ارائه مدل نوآوری بنیادین و استراتژیک در شرکت‌های طرح و ساخت پتروشیمی

نوع مقاله : مقاله پژوهشی (آمیخته )

نویسندگان

1 کارشناس ارشدروانشناسی صنعتی-سازمانی، گروه روانشاسی ،واحد تنکابن ، دانشگاه آزاد اسلامی ، تنکابن ،ایران

2 استادیار،گروه مدیریت آموزشی، واحد تنکابن،دانشگاه آزاد اسلامی، تنکابن،ایران.

چکیده

هدف این مطالعه ارائه مدل نوآوری بنیادین و استراتژیک در شرکت‌های طرح و ساخت پتروشیمی بود. روش پژوهش آمیخته و جامعه آماری در بخش کیفی 10 متخصص دانشگاهی و در بخش کمی 145 نفر از مدیران، معاونین و کارشناسان ارشد شرکت پترو نیرو صبا بود. روش نمونه گیری در بخش کیفی هدفمند و در بخش کمی تصادفی ساده بود. جهت جمع آوری داده‌ها ازپرسشنامه دلفی (بخش کیفی) و پرسشنامه محقق ساخته (بخش کمی) استفاده شد. روایی پرسشنامه با استفاده از ضریب آلفای کرونباخ، روایی همگرا و واگرا مورد تائید قرار گرفت. به منظور تحلیل و اعتبارسنجی کیفی مدل نوآوری بنیادین و استراتژیک از تکنیک دلفی و اعتبارسنجی کمی از روش تحلیل عاملی تاییدی استفاده شد. نتایج نشان داد مدل نوآوری بنیادین و استراتژیک شامل 7 مؤلفه به ترتیب اهمیت مؤلفه تکنولوژی‌های انقلابی با ضریب استاندارد 93/0 در رتبه اول، مؤلفه نوآوری در بازار با ضریب استاندارد 86/0 در رتبه دوم، مؤلفه نوآوری در توسعه و برنامه ریزی نیروی انسانی با ضریب استاندارد 85/0 در رتبه سوم، مؤلفه متولد شدن صنایع جدید با ضریب استاندارد 83/0 در رتبه چهارم، مؤلفه نوآوری در فرایندهای سازمانی و ساختار سازمانی با ضریب استاندارد 82/0 در رتبه پنجم، مؤلفه نوآوری در محصول با ضریب استاندارد 78/0 در رتبه ششم و در نهایت مؤلفه قابلیت عملیاتی بودن ضریب استاندارد 75/0 در رتبه هفتم و 45 شاخص می‌باشد.

کلیدواژه‌ها

عنوان مقاله [English]

Presenting the basic and strategic innovation model in petrochemical design and construction companies

نویسندگان [English]

  • emran Bauj Khushmian 1
  • mitra sadoughi 2

1 Master of Industrial-Organizational Psychology, Department of Psychology, Tonkabon Branch, Islamic Azad University, Tonkabon, Iran

2 Assistant Professor, Department of Educational Management, Tonekabon Unit, Islamic Azad University, Tonekabon, Iran.

چکیده [English]

