پیوندهای مفید
اخبار و اعلانات
آمار
| تعداد نشریات | 161 |
| تعداد شماره‌ها | 6,532 |
| تعداد مقالات | 70,501 |
| تعداد مشاهده مقاله | 124,114,288 |
| تعداد دریافت فایل اصل مقاله | 97,218,071 |
مفهوم‌پردازی تفسیری ساختاری موانع گذار از نوپایی به مقیاس‌پذیری کسب‌وکار | ||
| فصلنامه علمی پژوهشی توسعه کارآفرینی | ||
| دوره 16، شماره 3 - شماره پیاپی 61، آذر 1402، صفحه 66-85 اصل مقاله (1.37 M) | ||
| نوع مقاله: مقالات پژوهشی آمیخته | ||
| شناسه دیجیتال (DOI): 10.22059/jed.2023.359963.654205 | ||
| نویسندگان | ||
| معین سلیمانی1؛ بیژن رضایی* 1؛ نادر نادری2؛ یوسف محمدی فر2 | ||
| 1گروه مدیریت و کارآفرینی، دانشکده اقتصاد و کارآفرینی، دانشگاه رازی، کرمانشاه، ایران | ||
| 2گروه مدیریت و کارآفرینی، دانشکده اقتصاد و کارآفرینی، دانشگاه رازی، کرمانشاه، ایران. | ||
| چکیده | ||
| هدف: شناخت فرآیندهای مرحله گذار از نوپایی به مقیاس‌پذیری کسب‌وکار و رفع موانع پیش روی آن، موفقیت یا شکست کسب‌وکار نوپا را تعیین می‌کند. لذا پژوهش حاضر با هدف مفهوم‌پردازی تفسیری ساختاری موانع گذار از نوپایی به مقیاس‌پذیری کسب‌وکار انجام شده است. روش: این پژوهش از لحاظ هدف کاربردی و با توجه به ماهیت آن جزء تحقیقات آمیخته (کیفی- کمی) از نوع متوالی- اکتشافی و بر اساس گردآوری داده‌ها از نوع تحقیقات توصیفی و اسنادی- میدانی می‌باشد. جامعه موردمطالعه شامل کلیه مطلعان کلیدی، از قبیل اعضای هیأت‌علمی گروه‌های کارآفرینی دارای رزومه و سابقه مرتبط، صاحبان کسب‌وکارهای نوپای در مرحله گذار و کسب‌وکارهای مقیاس‌پذیر موجود، مربیان، کارشناسان و برنامه‌ریزان سازمان‌های ذی‌ربط در زیست‌بوم کسب‌وکارهای نوپای کشور می‌باشد. در این پژوهش از سه روش تحلیل محتوای مبتنی بر استقرا، تحلیل تفسیری ساختاری و تحلیل میزان نفوذ و میزان وابستگی بهره گرفته شد. یافته‌ها: نتایج موجب شناسایی 12 مانع برای گذار از نوپایی به مقیاس‌پذیری کسب‌وکار شد که پس از تحلیل در 7 سطح طبقه‌بندی شدند. همچنین میزان نفوذ و میزان وابستگی آن‌ها در طیفی از تأثیرگذاری مسـتقل، پیوندی و درهم‌تنیده تا وابسته مشخص گردید. نتیجه‌گیری: موانع گذار از نوپایی به مقیاس‌پذیری کسب‌وکار به ترتیب سطوح شامل ضعف در تحلیل و پویش مداوم محیطی، ضعف در تعیین هدف و استراتژی متناسب، ضعف در بازنگری و تدوین برنامه بازاریابی، مشکلات تیمی و ضعف‌های رهبری و مدیریتی مؤسس، ضعف در بهسازی ارزش پیشنهادی، ضعف در پایه‌گذاری و شکل‌دهی به ساختار، ضعف در سرمایه‌های هنجاری و فرهنگی درون تیمی، ضعف در ایجاد قابلیت‌های مالی متناسب و کاهنده هزینه، ضعف در فرآیندهای یادگیری تیمی و توانمندساز، ضعف در زیرساخت‌ها، فرآیندها و فناوری‌های متناسب، ضعف در آمادگی بلوک‌های ذهنی افراد برای تغییر، ضعف در انتخاب زمان مناسب برای مقیاس‌پذیری شد. پژوهش حاضر مجموعه‌ای از موانع گذار از نوپایی به مقیاس‌پذیری کسب‌وکار را شناسایی و تحلیل کرده است که می‌تواند به‌عنوان یک راهنما با رویکردی مرحله‌ای برای کسب‌وکارهای نوپا عمل کند تا درصد گذار موفق را افزایش دهد. همچنین، یافته‌های این مطالعه می‌تواند دستاوردها و راهکارهای مناسبی را برای سیاست‌گذاران، برنامه‌ریزان، مدیران و متولیان زیست‌بوم کسب‌وکارهای نوپای ایران به همراه داشته باشد | ||
| کلیدواژه‌ها | ||
| کارآفرینی؛ کسب‌وکار نوپا؛ کسب‌وکار مقیاس‌پذیر؛ موانع گذار | ||
| عنوان مقاله [English] | ||
| Interpretive Structural Clarification of Transitional Barriers from Start-up to Scale-up | ||
| نویسندگان [English] | ||
| Moein Soleimani1؛ bijan rezaee1؛ Nader Naderi2؛ Yosef Mohamadifar2 | ||
| 1Department of Management and Entrepreneurship, Faculty of Economics and Entrepreneurship, Razi University, Kermanshah, Iran. | ||
| 2Department of Management and Entrepreneurship, Faculty of Economics and Entrepreneurship, Razi University, Kermanshah, Iran. | ||
| چکیده [English] | ||
