promote companies' competitiveness, especially technology-oriented SMEs. However, it is not possible to collaborate in this way without considering the institutional environment. This study aimed to investigate the role of political approach in performing strategic collaboration among technology-oriented companies from the viewpoint of institutional theory. To do so, the present study has evaluated the role of political approach in strategic collaboration in regard to four aspects of legal, financial, trust, and value system.
2- THEORETICAL FRAMEWORK       
The strategic collaboration is considered as a response to the company's environment. This type of collaboration is a formal/informal agreement among different firms in the form of alliances, joint ventures, or business networks. In each form of these collaborations, partners may come across institutional factors that affect the common performance. In the relationship between the parties, institutional factors establish some guidelines and external constraints affecting the exploitation of collaborative opportunitiesParticularly, the institutional theory is useful in explaining how organizations respond to external pressures and develop appropriate strategies to cope with the environment and its institutional requirements. Scholars have used different constructs to explain institutional requirements. However, they identified four categories of institutional factors as the basis for companies' economic behaviors and strategic collaborations: legal system, financial system, value system, and trust and authority relationships. Legitimacy is a key issue in the institutional perspective. Searching for legitimacy is a means by which companies moderate the effect of environmental restrictions and make it an advantage in their favor. From this point of view, adopting institutionalized measures and incorporating the external demands of powerful actors such as governance or culture, a strategic collaboration provides different parties with legitimacy.

کلیدواژه‌ها [English]

  • Strategic Collaborations
  • Institutional theory
  • Political skills
  • knowledge-based economy
References
Ahlstrom, D., & Bruton, G. D. (2010). Rapid institutional shifts and the co‐evolution of entrepreneurial firms in transition economies. Entrepreneurship Theory and Practice, 34(3), 531-554.
Ahlstrom, D.; Levitas, E.; Hitt, M. A.; Dacin, M. T., & Zhu, H. (2014). The three faces of China: Strategic alliance partner selection in three ethnic Chinese economies. Journal of World Business, 49(4), 572-585.
Ahuja, G.; Polidoro, F., & Mitchell, W. (2009). Structural homophily or social asymmetry? The formation of alliances by poorly embedded firms. Strategic Management Journal, 30(9), 941-958.
Bierly, P. E., & Gallagher, S. (2007). Explaining alliance partner selection: fit, trust and strategic expediency. Long Range Planning, 40(2), 134-153.
Biniari, M. G.; Simmons, S. A.; Monsen, E. W., & Moreno, M. P. (2015). The configuration of corporate venturing logics: integrated resource dependence and institutional perspective. Small Business Economics, 45, 1-17.
Buchanan, D. A. (2008). You stab my back, I'll stab yours: Management experience and perceptions of organization political behavior. British Journal of Management, 19(1), 49-64.
Buchanan, D. A., & Badham, R. (2008). Power, politics, and organizational change: Winning the turf game. 2nd ed. Sage.
Chandler, D., & Hwang, H. (2015). Learning from learning theory a model of organizational adoption strategies at the micro foundations of institutional theory. Journal of Management, 41(5), 1446-1476.
Chen, H. L., & Huang, Y. (2004). The establishment of global marketing strategic alliances by small and medium enterprises. Small Business Economics, 22(5), 365–377.
Chung, S. A.; Singh, H., & Lee, K. (2000). Complementarity, status similarity and social capital as drivers of alliance formation. Strategic Management Journal, 21(1), 1-22.
Cornelissen, J. P.; Durand, R.; Fiss, P. C.; Lammers, J. C., & Vaara, E. (2015). Putting communication front and center in institutional theory and analysis. Academy of Management Review, 40(1), 10-27.
Dacin, M. T.; Oliver, C., & Roy, J. P. (2007). The legitimacy of strategic alliances: an institutional perspective. Strategic Management Journal, 28(2), 169-187.
Danaeifard, H., & Khodadadhoseini, S. H. (2004). Institutional frameworks in national innovations system: comparative approach on the role of government and public administration. Management Studies in Development and Evolution, 11(43-44), 69-94. [in Persian]
Das, T. K., & Teng, B.S. (2002). The dynamics of alliance conditions in the alliance development process. Journal of Management Studies, 39(5), 725-746.