Abstract
The purpose of this study was to provide a basic and strategic innovation model in petrochemical design and construction companies. The research method was mixed, and the statistical population in the qualitative part was 10 academic experts; and in the quantitative part 145 managers, assistants and senior experts of Petro Niro Saba Company. The sampling method was purposeful in the qualitative part, and simple random in the quantitative part. Delphi questionnaire (qualitative part) and researcher-made questionnaire (quantitative part) were used to collect data. The validity of the questionnaire was confirmed using Cronbach's alpha coefficient, convergent and divergent validity. In order to qualitatively analyze and validate the fundamental and strategic innovation model, the Delphi technique was used, and confirmatory factor analysis was used for quantitative validation. The results showed that the basic and strategic innovation model includes 7 components in the order of importance: the component of revolutionary technologies with a standard coefficient of 0.93 in the first place, the component of innovation in the market with a standard coefficient of 0.86 in the second place, the component of innovation in the development and planning of manpower with the standard coefficient of 0.85 is in the third place, the component of the birth of new industries with a standard coefficient of 0.83 is in the fourth place, the component of innovation in organizational processes and organizational structure is in the fifth place with a standard coefficient of 0.82, the component of product innovation with the standard coefficient of 78 0.75 is in the sixth rank, and finally the operational capability component with the standard coefficient of 0.75 in the seventh rank and 45 indicators.
Extended Abstract
Introduction
By creating growth strategies, new classes of products; services and various business models change the game and create new values ​​for customers and the company (Binai Bash et al, 2015). Since strategic innovation as a systematic concept is faced with the overall change of an organization's map, companies need to identify the extent of implementing strategic innovation in the organization and measure it, and find the dimensions of these changes and find components that can help them to implement strategic innovation in their organizations and companies (Chen et al, 2018).
Large organizations, including petrochemical designing and manufacturing companies, are facing political obstacles, internal conflicts, oil prices, geopolitics, and economic tension; fundamental and technological innovation is one of the needs of these large organizations. Non-aligned motivations, organizational structures that focus on existing operations, or personal motivations can affect innovation decision-making (Mirza et al, 2022). Executive managers also invest too much on their popular projects or spend a lot of resources on ideas that they have created themselves. Depending on the gradual or fundamental innovation, there might exist differences regarding how to be applied and which one is more important. So far, current research has not provided specific factors regarding the difference in criteria depending on innovation (Kranz, 2021).
Therefore, in this research, the researcher intends to answer the basic question that what the important factors of fundamental and strategic innovation in petrochemical design and construction companies are and how these factors are ranked.
Theoretical framework
Fundamental innovation is the creation of new products and services, which are generally technology-oriented. The vision of fundamental innovation is always moving ahead of time and the market. Usually, this model of innovation is technology-oriented, and in it, first the new production technology is defined, then its market is defined. Fundamental innovation changes the method and the realization of problems and the performance of phenomena in general. (Shahtahmasbi et al, 2017)
Strategic innovation is a clear goal of achieving competitive advantage by creating new customer and market value. However, this concept oscillates between two extremes; creating customer value in existing markets or for new markets. One of the key characteristics of strategic innovation is that it is stimulated in an organization where the creation of competitive advantage is rooted in its culture (Watson, 2022). Strategic innovation aims to re-conceptualize the business model, create a hassle-free market environment and jump in customer value. The learning process perspective of absorptive capacity (exploratory, homogeneous, changeable and exploitative learning processes) shows that the transformational learning process in particular plays a key role in strategic innovation (Carvalho et al, 2016).
Brink (2022) conducted a research entitled "Organizing to enable strategic innovation in the sense of horizontal leadership for the duality of stability and change". The statistical population is service companies in Paris. The research method was descriptive-analytical and purposeful sampling. The results of the research showed that while being creative and creating ideas seems very easy, being innovative and implementing these ideas and accomplishing them in a regular way is very difficult.
