Abstract:
هدف: هم رقابتی راهبردی است که در سی سال اخیر در دنیا و در ده سال اخیر در ایران مورد توجه جدی قرار گرفته است. بررسی پیشینه گذشته این حوزه دو شکاف را آشکار مینماید، یکی اینکه در شرکتهای هواپیمایی پژوهشی در ایران صورت نگرفته است T دومین شکاف که در پیشینه داخلی و خارجی مشاهده شد این بود که در صورت قبول این استراتژی توسط سیاستگذاران صنعت چگونه فعالیتها در این صنعت را به رقابت و همکاری تخصیص دهیم؟ این پژوهش به دنبال پاسخگویی و پر کردن شکاف دوم پژوهش میباشد.روش: در جهت پاسخ گویی به سوال اصلی پژوهش از روش دلفی فازی استفاده شد. در این روش با بهکارگیری 16 خبره صنعت و دانشگاه و در دو مرحله 36 فعالیت اصلی و مهم در شرکتهای هواپیمایی به رقابت و همکاری تخصیص داده شد و اجماع خبرگان در مورد ان حاصل شد. یافتهها: با توجه به نتایج دلفی فازی بیشترین توافق خبرگان برای همکاری در فعالیتهای هندلینگ، تحقیق و توسعه، تجهیز و نگهداری و انبار قطعات و بیشترین توافق برای رقابت بین شرکتهای هواپیمایی در فعالیتهای بازاریابی، برنامه مسافران کثیرالسفر، برنامههای تفریحی درون پرواز و کرو پروازی میباشد. نتیجهگیری: راهبرد هم رقابتی راهبردی برد-برد برای شرکتهای هواپیمایی میباشد که با توجه به اجرای آن در شرکتهای هواپیمایی خارجی زمینه اجرای آن باید با فرهنگسازی در سطح سیاستگذاران شرکتهای هواپیمایی ایجاد شود. در مرحله اجرای این راهبرد باید مشخص کرد در چه فعالیتهایی باید همکاری و در چه فعالیتهایی باید رقابت بین شرکتهای هواپیمایی صورت گیرد.
Objective: Coopetition strategy has attracted substantial attention in the last 30 years and the previous ten years in Iran. Numerous studies have been conducted on the stimuli and the process and consequences of competition in general and in specific industries such as automotive, information technology, tourism, etc., which is necessary due to the special features of this industry and foreign demands. Competitive conditions, strategies and consequences in this industry. A survey of the history of this topic finds two gaps; one is that no research has been done on Iran in airlines. The second gap discovered in the local and global context was that if industry policymakers adopt coopetition strategy, how can we allocate activities in this industry to competition and cooperation? This research tries to answer and fill the second gap of the research.Method: In order to answer the main question of the research, fuzzy Delphi method was used. In this method, using 16 industry and university experts and in two stages, 36 main and important activities in airlines were assigned to competition and cooperation, and a consensus of experts was reached. In the first phase, fuzzy Delphi agreed on 15 activities for cooperation and 6 activities of cooperation between companies by experts, and the second 15 activities went to the second round of fuzzy Delphi, which in the second round reached 6 activities of cooperation and 4 activities of competition between experts. Came, but no agreement was reached on 5 activities, even in the second round.Results: According to the results of fuzzy Delphi, the most agreement of experts to cooperate in handling, research and development, equipment and maintenance and storage of parts and the most agreement for competition between airlines in marketing activities, multi-passenger program, in-house entertainment programs Flight and crew flight. Due to two fuzzy Delphi rounds in ceremonial activities, airport launch, uniform preparation and information technology system, there was no consensus among experts about cooperation or competition in these activities among airlines.Conclusion: Coopetition is a win-win strategic strategy for airlines, which, based on its application in international airlines, should be implemented by establishing a culture among airline policymakers. During the implementation phase of this plan, it should be indicated in which activities collaboration and rivalry amongst airlines should be encouraged. Coopetition Strategy is a win-win for airlines, which according to its implementation in foreign airlines, its implementation should be created by creating a culture at the level of policy makers of airlines. In the implementation phase of this strategy, it should be specified in which activities there should be cooperation and in which activities there should be competition between airlines.Previous research shows that there are concerns and resistances in the implementation of this strategy in organizations that are due to insufficient knowledge of this strategy and the feeling that the interests of some units are at risk. To address this concern and engage the organization and implement this strategy, it is suggested that senior and middle managers be involved in the development and implementation of the competition to determine based on their views on the activities that should be cooperated or competed. This helps to accept this strategy and not resist its implementation in the organization.