Ghadir Shakibajamalabad; Mohamad Hasan Gholizadeh; Mohsen Akbari; Mostafa Ebrahimpour
Volume 26, Issue 3 , November 2022, , Pages 1-24
Abstract
Alliance Proactiveness (AP) refers to the organization's innovative response to identifying and responding to strategic alliance opportunities. This study seeks to provide a model of AP for high-tech firms in order to act competitively and synergize with potential partners to achieve superior business ...
Read More
Alliance Proactiveness (AP) refers to the organization's innovative response to identifying and responding to strategic alliance opportunities. This study seeks to provide a model of AP for high-tech firms in order to act competitively and synergize with potential partners to achieve superior business performance over their rivals and achieve a superior competitive advantage. The approach of the present study is mixed method which its nature is qualitative in the qualitative part and practical in the quantitative section. Qualitative data were collected through semi-structured interviews with 18 academic experts and managers of high-tech Iranian companies with a history of strategic alliance in their activities, and continued through theoretical and snowball sampling to reach the theoretical saturation point. Also data were collected using a questionnaire in a quantitative section. After coding the qualitative section interviews, 353 open codes, 93 sub-categories and 29 main categories were conceptualized and the research model in the qualitative part was extracted in causal, pivotal, strategies, contextual, intervening and consequences dimensions. The components of market complexity and leadership, foresight approach, partner monitoring, legitimacy and cultural interaction, critical turbulence, and continuous competitive advantage were placed in these dimensions, respectively. Finally, the fit of the research model in the quantitative part led to the confirmation of the five hypotheses.
Yousef Mohammadkarimi; mohammad doostar; Mohsen Akbari; reza esmaeilpour
Volume 26, Issue 2 , July 2022, , Pages 71-93
Abstract
The purpose of this study is to explain and identify the components affecting the sustainability of human resources in family businesses. The present research is mixed in terms of development-applied purpose, in terms of exploratory nature and in terms of data collection. The statistical sample of the ...
Read More
The purpose of this study is to explain and identify the components affecting the sustainability of human resources in family businesses. The present research is mixed in terms of development-applied purpose, in terms of exploratory nature and in terms of data collection. The statistical sample of the qualitative stage includes 18 managers and founders of family businesses with a history of more than 30 years in the provinces of Kermanshah, Kurdistan and West Azerbaijan. The statistical population consists of a small number of 864 entrepreneurs and small and medium business managers located in the industrial towns of West Azerbaijan, Kurdistan and Kermanshah provinces, from which 200 people were selected by simple random sampling. The data collection tool is a semi-structured interview in the qualitative stage and a questionnaire extracted from the qualitative model in the quantitative stage. For qualitative data analysis, Brown and Clark (2006) six-step content analysis method and MAXQDA10 software and for quantitative data analysis, structural equation modeling method and SmartPLS software were used. The results showed that, among the identified components affecting the sustainability of human resources in family businesses, the components of maintaining family integrity, family organizational culture and balanced systems between work and life had the most impact.
