اخبار و اعلانات

 آمار

تعداد نشریات282
تعداد نشریات سازمان80
تعداد شماره‌ها3,208
تعداد مقالات35,560
تعداد مشاهده مقاله53,007,654
تعداد دریافت فایل اصل مقاله92,290,800
خدیور, آمنه, نیاکان, لیلی. (1402). ارائه مدل نوسازی استراتژیک دیجیتال در صندوق بیمه کشاورزی با استفاده از نظریه داده بنیاد. سامانه مدیریت نشریات علمی, 26(2), 197-226. doi: 10.30490/rvt.2023.358975.1462
آمنه خدیور; لیلی نیاکان. "ارائه مدل نوسازی استراتژیک دیجیتال در صندوق بیمه کشاورزی با استفاده از نظریه داده بنیاد". سامانه مدیریت نشریات علمی, 26, 2, 1402, 197-226. doi: 10.30490/rvt.2023.358975.1462
خدیور, آمنه, نیاکان, لیلی. (1402). 'ارائه مدل نوسازی استراتژیک دیجیتال در صندوق بیمه کشاورزی با استفاده از نظریه داده بنیاد', سامانه مدیریت نشریات علمی, 26(2), pp. 197-226. doi: 10.30490/rvt.2023.358975.1462
خدیور, آمنه, نیاکان, لیلی. ارائه مدل نوسازی استراتژیک دیجیتال در صندوق بیمه کشاورزی با استفاده از نظریه داده بنیاد. سامانه مدیریت نشریات علمی, 1402; 26(2): 197-226. doi: 10.30490/rvt.2023.358975.1462

ارائه مدل نوسازی استراتژیک دیجیتال در صندوق بیمه کشاورزی با استفاده از نظریه داده بنیاد