Das, T. K., & Teng, B. S. (2000). A resource-based theory of strategic alliances. Journal of Management, 26(1), 31-61.
Deephouse, D. L., & Carter, S. M. (2005). An examination of differences between organizational legitimacy and organizational reputation. Journal of Management Studies, 42(2), 329-360.
Deligonul, S.; Elg, U.; Cavusgil, E.; & Ghauri, P. N. (2013). Developing strategic supplier networks: institutional perspective. Journal of Business Research, 66(4), 506-515.
Ellen, B. P.; Ferris, G. R., & Buckley, M. R. (2013). Leader political support: Reconsidering leader political behavior. The Leadership Quarterly, 24(6), 842-857.
Ferris, G. R.; Treadway, D. C.; Kolodinsky, R. W.; Hochwarter, W. A.; Kacmar, C. J.; Douglas, C., & Frink, D. D. (2005). Development and validation of the political skill inventory. Journal of Management, 31(1), 126-152.
Ferris, G. R.; Treadway, D. C.; Perrewe, P. L.; Brouer, R. L.; Douglas, C., & Lux, S. (2007). Political skill in organizations. Journal of Management, 33(3), 290-320.
Ghazinoori, S. S., & Ali Hamadi, A. (2008). Prioritizing policy instruments for supporting new technology-based firms in Iran, using a fuzzy MCDM model. Journal of Science and Technology Policy, 1(3), 73-89. [In Persian]
Goerzen, A. (2007). Alliance networks and firm performance: The impact of repeated partnerships. Strategic Management Journal, 28(5), 487-509.
Gulati, R.; Nohria, N., & Zaheer, A. (2000). Strategic networks. Strategic Management Journal, 21(3), 203-215.
Hamidizadeh, A.; Zaraei Matin, H., & Khandel, M. (2016). The Impact of strategic factors on organizational performance with the mediation of entrepreneurship variable (case study: Gas Company of Bandar Abbas city). Transformation Management Journal, 1(8): 16-44. [In Persian]
Hamidizadeh, M.R.; Zare, H., & Sangbor, M.A. (2014). Analyzing of critical success factor of strategic alliances (Tile & ceramic industrial cluster of Yazd). Journal of Business Management, 6(3), 517-534. [In Persian]
Heimeriks, K. H.; Bingham, C. B., & Laamanen, T. (2015). Unveiling the temporally contingent role of codification in alliance success. Strategic Management Journal, 36(3), 462-473.
Hitt, M. A.; Ahlstrom, D.; Dacin, M. T.; Levitas, E., & Svobodina, L. (2004). The institutional effects on strategic alliance partner selection in transition economies: China vs. Russia. Organization Science, 15(2), 173-185.
Holmes, R. M.; Miller, T.; Hitt, M. A., & Salmador, M. P. (2013). The interrelationships among informal institutions, formal institutions, and inward foreign direct investment. Journal of Management, 39(2), 531-566.
Hoskisson, R. E.; Eden, L., Lau; C. M., & Wright, M. (2000). Strategy in emerging economies. Academy of Management Journal, 43(3), 249-267.
Hyder, A. S., & Abraha, D. (2008). Institutional factors and strategic alliances in eastern and central europe. Baltic Journal of Management, 3(3), 289-308.
Ireland, R. D.; Hitt, M. A., & Vaidyanath, D. (2002). Alliance management as a source of competitive advantage. Journal of Management, 28(3), 413-446.
Jalali, S. H. (2017). Partner capabilities and alliance time frame: an analysis of international strategic alliances from the CEE. Journal of Entrepreneurship, Management and Innovation, 13(2), 59-75.
Jalali, S. H. (2012). Explaining the content elements of partner selection in strategic alliances: a study in the context of Iranian software industry. Iranian Journal of Management Science, 7(27), 147-168. [in Persian]
Kenis, P., & Knoke, D. (2002). How organizational field networks shape interorganizational tie-formation rates. Academy of Management Review, 27(2), 275-293.
Kimura, T. (2015). A review of political skill: current research trend and directions for future research. International Journal of Management Reviews, 17(3), 312-332.
Lavie, D.; Haunschild, P. R., & Khanna, P. (2012). Organizational differences, relational mechanisms, and alliance performance. Strategic Management Journal, 33(13), 1453-1479.
