الگوی دوسوتوانی رفتاری کارکنان شرکت‌های دانش‌بنیان حوزه سلامت استان تهران مقالة

مؤلف: اکاتی، سهیلا ؛ رحیمی، فرج اله ؛ ابوالفضلی، ابوالفضل ؛

پژوهش های مدیریت عمومی تابستان 1401 - شماره 56 ، ب (Ministry of Science/ISC (‎30 صفحة - من 134 إلی 163 )

الکلمات المفتاحية: شرکت‌های دانش‌بنیان حوزه سلامت دوسوتوانی رفتاری اکتشاف و بهره‌برداری کارکنان دوسوتوان Behavioral ambidexterity ambidextrous employees Health Field Exploration and Exploitation Knowledge-based companies کارکنان دانش پژوهش سازمان

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خلاصة:

پژوهش حاضر باهدف طراحی الگوی دوسوتوانی رفتاری کارکنان در شرکت‌های دانش‌بنیان انجام شده است. روش تحقیق به‌صورت کیفی و مبتنی بر نظریه‌پردازی داده بنیاد نظام‌مند است. نمونه‌گیری به روش نظری و با بهره‌مندی از تکنیک‌های هدفمند و گلوله برفی انجام شد که بر مبنای آن مصاحبه‌هایی نیمه ساختارمند با مدیران و کارشناسان ارشد باتجربه شرکت‌های دانش‌بنیان و نخبگان دانشگاهی در حوزه سلامت صورت گرفت. سپس نتایج تحلیل داده‌های به‌دست‌آمده از مصاحبه‌ها طی فرایند کدگذاری باز، محوری و انتخابی، به ایجاد نظریه داده بنیاد در حوزه دوسوتوانی رفتاری کارکنان برای شرکت‌های دانش‌بنیان منجر شد. برای تأمین اعتماد و روایی مصاحبه‌ها، ضمن مرور پژوهش‌های قبلی و بهره‌مندی مستمر از نظرات خبرگان در کلیه مراحل و فرایندهای این پژوهش، از سه راهبرد مدنظر کرسول و میلر استفاده شده است. نتایج نشان داد، شایستگی اکتشاف و بهره‌برداری به‌عنوان پدیده محوری دوسوتوانی رفتاری کارکنان بر مبنای شرایط علی نگرش/رفتار/ادراک، مهارت‌ها، تقویت روحیه و انگیزه درونی در شرکت‌های دانش‌بنیان محقق می‌شود. توسعه ماهیت کاری سازمان، الزامات قانونی- اخلاقی، یادگیری و توسعه، الزامات رهبری، انگیزه بیرونی به‌عنوان عوامل زمینه‌ای، امنیت روانی، پویایی محیطی به‌عنوان عوامل مداخله‌گر شناسایی شد. تقویت فرهنگ توانمندسازی، پذیرش فرهنگ اشتراک دانش، یکپارچگی و انسجام و مدیریت جریان دانش و اطلاعات به‌عنوان راهبردهای اثربخش تشخیص داده شد که پیامدهای اجرای آن رفتار و عملکرد نوآورانه و رضایت شغلی بالا (پیامدهای مثبت) و عوامل استرس‌زا (پیامد منفی) می‌باشد.

