استراتژی نوآوری

The reduction of profit margins and the disappearance of past competitive advantages have pushed companies in Petrochemical industries toward innovation by utilizing digital capabilities. This necessitates the establishment of a strategic alignment between digital capabilities and innovation strategies and decisions. This research aims to examine the dimensions of alignment between digital capability variables and innovation strategies and create a framework for its assessment. Initially, by reviewing the background of studies, a framework for assessing each of the variables was developed. Subsequently, a questionnaire for confirmatory structural analysis of the identified concepts and dimensions was formulated. This questionnaire was completed by 99 experts in innovation management, digital technologies in the industry, and academia. As a result, it was determined that to assess the level of alignment between digital capabilities and innovation strategies, creating digital value and digital innovation processes for innovation strategies, digital innovation infrastructure and digital innovation capabilities for digital capabilities, and complementarity, balance, and coordination for alignment were considered as assessment dimensions of the variables.

Today, the advantages of the past in the petrochemical industry are diminishing, and the competitive landscape is changing. It can be noted that one of the main challenges encompassing the petrochemical industry today is enhancing competitiveness and reducing operational costs, which require innovation in the use of new technologies (O. V. Zhdaneev, V. Korenev, and A. S. Lyadov, 2020).
Most organizations in this industry use structures and organizational procedures that are not well-suited for utilizing innovative capabilities, including digital capabilities (Alexey Shinkevich, Naira Barsegyan, Vladimir Petrov, and Tatyana Klimenko, 2021). On the other hand, organizations are striving to create complementarity between their different capabilities to strengthen potential innovation capacity (Rogier van de Wetering, Patrick Mikalef, 2017).
Therefore, one of the crucial questions for companies in the petrochemical industry can be how to assess the alignment between digital capabilities and innovation strategy. Consequently, the goal of this research is to identify appropriate dimensions and components for assessing the alignment of digital capabilities and innovation strategy in the petrochemical industry. To achieve this, the relevant concepts related to the main variables are identified and examined, and based on this, the dimensions and components under these variables will be confirmed through a validation process to create an assessment tool.

In the examination of digital capabilities in the petrochemical industry, it can be noted that new processes and patterns are emerging due to adaptation to new technologies, (Amankwah-Amoah, J., Khan, Z., Wood, G., & Knight, G., 2021). Studies conducted on dynamic capabilities (Loureiro, R., Ferreira, J. J., & Simoes, J., 2021) claim that the proper combination of resources and capabilities allows organizations to gain a competitive advantage and improve their performance. (Torres, R., Sidorova, A., & Jones, M. C, 2018). From automating data movement to leveraging processes, all of these have a significant impact on creating added value and generating income (Oztemel, 2018). Based on this, to assess the digital capability variable, one can consider the effective use of digital innovation resources, the management of digital innovation networks, the capacity for absorbing and accepting digital innovation, predicting trends and technologies, managing digital innovation risks, access, transparency, and information security, advanced analysis, and artificial intelligence, as primary components.
Pisano introduces three key questions as the pillars of innovation strategy: The first question is how the organization's innovation creates value for potential customers. The second is how the company gains a share of the value it creates due to its innovation. The third question returns to the type of innovations that enable the company to create and gain value, and what resources each innovation requires (Pisano, 2015). The role and position of digital technologies in addressing these key questions seem crucial. Since digital technologies have significantly influenced technical and social changes for individuals and societies, including organizations, they have caused products, services, processes, and business models to have a more substantial impact (Ciriello RF, Richter A, Schwabe G, 2018).
The concept of alignment implies the existing collaboration between different organizational units based on environmental needs. Organizations with greater alignment perform better in various performance standards, and an aligned organization has internalized directions (Labovitz, G. H., & Rosansky, V., 1997). Growth and profitability are ultimately the results of alignment between employees, customers, strategies, and processes (Labovitz, G. H., & Rosansky, V., 1997). It is necessary for organizations to prepare for changes by creating structures and processes that can easily be adjusted and realigned (Galbraith, 2002). Alignment should exist at all levels of the organization (individuals, projects, systems, and the company). In recent studies, digital platforms and the ecosystem around the company have been added to the scope (Coltman, T., P. Tallon, R. Sharma, and M. Queiroz, 2015).

This research was conducted with an applied approach using quantitative methods and confirmatory factor analysis. The main question in this study relates to the components and dimensions of assessing the alignment between two variables: digital capability and innovation strategy. Therefore, it was necessary to identify and categorize concepts, indicators, and main dimensions of each of the three variables (alignment, digital capability, and innovation strategy) based on previous studies, and this formed the basis for analysis in the confirmatory factor analysis. Based on the identified concepts and indicators for the variables, a questionnaire was developed. A total of 120 individuals were identified. A purposive sampling method was used to collect their opinions, and questionnaires were distributed. In the end, 110 responses were received, of which 99 were usable. The reliability of the questionnaire was calculated for each of the variables, and all of them had values above 0.7 (as reported in the findings). Then, using the smart PLS software and the confirmatory method, the sub-structures of each of the variables were modeled.