Baregheh et al, (2022) conducted a research entitled "The role of government and strategic innovation in organizational learning". The statistical population includes industrial companies in England. Research method is correlative, and sampling method is simple random. The research results showed that the level of industrial governance and organizational strategic innovation can play an effective role in improving people's learning and organizational performance.
Methodology
This research is a descriptive-analytical approach that is applicable in terms of purpose, and based on the type of mixed data (qualitative and quantitative). The statistical population in the qualitative part was 10 university experts and in the quantitative part 145 managers, deputies and senior experts of Petro Niro Saba Company. The sampling method was purposeful in the qualitative part and simple random in the quantitative part. Delphi questionnaire (qualitative part) and researcher-made questionnaire (quantitative part) were used to collect data. The validity of the questionnaire was confirmed using Cronbach's alpha coefficient, convergent and divergent validity. In order to qualitatively analyze and validate the fundamental and strategic innovation model, the Delphi technique was used; and confirmatory factor analysis was used for quantitative validation. A researcher-made questionnaire was used to collect data related to fundamental and strategic innovation variables.
Discussion and Results
In order to qualitatively analyze and validate the fundamental and strategic innovation model, the Delphi technique was used, and confirmatory factor analysis was used for quantitative validation. The results showed that the basic and strategic innovation model includes 7 components in the order of importance: the component of revolutionary technologies with a standard coefficient of 0.93 in the first place, the component of innovation in the market with a standard coefficient of 0.86 in the second place, the component of innovation in the development and planning of manpower with The standard coefficient of 0.85 is in the third place, the component of the birth of new industries with a standard coefficient of 0.83 is in the fourth place, the component of innovation in organizational processes and organizational structure is in the fifth place with a standard coefficient of 0.82, the component of product innovation with the standard coefficient of 78 0.75 is in the sixth rank, and finally the operational capability component with standard coefficient of 0.75 in the seventh rank and 45 indicators.
Conclusion
The present research was conducted with the aim of providing a basic and strategic innovation model in petrochemical design and construction companies. The results of this research are consistent with the findings of researchers such as Baregheh et al, (2022), Hübel et al, (2022), Tayebi Abolhasani & et al, (2020) and Taherpour Kalantari & Hosseini (2020). Regarding the results obtained from this study, Tayebi Abolhasani et al, (2020) announced in their research that the capacity to absorb knowledge is effective on strategic innovation. Also, competitiveness and strategic flexibility play a moderating role in the relationship between knowledge absorption capacity and strategic innovation and increase the intensity of the relationship. From the perspective of Baregheh et al, (2022), the level of industrial governance and organizational strategic innovation can play an effective role in improving people's learning and organizational performance. Management systems with the support of ideation (through dispatchihg employees to exhibitions and conducting visits) and operational making ideas (through team building, establishing a system of proposals, and creating mechanisms of creativity and innovation) have an effect on technological innovation. The organizational structure shapes the activities of employees to achieve common organizational goals (Dinesh, 2021). By creating cooperation and respect in the organization, which provides a cooperative and reliable environment between employees and managers, as well as increasing the willingness to take risks and the willingness to innovate among employees in the organization, the organization can be synchronized with technological innovations. Absence of any obstacle in intra-organizational communication, creating a cooperative environment in the organization, flexibility and readiness of employees to accept changes and pay attention to the ideas of new employees are more important in this dimension (Ghanbari, 2019).
According to the results of the research, it is suggested that the determination of the mission of the organization should be realistic, explicit, motivating, differentiating and meaningful, and be a response to the needs of the organization. It should also be clear and obvious enough so that all members of the organization can understand it. It is better to express the vision of the organization as quantitatively, clearly and objectively as possible so that its achievement is understandable for the members of the organization. In this regard, the value statement in the organization should be clear and the same for everyone and visible in the organization. It should be the basis for the growth of people in the organization and should be related and aligned with the organizational goals. Also, these values ​​should be aligned with each other and synergistic.