Abstract The present study was conducted to design an employee behavioral ambidexterity model in knowledge-based companies. It used a qualitative research method based on the systematic Grounded Theory. The sampling was done theoretically and using purposive and snowball techniques, based on which semi-structured interviews were conducted with the experienced managers and senior experts of knowledge-based companies and academic elites in the field of health. To ensure the reliability and validity of the interviews, the researchers reviewed the previous studies, took advantage of the opinions of experts in all stages and processes of this study, and used three strategies developed by Creswell and Miller. The results of the analysis of the data obtained from the interviews during the open, axial and selective coding process led to the development of the Grounded Theory in the field of employee behavioral ambidexterity for knowledge-based companies. Introduction Employees have the most important role in knowledge-based development. According to researchers, it is the employees of the organization who make it possible to apply ambidexterity at the organization level through their ambidextrous behavior. Employee ambidexterity is thus defined as a behavioral approach in employees that is performed by combining activities related to exploitation and exploration in a certain period of time. Recent studies have shown that simultaneous exploration and exploitation in a business unit is also a prerequisite for its success, especially in high-tech companies such as knowledge-based companies, which strongly rely on innovation as a competitive source. In the field of health, these companies encounter the dual demands of exploring new products/processes while simultaneously exploiting the existing products/processes. Therefore, through their employees, companies should simultaneously exploit the existing competitive advantage and explore new projects with equal skills. Case study The statistical population of the present study consisted of experts (including managers and experienced senior experts) and academic elites (including experienced professors of management) in the knowledge-based companies of the field of health in Tehran province. Theoretical framework Employee ambidexterity is defined as the behavioral orientation of employees to combine exploration and exploitation activities in a certain period of time. Exploration is defined as experiment-related behaviors, looking for alternative ways of doing something, and learning from mistakes, while exploitation is defined as "relying on previous experiences, carrying out everything, and gradually improving the learned actions". To pursue both strategies (exploration and exploitation), ambidextrous organizations need employees who are capable of implementing both in the organization. Ambidextrous individuals can effectively use the opportunities available to them and simultaneously use all their available power and capacity to perform current affairs and overcome the existing challenges. Therefore, organizational ambidexterity requires having human resources capable of ambidextrous behaviors. In theory, researchers have argued that in order to have an appropriate level of ambidexterity, employees must be able to perform exploration and exploitation simultaneously. Schnellbacher & Heidenreich (2020) investigated the role of individual ambidexterity for organizational performance and found that ambidextrous knowledge offering leads to higher performance effects in environments characterized by the pursuit of radical innovations, while ambidextrous knowledge seeking is rather suited for environments with a focus on innovating incrementally. Materials and Methods The dominant paradigm of the present study is the interpretive paradigm and the strategy used in it is the Grounded Theory based on the systematic design of Strauss and Corbin (1990). Semi-structured interviews were conducted with 21 experienced managers and senior experts and academic elites in knowledge-based companies in the field of health. Each interview lasted from 45 minutes to one hour. From the 18th interview onwards, the data analysis did not lead to discovering new concepts and categories. However, three more interviews were conducted to ensure theoretical saturation. Discussion and Results After conducting and implementing the interviews, the interviewed texts were analyzed using the Grounded Theory strategy in three stages of open, axial and selective coding. Based on the analysis of the interviews, 19 categories and 60 concepts were identified and extracted from the coding process. Finally, based on the systematic approach in the Grounded Theory, the identified codes were divided in six categories, including causal conditions, ground conditions, intervening conditions, strategies and consequences around the axial category of "competence of exploration and exploitation". The four categories of spirit strengthening, internal motivation, attitude/behavior/perception, and skills were identified as the causal conditions of behavioral ambidexterity of employees in the studied organization. Development of the organization’s nature of work, legal-ethical requirements, learning and development, leadership requirements and external motivation were identified as the underlying factors, while psychological security and environmental security were identified as the intervening factors. Enhancing the culture of empowerment, accepting the culture of knowledge sharing, integration and coherence, and managing the flow of knowledge and information were identified as effective strategies which can lead to innovative behavior and performance and high job satisfaction (positive outcomes) and stressors (negative consequences). Conclusion Various studies on ambidexterity show that organizations that become ambidextrous, i.e. successful in exploitation and exploration capabilities, will perform better in dynamic environments and achieve the highest level of performance, competitiveness and long-term survival. This study was conducted using the Grounded Theory research method with the help of open, selective and axial coding. The data analysis process led to the creation of a theoretical model that includes causal conditions, contextual conditions, intervening conditions, strategies and consequences that explain the main phenomenon, namely, "competency of exploration and exploitation".

ملخص الجهاز:

نتايج نشان داد، شايستگي اکتشاف و بهره برداري به عنوان پديده محوري دوسوتواني رفتاري کارکنان بر مبناي شرايط علي نگرش /رفتار/ادراک، مهارت ها، تقويت روحيه و انگيزه دروني در شرکت هاي دانش بنيان محقق مي شود. JMR/١٠٢٢١١١:DOI ناشر: دانشگاه سيستان و بلوچستان حق مؤلف © نويسندگان مقدمه رقابت که درنتيجه جهاني شدن افزايش يافته است ، سازمان ها را موظف مي کند تا از منابع خود به طور مؤثر و کارآمد استفاده کنند و استراتژي هاي نوآوري را در دستيابي به مهارت ها و حوزه هاي جديد بازار به اجرا درآورند (٢٠٢١ ,Eraslan &Altindag ). Turner et al ٢٠١٣)؛ از اين رو دوسوتواني کارکنان به عنوان يک رويکرد رفتاري در کارکنان تعريف شده است که به سوي ترکيب فعاليت هاي مرتبط با بهره برداري و اکتشاف در يک دوره خاصي از زمان انجام مي گيرد (٢٠١٧ ,. فرد دوسوتوان مي تواند به طور کارآمد از فرصت هايي که پيش رويش قرار مي گيرد استفاده کند و همچنين به طور هم زمان از تمام توان و ظرفيت موجود خود براي انجام امور جاري بهره بگيرد و چالش هاي موجود را پشت بگذارد (٢٠١٦ ,Tempelaar &Kauppila )، لذا دوسوتواني سازماني مستلزم داشتن نيروي انساني باقابليت رفتارهاي دوسوتوان است (٢٠١٤ ,Perez &Pastor ). The individual side of ambidexterity: Do individuals’ perceptions match actual behaviors in reconciling the exploration and exploitation trade-off?, European Management Journal, 32 (3), 392-405. Employee ambidexterity, high performance work systems and innovative work behaviour: How much balance do we need?, International Journal of Human Resource Management, 30(4), 565- 585.

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