Based on a review of the literature and relevant concepts and topics related to the research question, a comprehensive understanding was developed. Previous alignment models in organizations have mostly focused on information technology and high-level business strategies.
Regarding the assessment of the innovation strategy variable, it's important to note that, given the decreasing profit margins and the increasing operational costs of companies, a shift toward value-oriented strategies (economic, social, etc.) is becoming more prominent. The realization of value can be achieved through customizing products, improving industrial processes, automating decision-making, and increasing the speed of decision-making in innovation. On the other hand, digital technology has brought fundamental changes to innovation management processes, requiring companies to be attentive to new tools and approaches when formulating innovation strategies. Artificial intelligence aids in identifying new opportunities, while big data analysis helps organizations make decisions based on their past records and experiences.
Furthermore, as companies in the petrochemical industry need to create digital capabilities for success in the field of digital innovation, some of these capabilities will be focused on changing historical business routines. In this context, businesses strive to continuously evaluate the returns on their digital projects and optimize resource allocation. Additionally, the enhancement of digital literacy, thinking, and human capital competencies, often referred to as digital talent, is essential.
In the context of digital capability and innovation strategy, there are three main dimensions. The first is coordination. If the path to digital innovation is pursued in a fragmented and uncoordinated manner within the organization, it is unlikely to enhance organizational performance and alignment. Therefore, organizational goals and needs in the digital innovation and digital capability domains should be coordinated, and the organization should be able to establish new processes to create dynamism in the problem-solution and digital innovation processes. Moreover, stronger attention and balancing are required, as unbalanced attention to digital capability or innovation strategy can disrupt alignment and equilibrium between organizational capabilities. This indicates the importance of flexibility and transparency regarding resource allocation. The illustration of model is showed in figure 1.

Today, organizations need to implement an innovation strategy supported by competent human resources and appropriate internal processes in order to succeed and achieve sustainable financial performance in the face of global competition; Therefore, the present study investigates the role of innovation strategy in active manufacturing companies in Yazd province in financial performance through human resource mediator variables and internal processes.

The present research method is applied in terms of purpose and in terms of nature and method of collecting descriptive-survey information. The statistical population of this study consists of financial managers and senior accounting supervisors of production units in Yazd province; the available sampling method was used to select the sample, and a total of 100 acceptable questionnaires were collected and analyzed. Cronbach's alpha coefficient confirmed the content validity of the questionnaires according to experts' opinions, and the structure's validity was confirmed using confirmatory factor analysis and reliability. Data analysis was performed using the structural equation technique, SPSS 21, and smart PLS 3 software.

The research findings show that the innovation strategy significantly affects human resources and internal processes, but its effect on financial performance is insignificant. On the other hand, the effect of internal processes on financial performance was substantial, but human resources did not significantly affect financial performance. The results also show that the innovation strategy does not affect financial performance through human resources, but through internal processes has been able to affect financial performance.

Originality/Value:

 Today, the major changes created in the business environment along with the competition have highlighted the role of managers in the management of industries in order to improve the performance of the organization. Theoretically, contingency theory supports the relationship between innovation and performance by explaining the role of organization design. Obviously, the role of human resource capability and internal process can also be effective in this regard; Therefore, according to the research gap in the previous studies, the present study investigated the relationship between innovation strategy and financial performance with the mediating role of human resources and internal process at the level of industrial units in Yazd province as one of the country's industrial hubs.

The ICT industry is moving from a capital-centric towards a services-centric one. This is due to the emergence of technologies and infrastructures and businesses that challenge the business models of traditional players. Hence, the actors have begun their work with a different look at the innovation strategy of the new decade. On the other hand, industry activists have considered strategic alliances as one of the most important organizational forms in modern society in recent years. The purpose of this study is to help the managers by identifying the factors influencing the selection of strategic partners and, in particular, the factors based on the innovation strategy, through first analysis of more than 1,400 scientific researches and second customizing factors with the fuzzy Delphi technique. The results show that investment (financing), cost, level of innovation, intangible resources, marketing resources, commercialization risk, time uncertainty and financial parameters are the most effective ones. In addition, industry executives can come up with the type of optimal strategic alliance through profit sharing, financing sharing, innovation sharing, or a mixed of these three, with a quantitative model presented in this research based on Nash bargaining