کلیدواژه‌ها [English]

  • fundamental innovation
  • strategic innovation
  • innovation in human resources development and planning
  • operational capability
AlQershi, N. (2021). Strategic thinking, strategic planning, strategic innovation and the performance of SMEs: The mediating role of human capital. Management Science Letters, 11(3), 1003-1012.
Amiri, Z; Farrokhi, M; Seifi, M. 2015. The Impact of Employee Merit on Organizational Innovation (Case Study: Emersan Company). International Conference on Management, Economics and Humanities. (In Persian).
Azeem, M., Ahmed, M., Haider, S., & Sajjad, M. (2021). Expanding competitive advantage through organizational culture, knowledge sharing and organizational innovation. Technology in Society, 66, 101635.
Baregheh, A., Carey, T., & O’Connor, G. (2022). Beyond the Champion–Governance and Management of Strategic Innovation in Higher Education Teaching and Learning. In Governance and Management in Higher Education (Vol. 43, pp. 175-203). Emerald Publishing Limited.
Binai Bash, A,Firouzjaian, M, Sadeghi, Behdad. (2015). A framework for strategic innovation. The third international conference, the seventh national conference on technology management. Tehran. (In Persian).
Brink, T. (2022). Organising to enable strategic innovation means horizontal leadership for dualities of stability and change. International Journal of Business Innovation and Research, 27(1), 37-60.
Calof, J., Meissner, D., & Vishnevskiy, K. (2020). Corporate foresight for strategic innovation management: the case of a Russian service company. foresight.
Carvalho, J. B., Bartholo, R., & Duarte, F. (2016). Hospitality experience: Creating value by the front-desk work analysis and organizational innovation. Tékhne, 14(2), 104-112.
Charhchi, R,Toloui, A,Alborazi, M. (2019). Designing a dynamic model for the strategic evaluation of innovation with the approach of multiple scenarios. Strategic Management Studies, 25(72). (In Persian).
Chen, M. H. Wang, H. Y. & Wang, M. C. (2018). Knowledge sharing, social capital, and financial performance: the perspectives of innovation strategy in technological clusters. Knowledge Management Research & Practice, 1-16.
Dinesh, K. K. (2021). Strategic innovation and entrepreneurial ownership: an analysis using GEM data and fuzzy simulation. Benchmarking: An International Journal.
Dinesh, K. K. (2021). Strategic innovation and entrepreneurial ownership: an analysis using GEM data and fuzzy simulation. Benchmarking: An International Journal.
Eidi, H; Karimi, J; Mohammadi Askarabadi, M. (2019). The Effect of Human Resource Competence on Organizational Effectiveness; The mediating role of organizational innovation. Human resource management in sports. 6 (2), 195-205. (In Persian).
Erdoğmuş, İ., & Ergun, S. (2016). Understanding University Brand Loyalty: The Mediating Role of Attitudes towards the Department and University. Procedia-Social and Behavioral Sciences,vol 229,pp 141-150.
Eyni, A. (2020). The effect of meritocracy on organizational innovation in Alborz University Campus. Management and Educational Perspective, 2(1), 87-101. (In Persian).
Faghih, N., Dastourian, B., Sajadi, S. M., Henten, A., & Foroudi, P. (2018). A framework for business model with strategic innovation in ICT firms: The importance of information. The Bottom Line.
Gebauer, H. Worch, H. & Truffer, B. (2021). Absorptive capacity, learning processes and combinative capabilities as determinants of strategic innovation. European Management Journal, 57-73.
Ghanbari, D. (2019). Evaluation and prioritization of effective factors of organizational innovation over technological innovation. Thesis of Master of Business Administration, Semnan University. (In Persian).
Gharagozlu, F. (2018). The impact of commitment-based human resource management on the organization's innovation strategies with regard to the mediating role of innovative work practices and organizational learning ability. Thesis of Master of Business Administration, Allameh Tabatabai University. (In Persian).
Ghasemi, M., Beygi rad, E., Margir, A., Shykhyany, M. (2018). The Role of Strategic Innovation and Open Innovation on the Performance of Companies Operating in the Zone Special Economic Bushehr. Public Management Researches, 10(38), 225-249. (In Persian).
Ghorbi, S., Rahmanseresht, H. (2021). How to Empower Strategic Orientation for Innovation Ecosystems in Technology-Based Business (in Iran). Progress and Excellence Research, 4(2). (In Persian).
Gong, H., Hassink, R., & Wang, C. C. (2022). Strategic coupling and institutional innovation in times of upheavals: the industrial chain chief model in Zhejiang, China. Cambridge Journal of Regions, Economy and Society, 15.
Haghshenas, M., Keimasi, M. (2018). Identify and present the framework of strategic innovation components(Case study: Tehran Science and Technology Parks). Journal of Technology Development Management, 5(4), 169-205. (In Persian).
Hammarfjord, M. O. & Roxenhall, T. (2017). The Relationships Between Network Commitment, Antecedents, And Innovation In Strategic Innovation Networks. International Journal of Innovation Management, 21(04).
Hübel, C., Weissbrod, I., & Schaltegger, S. (2022). Strategic alliances for corporate sustainability innovation: The ‘how’and ‘when’of learning processes. Long Range Planning, 102200.
Islam, A., & Abd Wahab, S. (2021). The intervention of strategic innovation practices in between regulations and sustainable business growth: a holistic perspective for Malaysian SMEs. World Journal of Entrepreneurship, Management and Sustainable Development.