| Aim: Knowing the processes of Transition from Start-up to Scale-up and removing the obstacles in front of it will determine the success or failure of the Start-up. Therefore, the current research was carried out with the aim of conceptualizing the interpretive structural of Transition barriers from Start-ups to Scale-ups. Method: This study is practical in terms of its objective and, given its nature, falls into the category of mixed (qualitative-quantitative) research, based on sequential-exploratory design, and data collection through descriptive and field-documentary research. The study population includes all key informants, such as entrepreneurship faculty members with relevant resumes and backgrounds, start-up owners in the transitional and existing scale-up stages, mentors, experts, and planners of relevant organizations in the start-up ecosystem of the country. In this study, three methods of inductive content analysis, Interpretive Structural Modeling, and degree of penetration and dependence analysis were used. Results: The results led to the identification of 12 obstacles for the Transition from Start-ups to Scale-ups, which were classified into 7 levels after analysis. Also, their level of influence and degree of dependence were determined in a range of independent, linked, and dependent influence. Conclusion: Barriers to transition from startups to scale-ups in order of levels, including weaknesses in environmental analysis and continuous scanning, weakness in determining appropriate goals and strategies, weakness in reviewing and developing marketing plans, team problems and weaknesses in founder leadership and management, weakness in enhancing the value proposition, weakness in establishing and shaping the structure, weakness in normative and cultural capital within the team, weakness in creating appropriate financial capabilities and reducing costs, weakness in team learning processes and empowerment, weakness in appropriate infrastructure, processes and technologies, weakness in the preparedness of individuals' mental blocks for change, and weakness in selecting the appropriate time for scaling up. The current research has identified and analyzed a set of barriers to the Transition from Start-ups to Scale-ups, which can act as a guide with a step-by-step approach to increase the percentage of successful Transition. Also, the findings of this study can provide appropriate achievements and solutions for policymakers, planners, managers, and stakeholders in the Iranian start-up ecosystem. | ||
| کلیدواژه‌ها [English] | ||
| Entrepreneurship, Start-up, Scale-up, Transition barriers | ||
| مراجع | ||
|
Adizes, I. (1979). Organizational passages—diagnosing and treating lifecycle problems of organizations. Organizational dynamics, 8(1), 3-25. doi: 10.1016/0090-2616(79)90001-9 Assavarujikul, E. and Goodwin, M. (2014), The Impact of Entrepreneurs at Scaleup Companies in Southeast Asia, New York, NY. Azar, A., Khosravani, F., & Jalali, R. (2011). Soft operational research (problems structural approaches). Industrial Management Organization. Azizi, M., & Shabani, S. (2017). Designing a Conceptual Model for Transforming Small and Medium-Sized Enterprises into Gazelles. Journal of management and development process; 30 (1) :111-136. URL: http://jmdp.ir/article-1-2363-fa.html [In Persian]. Bartelsman, E., Scarpetta, S., & Schivardi, F. (2005). Comparative analysis of firm demographics and survival: evidence from micro-level sources in OECD countries. Industrial and corporate change, 14(3), 365-391. doi: 10.1093/icc/dth057 Blank, S., Dorf, B. (2012). The Startup Owner’s Manual: The Step-by-Step for Building a Great Company, 2012th ed. K & S Ranch. Brown, R., Mawson, S., & Mason, C. (2017). Myth-busting and entrepreneurship policy: the case of high growth firms. Entrepreneurship & Regional Development, 29(5-6), 414-443. doi: 10.1080/08985626.2017.1291762 Cader, H. A., & Leatherman, J. C. (2011). Small business survival and sample selection bias. Small Business Economics, 37(2), 155-165. doi: 10.1007/s11187-009-9240-4 Carucci, R. (2016). Midsize companies should not confuse growth with scaling. Harvard Business Review, 94(4), 1-5. Chincholkar, S. (2021). Bottleneck to Success: Scaling up Issues of Start-Ups. The Journal of Oriental Research Madras, 2021, 60-72. Coutu, S. (2014). The Scaleup Report on UK Economic Growth. Sherry Coutu