روستا و توسعه
مقاله 8، دوره 26، شماره 2 - شماره پیاپی 102، آبان 1402، صفحه 197-226    اصل مقاله (413.82 K)
نوع مقاله: مقاله پژوهشی
شناسه دیجیتال (DOI): 10.30490/rvt.2023.358975.1462
نویسندگان
آمنه خدیور* 1؛ لیلی نیاکان2
1دانشیار گروه مدیریت، دانشکده علوم اجتماعی و اقتصاد، دانشگاه الزهرا، تهران، ایران.
2استادیار گروه پژوهشی عمومی بیمه، پژوهشکده بیمه، تهران، ایران.
چکیده
صندوق بیمه کشاورزی در مدیریت ریسک بخش کشاورزی کشور نقش راهبردی و اساسی دارد. اگرچه مدیریت و انتقال بخش مهمی از ریسک‌های کشاورزی در حال حاضر توسط این صندوق انجام می‏شود اما ساختار و حیطه اختیارات این مجموعه تناسبی با نیازهای امروز کشور در حوزه کشاورزی ندارد و سطح نارضایتی در بیمه­ گذاران و کلیه لایه‌های ذی‌نفعان این سازمان بالا است. بررسی‎ های مقدماتی نشان می‎ دهد نظام فعلی بیمه‎ های کشاورزی، ساختار صندوق، مأموریت­ ها و راهبردها، شیوه‌های تأمین مالی، قوانین و مقررات همگی نیازمند تغییر و بازنگری هستند؛ لذا ارائه یک مدل نوسازی استراتژیک دیجیتال برای صندوق در دستور کار این تحقیق قرار گرفته است. به‎منظور دستیابی به مدل از روش تئوری زمینه ­ای استفاده شده است. ابزار تحقیق، مصاحبه نیمه‌ساخت‌یافته با خبرگان و ذی ‎نفعان این صندوق در سراسر کشور بوده و از کدگذاری و تحلیل های دستی و نرم افزاری به ‎صورت توأم برای تحلیل داده های مصاحبه ها استفاده شده است. مدل پارادایمی نهایی، عوامل تأثیرگذار بر نوسازی استراتژیک دیجیتال صندوق، شرایط مداخله گر و زمینه ای تأثیرگذار بر این نوسازی و در نهایت راهکارها و نتایج حاصل از نوسازی را نشان می دهد که در قالب مفاهیم و مقوله ها ارائه شده ‎اند.
کلیدواژه‌ها
مدیریت استراتژیک؛ نوسازی استراتژیک؛ دیجیتالی شدن؛ صندوق بیمه کشاورزی؛ نظریه داده بنیاد
عنوان مقاله [English]
A Strategic Renewal Model in the Agricultural Insurance Fund Using Grounded Theory
نویسندگان [English]
A. khadivar1؛ L. Niakan2
1Associate Professor, Department of Management, Management Faculty of Social Sciences and Economics, Alzahra University, Tehran, Iran.
2Assistance Professor, General Insurance Group, Insurance Research Center, Tehran, Iran.
چکیده [English]
Abstract
Introduction
In all countries, the agricultural sector and its support are of great importance, and this sector is of strategic importance; because it is directly in relation with the basic needs of the society and the health of the people of each country. In Iran, with the approval of the single article of the Agricultural Products Insurance Law in 1983, the Agricultural Insurance Fund was established in 1984 in order to insure all types of agricultural products against certain losses in the Agricultural Bank. The examination of the organizational structure of the Agricultural Insurance Fund indicates that although the headquarters have a dense structure at the fund's location in Tehran, the continuation of the route is beyond the authority of this institution and the operational affairs of agricultural insurance in the provinces and cities are in the branches of the Agricultural Bank and done by the employees of that financial institution. Considering the changes in environmental factors such as political, economic and social factors and the increase in the expectations of the upstream and legislative bodies, strategic renewal in the fund should be on the agenda. The first step in presenting the renovation plan is to present the model. The purpose of this research is to provide a model for the strategic renewal of the agricultural insurance fund.
Materials and Methods
This research uses a qualitative and exploratory approach. The tool of the qualitative part is a semi-structured interview, and the systematic version of Strauss and Corbin's Grounded Theory was chosen to perform the qualitative analysis. The sampling frame is of a theoretical type and a representative sample method, selected from those beneficiaries, employees, managers and all people who are somehow playing a role in the agricultural insurance fund or related institutions such as the Agricultural Bank and the Ministry of Agriculture-Jahad. Data analysis of the interviews was done in three stages: open coding, central or theoretical coding, and selective coding. Through interviews, the current situation, challenges, opportunities and threats facing the agricultural insurance fund have been identified and finally a model for the strategic renewal of the fund has been presented.
Results and Discussion
From the 25 interviews conducted, a total of 102 primary concepts were obtained in the form of 1163 codes, which were finally identified as causal factors in the form of 50 subcategories and 6 main categories. Also, background conditions, strategies and solutions, intervention conditions, and the results and effects of implementing strategic renovation in the fund were determined. The achievement of this research is to present a paradigm model.
Conclusions
The most important damages of the current structure of the fund are in 5 strategic, organizational, financial and economic, technical, human and cultural dimensions. According to the Strauss and Corbin model, various factors influence the current structure and status of the agricultural insurance fund; while causal factors are classified in the form of organizational, economic and financial, cultural and human, technical and legal factors. In addition to causal factors, background conditions also, which are mainly imposed from outside the fund's structure and from the environment, cause the current situation when they must be controlled or used as a lever and motivator for the successful implementation of strategic renewal. These conditions are classified and presented in two categories: opportunities and threats. The central phenomenon, which is digital strategic renewal, has had effects and consequences that, according to the participants in the interview, reducing the gap between expectation and performance from the customer's point of view; improving the performance of the fund in financial and non-financial indicators; establishing a win-win relationship with stakeholders.
Due to the benefit of the qualitative research method and providing a paradigm model based on data base theory, this study can be innovative from the point of view of the method. And on the other hand, the use of experts and executive managers and stakeholders who are active in the strategic modernization of an organization, and involved in the interview phase, can be another strong point for the presented model.
کلیدواژه‌ها [English]