Jena, L. K., & Goyal, S. (2022). Emotional intelligence and employee innovation: Sequential mediating effect of person-group fit and adaptive performance. European Review of Applied Psychology, 72(1).
Kranz, J. (2021). Strategic innovation in IT outsourcing: Exploring the differential and interaction effects of contractual and relational governance mechanisms. The Journal of Strategic Information Systems, 30(1).
Mashahadi, F. Ahmad, N. H. & Mohamad, O. (2016). Strategic innovation ambidexterity and the internationalization performance of small and medium enterprises: An insight into herbal-based small and medium enterprises (HbSMEs). World Journal of Entrepreneurship, Management and Sustainable Development, 12(2), 161-175. (In Persian).
Mirza, S., Mahmood, A., & Waqar, H. (2022). The interplay of open innovation and strategic innovation: Unpacking the role of organizational learning ability and absorptive capacity. International Journal of Engineering Business Management,14(1).
Moghli, A; Dehghani, A. (2015). The relationship between meritocracy and organizational innovation and transformation. 6th International Conference on Economics. Management and Engineering Sciences. Belgium, International University Communication Center, (In Persian).
Mohajerani, M,Karimi, M,Nadi, M. (2019). Identifying the components of open innovation and presenting a model for implementing open innovation in the university. Innovation and creativity in humanities, 9(2), 199-226. (In Persian).
Neiri, S. (2018). The mediating role of organizational structure in the relationship between organizational innovation and organizational agility of first secondary female teachers in Maroodasht city. Master's thesis in educational management, Islamic Azad University, Maroodasht branch. (In Persian).
Noruzi, A., Fadaee, A., Noruzi, A., & Noruzi, H. (2018). The role of managers' core competencies in business Investigating the relationship between managers 'core competencies and employees' job performance and organizational innovation (Case Study: East Industrial Towns of Golestan Province). specialized scientific quarterly of new ideas in engineering and technology, 2(1). 158-169. (In Persian).
Pratono, A. H. (2021). The strategic innovation under information technological turbulence: the role of organisational resilience in competitive advantage. Competitiveness Review: An International Business Journal.
Sawadkohi, Z. (2016). The effect of organizational health on employee innovation with regard to the mediating role of organizational trust (case study: Research Center of Tehran province). Master's Thesis of Business Administration, Islamic Azad University, Naraq branch. (In Persian).
Shahtahmasbi, E., Esfidani, M., Ghavam Shahidi, S. (2017). The Effect of Internal and External Social Capital on Radical Product Innovation in the Study of Innovative Companies in Tehran International Fair. Journal of Entrepreneurship Development, 10(1), 141-159. (In Persian).
Sung, W., & Kim, C. (2021). A study on the effect of change management on organizational Innovation: Focusing on the mediating effect of members’ innovative behavior. Sustainability, 13(4), 2079.
Taherpour Kalantari, H., Hosseini, S. (2020). The Impact of Learning Orientation on Strategic Innovation Given the Role of Innovative Organizational Climate. Journal of Strategic Management Studies, 11(43), 81-93. (In Persian).
Tayebi Abolhasani, A., daneshvar deylami, M., Asadi Khanghah, S. (2020). The Effect of Knowledge Capacity on Strategic Innovation, Considering the Moderating Role of Competitiveness and Strategic Flexibility (Case Study of INOTEX Companies). Journal of Strategic Management Studies, 11(42), 189-212. (In Persian).
Teplická, K., Khouri, S., Beer, M., & Rybárová, J. (2021). Evaluation of the Performance of Mining Processes after the Strategic Innovation for Sustainable Development. Processes, 9(8), 1374.
Van Someren, T. C. & van Someren-Wang, S. (2017). The Instrument: Strategic Innovation as a New Foundation for Russian Innovation System. In Strategic Innovation in Russia (pp. 81-161). Springer, Cham
Vares, H., Heidari, A., Akbari, M. (2018). Investigating the Relationship between Strategic Sensemaking and Business Model Innovation. Journal of Business Management, 10(2), 487-507.
Vatanparast, A. (2016). The relationship between knowledge absorption capacity and strategic innovation considering the moderating role of strategic orientations. Thesis of Master of Business Administration, Allameh Tabatabai University. (In Persian).
Vergera, H. T., Mariano, D. W., & Lopez, B. A. (2021). Strategic Innovation Management (SIM) Practices and the Efficiency of State Owned Enterprises Perspective from Mexico City, Mexico. Journal of Strategic Management, 5(4), 13-29.
Watson, K. D. R. (2022). There no such thing as ‘strategic design’: Studying the dynamics of reframing and strategic transformation in the public sector. Expanding the frontiers of design: A blessing or a curse?, 565.
Wilczek, B., Stanoevska-Slabeva, K., Kernbach, K., & Meckel, M. (2021). Un-locking strategic lock-ins of local media: An investigation of local media’s preferences towards public support for strategic innovation. Digital Journalism, 9(3), 276-299.
Zare Bidaki, H. (2017). Investigating the impact of technological and non-technological innovations on innovation tendency and innovation performance in industries of Yazd province. Master's Thesis of Business Administration, Islamic Azad University, Mehriz branch. (In Persian).
  • تاریخ دریافت: 22 اردیبهشت 1401
  • تاریخ بازنگری: 01 تیر 1401
  • تاریخ پذیرش: 23 مرداد 1401
  • تاریخ اولین انتشار: 01 شهریور 1401