Lee, H.; Kelley, D.; Lee, J., & Lee, S. (2012). SME survival: the impact of internationalization, technology resources, and alliances. Journal of Small Business Management, 50(1), 1-19.
Lim, D. S.; Morse, E. A.; Mitchell, R. K., & Seawright, K. K. (2010). Institutional environment and entrepreneurial cognitions: a comparative business systems perspective. Entrepreneurship Theory and Practice, 34(3), 491-516.
Lin, H., & Darnall, N. (2015). Strategic alliance formation and structural configuration. Journal of Business Ethics, 127(3), 549-564.
Maharati, Y.; Kazemi, M., & Hassani Tavabe, A. (2014). Investigating the mediating role of knowledge management between environmental uncertainty and organizational innovation. Transformation Management Journal, 12(6): 91-112. [in Persian]
Meurs, J. A.; Gallagher, V. C., & Perrewe, P. L. (2010). The role of political skill in the stressor–outcome relationship: Differential predictions for self-and other-reports of political skill. Journal of Vocational Behavior, 76(3), 520-533.
Mindruta, D.; Moeen, M., & Agarwal, R. (2016). A two‐sided matching approach for partner selection and assessing complementarities in partners' attributes in inter‐firm alliances. Strategic Management Journal, 37(1), 206-231.
Mintzberg, H. (1985). The organization as political arena. Journal of Management Studies, 22(2), 133-154.
Mosleh, A.; Bahrainizadeh, M., & Dokuhaki, S. A. (2015). A study of the effect of competitive intelligence on innovation in knowledge-based enterprises of Shiraz. Transformation Management Journal, 13(7): 18-41. [in Persian]
Naderi, A., & Solgi, M. (2015) Investigating the impact of inter organization elements and industry structure on corporate social responsibility in Tehran stock exchange (TSE). Iranian Journal of Business Management, 7(1), 209-229. [in Persian]
Nakos, G.; Brouthers, K. D., & Dimitratos, P. (2014). International alliances with competitors and non-competitors: the disparate impact on SME international performance. Strategic Entrepreneurship Journal, 8(2), 167-182.
Peng, M. W. (2003). Institutional transitions and strategic choices. Academy of Management Review, 28(2), 275-296.
Rahmanseresht, H.; Bashkouh, M., & Pahlevaneghomi, M. (2009). The effective factors on success of international joint ventures (case study: research center of Irankhodro corporation). Journal of Business Management, 1(3): 19-38. [in Persian]
Robson, M. J.; Skarmeas, D., & Spyropoulou, S. (2006). Behavioral attributes and performance in international strategic alliances: Review and future directions. International Marketing Review, 23(6), 585-609.
Treadway, D. C.; Breland, J. W.; Williams, L. M.; Cho, J.; Yang, J., & Ferris, G. R. (2013). Social influence and interpersonal power in organizations: Roles of performance and political skill in two studies. Journal of Management, 39(6), 1529-1553.
Vasudeva, G.; Spencer, J. W., & Teegen, H. J. (2013). Bringing the institutional context back in: a cross-national comparison of alliance partner selection and knowledge acquisition. Organization Science, 24(2), 319-338.
Walter, J.; Lechner, C., & Kellermanns, F. W. (2008). Disentangling alliance management processes: decision making, politicality, and alliance performance. Journal of Management Studies, 45(3), 530-560.
Webb, J. W.; Kistruck, G. M., Ireland, R. D., & Ketchen Jr, D. J. (2010). The entrepreneurship process in base of the pyramid markets: The case of multinational enterprise/nongovernment organization alliances. ntrepreneurship Theory and Practice, 34(3), 555-581.
Whitley, R. (2002). Competing capitalisms. Cheltenham, UK: Edward Elgar.
Zajac, E. J., & Westphal, J. D. (2001). Do markets learn? institutional vs. market learning perspectives on the consequences of stock repurchase programs. Academy of Management Best Papers Proceedings; 1–6.
Zhang, Y.; Duysters, G., & Filippov, S. (2012). Chinese firms entering europe: internationalization through acquisitions and strategic alliances. Journal of Science and Technology Policy in China, 3(2), 102-123.
Zhao, F. (2014). A holistic and integrated approach to theorizing strategic alliances of small and medium-sized enterprises. Business Process Management Journal, 20(6), 887-905.
CAPTCHA Image