CBE. Dufour, Y., Steane, P., & Corriveau, A. M. (2018). From the organizational life-cycle to “ecocycle”: a configurational approach to strategic thinking. Asia-Pacific Journal of Business Administration. doi: 10.1108/APJBA-05-2018-0095 Duruflé, G., Hellmann, T. F., & Wilson, K. E. (2017). From start-up to scale-up: Examining public policies for the financing of high-growth ventures. SSRN. European Commission. (2016). Report on the Public Consultation Under the Start-up Initiative. Brussels. Fiorentino, R., Longobardi, S., & Scaletti, A. (2020). The early growth of start-ups: innovation matters. Evidence from Italy. European Journal of Innovation Management. doi: 10.1108/EJIM-02-2020-0057 Fisher, G., Kotha, S., & Lahiri, A. (2016). Changing with the times: An integrated view of identity, legitimacy, and new venture life cycles. Academy of Management Review, 41(3), 383-409. doi: 10.5465/amr.2013.0496 Garcia-Tapial, J., & Cardenete, M. A. (2020). Start-up or Scale-up? An Approach through Economic Impact. Journal of Management for Global Sustainability, 8(1). doi: 10.13185/JM2020.08109 Godha, A., Sharma, P. K., & Godaraa, R. L. (2019). Notion of Start-up India Initiative Policy Framework: Insights for Start-up to Scale-Up. Journal of Economic Policy and Research, 15(1), 16-28. Graham, P. (2012). Startup= growth. Internet access: http://www.paulgraham.com/growth.html,1. Hanifzadeh, F., Talebi, K., Sajadi, S. M., & Sakhdari, K. (2021). The Impact of the Entrepreneurial Team on the Scalability of Startups. Journal of Entrepreneurship Development, 14(3), 421-440. doi: 10.22059/jed.2021.319035.653601 [In Persian]. Harnish, V. (2014). Scaling Up: How a Few Companies Make It... and Why the Rest Don't. Gazelles. Inc. Search in. Hormiga, E., Batista-Canino, R. & Sánchez-Medina, A. (2010). The role of intellectual capital in the success of new ventures. International Entrepreneurial Management Journal, 1-22. doi: 10.1007/s11365-010-0139-y Isenberg, D. (2012). Focus entrepreneurship policy on scale-up, not start-up. Harvard Business Review, 21(2012), 2-4. Jirásek, M., & Bílek, J. (2018). The organizational life cycle: review and future agenda. Quality Innovation Prosperity, 22(3), 01-18. doi: 10.12776/qip.v22i3.1177 Joseph, G., Aboobaker, N., & Zakkariya, K. A. (2021). Entrepreneurial cognition and premature scaling of startups: a qualitative analysis of determinants of start-up failures. Journal of Entrepreneurship in Emerging Economies, (ahead-of-print). doi: 10.1108/JEEE-11-2020-0412 Kelley, D. & Nakosteen, R. (2005). Technology resources, alliances and sustained growth in new, technology-based firms. IEEE Transactions on Engineering Management, 52(3), 292-300. doi: 10.1109/TEM.2005.851272 Knight, A. P., Greer, L. L., & De Jong, B. (2020). Start-up teams: A multidimensional conceptualization, integrative review of past research, and future research agenda. Academy of Management Annals, 14(1), 231-266. doi: 10.5465/annals.2018.0061 Marmer, M., Herrmann, B. L., Dogrultan, E., Berman, R., Eesley, C., & Blank, S. (2011). Startup genome report extra: Premature scaling. Startup genome, 10, 1-56. Miller, D., & Friesen, P. H. (1984). A longitudinal study of the corporate life cycle. Management science, 30(10), 1161-1183. doi: 10.1287/mnsc.30.10.1161 Molanapour, R., Farjami, Y., & Thaghafi, F. (2018). Examining the characteristics of the organization during its life cycle in the stages of rapid growth and maturity using the PAEI framework and system dynamics approach. Farda Management Journal, 54 (17), 103-124. [In Persian]. Monteiro, G. F. A. (2019). High-growth firms and scale-ups: A review and research agenda. RAUSP Management Journal, 54, 96-111. doi:10.1108/RAUSP-03-2018-0004 Moreno, C. V. (2020). From Startup to Enterprise: How to Scale Up Successfully. Professional Thesis for the Advanced Master graduation, ESSEC Executive Education. Nardes, F. B. S., & Miranda, R. C. R. (2014). Lean startup