بینش استراتژیک

Recently there are remarkable interests about business ecosystems in businesses and academic environments and increasing. Regarding special characteristics of business ecosystems, it is expected that management concepts including strategy and strategizing are different in business ecosystems and they have special specifications and require special considerations. In this research and using related articles published in this area, we review previous researches and extract related concepts and themes about strategazing in business ecosystems and realation between them and to design an integrated model for strategizing in business ecosystem’s life cycle.

To identify related themes about strategizing in business ecosystems, we use Metasynthesis and Sandelowski and Barroso method in this research that the mothod includes seven steps. Published articles in this area between 1993 to 2021 and in top scientific databases are reviewed by the research group. These databases include Science Direct, Emerald, Scopus and EBSCO. In addition and regarding the importance of some journals, the resarch group considered articles of four pioneer journals by Berry-picking and Journal Runs and Hand Searching method to be sure that all influential articles are reviewed. These four pioneer journals include Harvard Business Review, MIT Sloan Management Review, California Management Review and Strategic Management Journal. We reviewed related articles and screened articles three times and at the end, 107 articles selected and studied in this research. We extracted required information from these selected articles and then categorized and synthesized them to extract concepts and themes.

Using Metasynthesis results, 10 themes about strategizing in business ecosystems are identified including Ecosystem Creation Motivators, Ecosystem Drivers, Ecosystem Goal, Ecosystem Boundary, Strategic Positions in Ecosystem, Strategic Roles in Ecosystem, Critical Health Factors of Ecosystem, Ecosystem Challenges, Ecosystem Dynamism, and Strategizing in Ecosystem that every theme has its sub-themes and concepts. These themes are related together and can make an integrated model to describe how different factors influence strategizing in business ecosystems and how designers and managers of an ecosystem can nurture an acosystem by deliberately strategic initiatives.

In the end and using identified themes and regarding the relationships between them, an integrated model for strategizing in business ecosystems’ life cycle are designed by the researchers. In this model and based on the research question, strategizing has a dynamic charactristics and is a continuous attempt during whole life cycle of business ecosystem and plays as a core of the model. There are several motivators that encourage different ecosystem players to participate in the ecosystem. While these motivators exist, the ecosystem evolve and otherwise will collapse. On the other hand, customer value proposition is the core goal that whole ecosystem moves toward that goal and strategizing is a leading engine that pushes the ecosystem toward this goal. In addition to strategizing, there are some soft and hard drivers that provide dynamism for ecosystem. After creating ecosystem, different participants play various roles in the ecosystem that based on their responsibiliy, they are assigned to special positions and these positions determine the strategic role of every participant in the ecosysetm. Participants influence the strategizing in the ecosystem by these strategic roles. Also, strategic positions maybe change by ecosystem dynamism and then they are dynamic. By prticipation of players in the ecosystem, the boundary of ecosystem will be detremined that include players in different strategic positions. According to the model, this boundary is dynamic and based on the different factor, the boundary can change during ecosystem’s life cycle. Survival and competitiveness of an ecosystem deponds on its health. During evolution of the ecosystem, different factors emerge that based on these factors we can evaluate healthiness of ecosystem that we call them Critical Health Factors. These factors play a very important role in decision about ecosystem strategies. Ecosystem challenges are other factors that influence strategizing in ecosystem that these challenges related to charactristics of ecosystems and these challenges must be considered for any strategic initiatives. But ecosystem dynamism is the crucial issue in ecosystem strategizing that accomplish by ecosystem’s life cycle. Comprehensive understanding of this dynamism is so important for strategizing in an ecosystem. Also, dynamism variables are the most important issue about ecosystem dynamism. These variables make dynamism in the ecosystem or they will be affacted by ecosystem dynamism. These dynamism variables influence on strategizing in ecosystem and also will be affacted by new strategies and changes. In addition to strategic roles, strategic challenges and dynamism variables, there are another factors that impact on strategizing that we call them as Effective Factors on Strategizing. These factors have mutual relationship with strategizing and they have dynamism charactristics. In addition, Strategic Approach is another factor that can influence strategizing in ecosystem. Every strategic approach has its own requirements and can make different effect on strategizing in ecosystem. These strategic approaches are related to strategic positions and ecosystem dynamism. Regarding complexity of strategizing in ecosystems, it is necessary to consider all these themes together simultaneously and also their relationship. This comprehensive understanding leads to a best decision during strategy develpoment and execution and this designed model is the most comprehensive known model for strategizing in business ecosystems.

According to increase the intensity of competition in the banking sector, retaining existing customers and attracting new customers are very important. Therefore, organizations must have entrepreneurial spirit in the organizational structure and encounter with unstable and dynamic external environment. Intelligent human resources could generate creativity in the turbulent environment and leads to promotion of entrepreneurship in organizations. This study examines the relationship between organizational intelligence and organizational entrepreneurship in branches of Saderat Bank in Isfahan city. To achieve this purpose, the relationship between dimensions of organizational intelligence and organizational entrepreneurship is examined. The study aim is applied and its nature is descriptive. A self-made questionnaire for collecting data to test the hypothesis questionnaire with acceptable reliability and validity have been used. The research population includes experts and managers of different levels of branches in Saderat Bank in Isfahan city. For sampling, the method of stratified cluster sampling volume concluding the five areas of Saderat Bank in the city is used, Therefor, by random sampling, experts and managers of different levels of bank Isfahan. The sample size, based on Morgan table, is equal to 216 cases and 214 completed questionnaires are analyzed. The results of this study show that there is a significant positive relationship between dimensions of organizational intelligence and organizational entrepreneurship in branches of Saderat Bank in Isfahan city.

The purpose of present study is to identify the relationship between knowledge leadership and Organizational Intelligence with organizational effectiveness at the Bu-Ali Sina University of Hamedan. The research method was descriptive - correlational. Statistical population included all staff at the Bu-Ali Sina University of Hamedan of the number was 313 people and Sample size of 171 subjects was determined based on the Cochran formula. Data collected using from three questionnaires knowledge leadership، Organizational Intelligence، and organizational effectiveness has been conducted. For appointment of the questionnaires reliability was used Cronbach''s Alpha coefficient، was estimated 0/93، 0/93 and 0/95 respectively. Results showed that the level of knowledge leadership، organizational intelligence and organizational effectiveness، is above average surface. Pearson correlation coefficient revealed there is a significant positive relationship between knowledge leadership and Organizational Intelligence with organizational effectiveness. The results of multiple regression analysis indicated that the components of knowledge leadership، Factor of supporting the learning process of individual and group have most effective in prediction organizational effectiveness; and the components of organizational intelligence، Factors of alignment and congruence، strategic vision and shared fate have the highest impact on the prediction of organizational effectiveness.