The purpose of this study was to investigate the effect of innovation strategy on the performance of new product development, with emphasis on the value co-creation strategy in Tehranchr('39')s private insurance companies. The research method is descriptive-correlational. The research community was senior managers in five areas of insurance (liability, fire, automobile, freight and machinery) in the city of Tehran, which included 100 people. In this research, random sampling method was used, 80 managers were selected as sample. Data were collected through a standard questionnaire 48 questions from 79 managers and experts in 17 active companies in the insurance industry in Tehran. Validity of the research questionnaire was confirmed by the experts and reliability of the questionnaires was confirmed based on Cronbachchr('39')s alpha coefficient. The conceptual model was designed with five variables and ten hypotheses. Descriptive statistics were analyzed by SPSS-24 software and statistical characteristics such as frequency, percentage, mean and standard deviation, tables and charts were presented and then SMART-PLS software was used to test the hypotheses. The results of the research including path coefficients between variables and the significance of t (β = 0.436 t = 4.63) and intermediary effect analysis have shown that there is a significant and direct relationship between the innovation strategy and the performance of the new product development and the role of mediation in the value co-creation strategy Not verified. Also, the impact of mediation between the two variables of design strategy and marketing strategy is not confirmed by the relationship between the innovation strategy and the performance of the new product development.

Technological innovation has a positive effect on firm performance and is one of the key factors for success and survival, particularly in technology-based industries. Firms have been focusing on the ways through which they can boost their innovations. This study aimed to investigate the effect of inter-firm synergies on firm’s performance in technological innovation by considering the moderating roles of technological innovation capability and innovation strategy.

This descriptive study is a practice-oriented research using correlational method in data collection phase. The statistical population includes the subsidiaries of an Iranian technology-based organization in energy sector. Data were collected by a 50-item questionnaire with a 5-point Likert scale which its validity and reliability was confirmed. Hypotheses were tested using structural equation modelling (SEM) and partial least squares (PLS) technique, employing the SmartPLS Software.

The results showed that inter-firm synergy significantly has a positive effect on firm’s performance in technological innovation. We also found that both technological innovation capability and innovation strategy positively moderates the relationship between inter-firm synergy and firm’s performance in technological innovation.

As the findings showed, firms can increase their performance in technological innovation by exploiting inter-firm synergies. Building and Enhancing technological innovation capability and innovation strategy formulation and implementation will help them to better exploit of these synergies.

This study analyzed the theoretical innovation strategies and their impact on the success of knowledge-based entrepreneurial businesses brokered's absorption capacity. In fact, this article explores how knowledge-based firms use their innovation strategies, which have the greatest impact on their entrepreneurial success, according to their absorption capacity. The study population-based research centers of companies are using simple random sampling of 196 companies were selected were distributed among them. For data analysis and hypothesis of structural equation modeling using partial least squares software Smart PLS 2 was used. The results of this study, the impact of innovation strategy based on 46.7% 51.7% absorption capacity, as well as the impact on the absorption capacity of entrepreneurial success is knowledge-based firms.so on in my paper.

the complexity of competition environment and increase in customers’ expectations declares the necessity of  organizations’ performance measurement to be sure about its strategies. One of  the important  management tools for performance measurement and  also strategy execution in companies is balanced scorecard that helps managers to control and refine their key activities.

The goal of this research is evaluation of Innovation strategy effect and its guidelines on performance according to balanced scorecard quadruple dimensions in Esfahan Electricity Power Distribution Company as a main  electricity power distribution company in country.

The nature of this research is descriptive and its method is survey. The research statistical population is 150 people of Esfahan Electricity Power Distribution Company’s managers, chairmen, and experts which were chosen by random sampling method and 100 people were chosen by Cochran's C test as a sample size. The data collection tool is survey which its reliability was confirmed by Cronbach’s Alpha. Multiple Regression Analysis and SPSS software are used for data analysis.

Research results represents the definite effect of aggressive, defensive, futurity and proactiveness guidelines and also the relative effect of analytic and risky guidelines on performance of Esfahan Electricity Power Distribution Company.

Innovation could be recognized as a key factor in an increasingly competitive environments and it is difficult to find an industry that is not engaged in innovation. However، innovation success and achievement to important advantages such as performance improvement is not easy and it relies on applying innovation strategies from firms'' top managers and consultants. The objective of this paper is to select the best innovation strategy for improving performance criteria of construction projects. So، a combined Delphi and ANP approach is provided and a practical study is carried out in MAPSA Company. The first stage is Delphi method، where identification، synthesis and prioritization of key performance criteria of the industry and classification of innovation strategies are performed. The second stage is Analytic Network Process (ANP) for selecting the best innovation strategy based on the selected construction projects performance criteria. Findings show that leading and technology importer strategies have high priority as innovation strategies. Because of its facilitating role for firms'' top managers to make complex decisions and to select the best strategy، this approach has highly functional properties.

As a developing country, Iran needs to invest in its economic infrastructures; therefore, the construction projects eats up a huge amount of the country’s budget. Though construction contractors play a significant role in the country’s economy and its need for innovation, barely, if at all, any relevant research is conducted in these businesses. This paper aims to identify the process and strategy of Innovation in the construction industry. Qualitative research method was used. Five construction contractor companies are selected, and data and information are collected by different methods. The grounded theory method is applied. This research portrays the process and strategy of innovation in the construction contractor companies of Iran.