e canvas: uma proposta de metodologia para startups. Revista Brasileira de Administraç~ao Cient´ıfica, 5(3), 252–272. Patton, D., & Huynh, T. (2018). What are the barriers to start-up and scale-up in R&D intensive firms?. SOTA Review, 11(November 2018), 1-9. Picken, J. C. (2017). From startup to scalable enterprise: Laying the foundation. Business Horizons, 60(5), 587-595. doi: 10.1016/j.bushor.2017.05.002 Quinn, R. E., & Cameron, K. (1983). Life cycles and shifting criteria of effectiveness: Some preliminary evidence. Management science, 29(1), 33-51. doi: 10.1287/mnsc.29.1.33 Ramos, P. H. B., & Pedroso, M. C. (2022). Main elements involved in the startup scalability process: a study on Brazilian agtechs. Revista de Gestão, (ahead-of-print). doi: 10.1108/REGE-04-2021-0070 Rasoulian, P., Talebi, K., & Amiri, M. (2023). A systematic review of business growth studies. Journal of Entrepreneurship Development, (Available Online). doi: 10.22059/jed.2022.346044.654009 [In Persian]. Scale-Up Manifesto. (2016). A Report of the Lisbon Council Think-tank. Brussels: Lisbon Council. https:// www.lisboncouncil.net/news-a-events/714-scale-up-europe-a-manifesto-for-change-and-empowerment-in-the-digital-age.html. Shepherd, D. A., Souitaris, V., & Gruber, M. (2021). Creating new ventures: A review and research agenda. Journal of Management, 47(1), 11-42. doi:10.1177/0149206319900537 Singh, S., Bhat, M. T., & Gopal, M. S. (2018). Organization Development Interventions Enabling a Journey from “Start-up” to “Scale-up”. Sirigiri, A. (2018, July). Start-up to Scale-up: Role of Organizational Structure. In Academy of Management Proceedings (Vol. 2018, No. 1, p. 17914). Briarcliff Manor, NY 10510: Academy of Management. doi: 10.5465/AMBPP.2018.17914abstract Sulayman, M., Mendes, E., Urquhart, C., Riaz, M. & Tempero, E, (2014). Towards a theoretical framework of SPI success factors for small and medium web companies. Information and Software Technology, 56, 807-820. doi: 10.1016/j.infsof.2014.02.006 Sushil, S. (2012). Interpreting the interpretive structural model. Global Journal of Flexible Systems Management, 13(2), 87-106. doi:10.1007/s40171-012-0008-3 Svenssonn, E. & A. Rodert (2017). European Economic and Social Committee Opinion on Europe’s next leaders: the Start-up and Scale-up initiative, https://www.eesc.europa.eu/en/our-work/opinions-information-reports/opinions/europes-next- leaders-start-and-scale-initiative. Tari, G., & Porhelm, H. (2020). Structural Model of Factors Affecting Survival and Growth of Startups in Iran. Journal of Executive Management, 12(23), 315-341. doi: 10.22080/jem.2020.17998.3096 [In Persian]. Tippmann, E., Ambos, T. C., Del Giudice, M., Monaghan, S., & Ringov, D. (2023). Scale-ups and scaling in an international business context. Journal of World Business, 58(1), 101397. doi: 10.1016/j.jwb.2022.101397 Usmani, M. S., Wang, J., Ahmad, N., Ullah, Z., Iqbal, M., & Ismail, M. (2022). Establishing a corporate social responsibility implementation model for promoting sustainability in the food sector: A hybrid approach of expert mining and ISM–MICMAC. Environmental Science and Pollution Research, 1-22. doi: 10.1007/s11356-021-16111-7 Wales, W., Monsen, E., & McKelvie, A. (2011). The organizational pervasiveness of entrepreneurial orientation. Journal of Entrepreneurship theory and practice, 35(5), 895-923. doi: 10.1111/j.1540-6520.2011.00451.x Whatman, P. (2021, June 21). Growth vs scaling: What’s the difference and why does it matter? Spend Journal. https://blog.spendesk.com/en/growth-vs-scaling. Zajko, M. (2017, October). Challenges of scaling-up process for start-ups. In International Conference on Engineering and Business Education. doi: 10.1515/cplbu-2017-0009 Zeferino, J. C. (2017). Determinants of the scaling-up of a start-up: the case of ScaleUp Porto from Porto Digital. | ||
|
آمار تعداد مشاهده مقاله: 352 تعداد دریافت فایل اصل مقاله: 297 |
||