Strategic Management, Strategic Renewal, Agricultural Insurance Fund, Grounded Theory
مراجع
  1. Agarwal, R. & Helfat, C. (2009). Strategic renewal of organizations. Organization Science, 20(2), 281-293.
  2. Aghajanian, S. & Mashayekhi, A. (2014). Strategic renewal, parallel renewals implementation, and leveraging role of organizational structure. Journal of the Iranian Society of Management Sciences, 9(33), 1-28. [In Persian]
  3. Fatemi, S.Z. Azar, A., Moghbel Baarz, A. & Khadivar, A. (2019). Analysis of the concept of strategic renewal with soft systems methodology. Strategic Management Thought, 13(1), 165-188. [In Persian]
  4. Basu, S. & Wadhwa, A. (2013). Enturing and discontinuous strategic renewal: An options perspective. Journal of Product Innovation Management, 30(5), 956-975.
  5. Burgelman, R.A. (1983). A model of the interaction of strategic behavior, corporate context, and the concept of strategy. The Academy of Management Review, 8(1), 61-70.
  6. Faivre-Tavignot, B. (2016). Social business and bBase of the pyramid levers for strategic renewal. London: John Wiley & Sons, Inc.
  7. Flier, B., Van Den Bosch, A.J. & Volberda, H. (2003). Coevolution in the strategic renewal behavior of British. Journal of Management Studies, 40(8), 2163- 2187.
  8. Flier, B., Van Den Bosch, A.J., Volberda, H. & Baden-Fuller, C. (2005). Strategic renewal in the Dutch financial services sector: Renewal trajectories from a competence-based perspective. Advances in Applied Business Strategy, 9, 237-
  9. Floyd, S.W. & Lane, P.J. (2000). Strategizing throughout the organization: Managing role conflict in strategic renewal. Academy of Management Review, 25, 154-177.
  10. Floyd, S.W. & Wooldridge, B. (2000). Building strategy from the middle: Re-conceptualizing strategy process. London: Sage.
  11. Giang, H. & Dung, L. (2022). The effect of internal corporate social responsibility practices on firm performance: The mediating role of employee intrapreneurial behaviour. Review of Managerial Science, 16(4), 1035-1061.
  12. Grandi, A. & Grimaldi, R. (2005). Academics’ organizational characteristics and the generation of successful business ideas. Journal of Business Venturing, 20(6), 821-845.
  13. Heyden, M.L.M. (2012). Essays on upper echelons & strategic renewal a multilevel contingency approach. PhD Thesis for the ERIM PhD Series in Research in Management, Erasmus University Rotterdam by command of the Rector Magnificus.
  14. Hortovanyi, L., Szabo, R. & Fuzes, B. (2021). Extension of the strategic renewal journey framework: The changing role of middle management. Technology in Society, 65(C), 1-12.
  15. Islamic Parliament Research Center (IPRC). (2016). Agricultural insurance in Iran; Status, challenges and solutions. [In Persian]
  16. Karimi, M., Mahmoudi, R. & Chaghouee, Y. (2018). Organizational pathology in the area of human resource productivity (Case study: Iranian Airports Company). International Journal of Advanced Studies in Humanities and Social Science, 7(2), 138-150. [In Persian]
  17. Khadivar, A., Niakan, L. & Hozoori, M. (2021). Sterategic renewal of the Agricultural Insurance Fund. Insurance Research Center. [In Persian]
  18. Kolabi, A. (2021). Designing an entrepreneurial strategic renewal model in media organizations. Journal of Interdisciplinary Studies in Communication and Media, 4(3), 123-145. [In Persian]
  19. Kordnaeej, A., DanaieFard, H., Delkhah, J. & Aghaziarati, M. (2013). Strategic renewal: Examining the role of organizational learning. Business Management Perspective, 15, 37-57. [In Persian]
  20. Lavie, D. (2006). Capability reconfiguration: An analysis of incumbent responses to technological change. Academy of Management Review, 31(1), 153-174.
  21. Manteghipour, M., Haghighi, M., Jahanbani, E. & Soltani, H. (2019). Commercial insurable risks in the agricultural sector. Insurance Research Center. [In Persian]
  22. Mashayekhi, A. & Askarinejad, A. (2010). Strategic renewal from the perspective of organizational learning: An empirical investigation of the 4T model. Iranian Journal of Management Sciences, 5(18), 1-27. [In Persian]
  23. Mintzberg, H. (1990). Strategy formation: Schools of thought. In: Frederickson, J., Ed., Perspectives on Strategic Management, Harper Business, New York, 105-237.
  24. Nguyen, K., Peltoniemi, & Lamberg, J. (2021). Strategic renewal: Can it be done profitably? Long Range Planning, 55(6), 1-20.
  25. Riviere, M. & Suder, G. (2016). Perspectives On strategic internationalization: Developing capabilities for renewal. International Business Review, 25(4), 847-858.
  26. Schmitt, A., Raisch, S. & Volberda, H. (2016). Strategic renewal: Past research, theoretical tensions and future challenges. International Journal of Management Reviews, 20(1), 1–18.
  27. Snow, C. & Hambrick, D. (1980). Measuring organizational strategies: Some theoretical and methodological problems. Academy of Management Review, 5(4), 527-538.
  28. Strauss, A. & Corbin, J. (2014). Basics of qualitative research: Techniques and procedures for developing drounded theory. California: SAGE Publications.
  29. Teece, D., Pisano, G. & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509–533.
  30. Volberda, H.W. (2017). Comments on mastering strategic renewal: Mobilising renewal journeys in multi-unit firms. Long Range Planning, 50(1), 44-47.
  31. Volberda, H.W. & Baden-Fuller, Ch. (2003). Strategic renewal processes in multi-unit firms: Generic journeys of
    Strategy process: Shaping the contours of the field    . Malden, Mass. [u.a.]: Blackwell, ISBN 1-4051-0067-2.
  32. Volberda, H.W. (2004). Crisis in strategy: Fragmentation, integration or synthesis. European Management Review, 1(1), 35–42.
  33. Volberda, H. & Elfring, T. (2001). Rethinking strategy. London: Sage Publications.
  34. Warner, K. & Wäger, M. (2019). Building dynamic capabilities for digital transformation: An ongoing process of strategic renewal. Long Range Planning, 52(3), 326-349.
  35. Ziari, K. & Mohammadi, A. (2016). Pathology of the current situation and presentation of the optimal management model for regional development in Iran. The Scientific Journal of Strategy, 25(79), 259-286. [In Persian]
آمار
تعداد مشاهده مقاله: 320
تعداد دریافت فایل اصل مقاله: 204


counter
سامانه مدیریت نشریات علمی. طراحی و پیاده سازی از سیناوب