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بقا، مقاومت، فرصت‌طلبی و رشد سازمان‌ها در موقعیت‌های چالشی: ارائه مفهومی استراتژیک از انواع سازمان‌های تاب‌آور | ||
| پژوهشنامه مدیریت اجرایی | ||
| دوره 12، شماره 23، خرداد 1399، صفحه 289-313 اصل مقاله (855.97 K) | ||
| نوع مقاله: مدیریت و سازمان(اخلاق و مسئولیت اجتماعی، رهبری و تحول سازمانی، عملکرد سازمانی، ریسک، مدیریت منابع سازمانی، سطوح تحلیل سازمانی، بلوغ سازمانی، آسیب‌شناسی سازمانی، نظام اداری، . . . ) | ||
| شناسه دیجیتال (DOI): 10.22080/jem.2020.18754.3194 | ||
| نویسندگان | ||
| حامد محمدی شهرودی1؛ فریبرز رحیم نیا* 2؛ غلامرضا ملک زاده3؛ علیرضا خوراکیان3 | ||
| 1دانشجوی دکتری مدیریت رفتاری، گروه مدیریت، دانشکده علوم اداری و اقتصادی، دانشگاه فردوسی مشهد، مشهد، ایران | ||
| 2استاد گروه مدیریت، دانشکده علوم اداری و اقتصادی، دانشگاه فردوسی مشهد، مشهد، ایران | ||
| 3دانشیار گروه مدیریت، دانشکده علوم اداری و اقتصادی، دانشگاه فردوسی مشهد، مشهد، ایران | ||
| تاریخ دریافت: 29 اردیبهشت 1399، تاریخ بازنگری: 10 تیر 1399، تاریخ پذیرش: 29 تیر 1399 | ||
| چکیده | ||
| هدف پژوهش حاضر، مفهوم‌سازی زوایایی بدیع از «انواع سازمان‌های تاب‌آور» می‌باشد. فلسفه پژوهش بر اساس رویکرد تفسیری، روش کیفی و استراتژی داده‌بنیاد با رویکرد ظاهر شونده است. جامعه مورد مطالعه، مدیران و خبرگان شرکت‌های تولیدی صنعت ساختمان هستند که در استان مازندران واقع شده‌اند. در این راستا با مدیران و خبرگانِ صنعت، مصاحبه‌های عمیق و نیمه‌ساختاریافته صورت گرفت. باتوجه به تحلیل انجام گرفته، با استفاده از کدگذاری با روش گلیزر و دو مرحله کدگذاری حقیقی و نظری، در پایانِ مرحله کدگذاری نظری، با توجه به خانواده «اانواع» گلیزر، چهار نوع سازمان تاب‌آور شناسایی شد. این سازمان‌ها در یک طیف دوطرفه قرار دارند که در یک طرف طیف، سازمان‌های بقامحور و در طرف دیگر آن سازمان‌های رشدمحور قرار می‌گیرند. بین این دو طیف، سازمان‌های مقاومت‌محور و فرصت‌طلب هستند. رشدمحورها اثرگذارتر و در جستجوی فرصت‌ها هستند، درحالی‌که بقامحورها، اثرپذیرتر و در جستجوی حل مسئله می‌باشند. هر یک از این سازمان‌ها در طیف خاصی از تاب‌آوری قرار دارند و دارای جایگاه استراتژیک خاصی هستند. این جایگاه‌ها قابل تغییر است، لذا سازمان‌ها می‌توانند در دیدگاه‌ها و برنامه‌های استراتژیکِ خود، برای رسیدن به نوعی از سازمان، با تاب‌آوری بالاتر، برنامه‌ریزی و تلاش کنند. | ||
| کلیدواژه‌ها | ||
| سازمان‌های تاب‌آور؛ بقامحور؛ مقاومت‌محور؛ فرصت‌طلب؛ رشدمحور | ||
| عنوان مقاله [English] | ||
| Survival Resistance,Opportunism, and the Growth of Organizations in Challenging Situations: Presentation a Strategic Concept of Resilient Organizations Types | ||
| نویسندگان [English] | ||
| Hamed Mohammadi Shahahroodi1؛ Fariborz Rahimnia2؛ Gholamreza Malekzadeh3؛ Alireza Khorakian3 | ||
| 1PhD student of behavioral management, Department of Management, Faculty of Administrative and Economic Sciences, Ferdowsi University of Mashhad, Mashhad, Iran. | ||
| 2Professor of Management Department, Faculty of Administrative and Economic Sciences, Ferdowsi University of Mashhad, Mashhad, Iran | ||
| 3Associate Professor,, Department of Management, Faculty of Administrative and Economic Sciences, Ferdowsi University of Mashhad, Mashhad, Iran | ||
| چکیده [English] | ||
| The aim of this study is to conceptualize novel aspects of the "types of resilient organizations". The research philosophy is based on the interpretive approach. The strategy of this research is the grounded approach based on the Glaserian emerging approach. The study population includes executives and experts from companies that manufacture in the construction industry and are located in Mazandaran province, Iran. In this regard, in-depth and semi-structured interviews were conducted with industry managers and experts. According to the analysis, using Glaser coding approach, and two actual and theoretical encodings, At the end of the theoretical coding stage, four types of resilient organizations were identified according to the Glaser's "Types" family. According to the research findings, these organizations are in a two-way spectrum at one end of which are survival-oriented organizations, and at the other end are growth-oriented organizations. Between these two ends are resistance-oriented and opportunistic organizations. Growth-oriented organizations are more effective and looking for opportunities, while survival-oriented organizations are more passive and looking for problem solving. Each of these organizations is at a certain continuum of resilience. they have a certain strategic position. These position can be changed. so They can plan and work to reach higher resilience type of organization in their strategic views and plans. | ||
| کلیدواژه‌ها [English] | ||
| Resilient organizations؛ Survival-oriented؛ Resistant-oriented؛ Opportunist, growth-oriented | ||
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