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طراحی چارچوب کسب هوشمندی رقابتی 0/2 با بهره‌گیری از روش بهترین ـ بدترین (BWM) | ||
| مدیریت بازرگانی | ||
| مقاله 11، دوره 11، شماره 3، 1398، صفحه 651-676 اصل مقاله (800.83 K) | ||
| نوع مقاله: مقاله علمی پژوهشی | ||
| شناسه دیجیتال (DOI): 10.22059/jibm.2019.261261.3126 | ||
| نویسندگان | ||
| مونا جامی پور* 1؛ الهام رحمتی2؛ مهناز حسین زاده3؛ غزاله طاهری4 | ||
| 1استادیار، گروه مدیریت، دانشکده مدیریت، دانشگاه حضرت معصومه (س)، قم، ایران | ||
| 2کارشناس ارشد، گروه مدیریت بازاریابی، دانشگاه حضرت معصومه (س)، قم، ایران. | ||
| 3استادیار، گروه مدیریت صنعتی، دانشکده مدیریت، دانشگاه تهران، تهران، ایران | ||
| 4دانشجوی دکتری، گروه مدیریت بازرگانی، دانشکده اقتصاد، مدیریت و علوم اداری، دانشگاه سمنان، سمنان، ایران | ||
| چکیده | ||
| هدف: ظهور تجارت اجتماعی و فناوری‌های وب 0/2 به‌خصوص رسانه‌های اجتماعی، شکل جمع‌آوری اطلاعات و نحوه کسب هوشمندی رقابتی را تغییر داده است. هوشمندی کسب‌شده از این محیط باعث شد مفهوم جدیدی به‌نام هوشمندی رقابتی 0/2 پدیدار شود که نحوه کسب آن از جهات بسیاری با نوع قبلی آن تفاوت دارد. هدف این پژوهش طراحی چارچوبی برای کسب این نوع هوشمندی، بر مبنای استفاده از ابزارهای فناوری وب 0/2 و به‌طور خاص رسانه‌های اجتماعی است. روش: بدین منظور، نخست با بررسی گسترده پیشینه تحقیق و با تشکیل گروه کانونی متشکل از خبرگان بازاریابی و سپس با نظرسنجی از متخصصان بیشتر، چارچوب نهایی شامل سه مؤلفه اصلی «فرایند کسب هوشمندی رقابتی 0/2 »، «زمینه کسب هوشمندی رقابتی 0/2 » و «محتوای کسب هوشمندی رقابتی 0/2 » تدوین شد. سپس با استفاده از روش بهترین ـ بدترین (BWM) ابعاد و زیرشاخص‌های شناسایی‌شده، توسط مدیران بازاریابی و افرادی که تجربه عملی داشتند، وزن‌دهی و رتبه‌بندی شده‌اند. یافته‌ها: بر اساس یافته‌ها، 10 بعد مهم این سه مقوله که به تأیید گروه کانونی نیز رسیدهاند، بهترتیب رتبه عبارتاند از: بعد هوشمندی رقبا 0/2 ؛ استخراج مفاهیم و الگوها؛ هوشمندی بازار 0/2 ؛ ارائه و ارزیابی هوشمندی رقابتی 0/2 ؛ برنامهریزی برای کسب هوشمندی رقابتی 0.2؛ فرایندهای کسب‌وکار؛ افراد؛ فناوری؛ نظارت و جمع‌آوری اطلاعات از رسانه‌های اجتماعی؛ هوشمندی اجتماعی/ راهبردی 0/2 و هوشمندی فناوری 0/2. نتیجه‌گیری: مجموع‌های از ابعاد و مؤلفه‌های بسیار مهم مدل هوشمندی رقابتی 0/2 شناسایی و از نظر اهمیت رتبه‌بندی شدند. شرکت‌ها برای ارزیابی برنامه‌های هوشمندی رقابتی در عصر شبکه‌های اجتماعی، میتوانند از یافته‌های این پژوهش استفاده کنند و به‌عنوان اصول راهنمای کسب هوشمندی رقابتی از آن بهره ببرند. | ||
| کلیدواژه‌ها | ||
| هوشمندی رقابتی 0/2؛ تجارت اجتماعی؛ وب 0/2؛ رسانه‌های اجتماعی؛ روش بهترین ـ بدترین (BWM) | ||
| عنوان مقاله [English] | ||
| Desgining a Framework for Acquisition of Competitive Intelligence 0.2 Using Best Worst Method (BWM) | ||
| نویسندگان [English] | ||
| Mona Jami Pour1؛ Elham Rahmati2؛ Mahnaz Hosseinzadeh3؛ Ghazale Taheri4 | ||
| 1Assistant Prof., Department of Management, Faculty of Management, Hazrat-e Ma’soumeh University (HMU), Qom, Iran | ||
| 2MA. Department of Marketing, Faculty of Management, Hazrate Masoumeh University, Qom, Iran. | ||
| 3Assistant Prof., Department of Industial Management, Faculty of Management, University of Tehran, Tehran, Iran | ||
| 4PhD Candidate, Department of Management, Faculty of Economics, Management and Administrative Sciences, Semnan University, Semnan, Iran | ||
| چکیده [English] | ||
| Objective Given the rich database in social media and the need to gain competitive intelligence from such data-driven technologies, the companies are in need of a framework for acquiring Competitive Intelligence 0.2 to as the guidelines. Despite the importance of Competitive Intelligence 0.2 in the literature, most studies have focused on competitive intelligence acquisition tools such as text mining, visualization, emotion analysis, and relationship analysis. However, there is no comprehensive and practical framework that encompasses various aspects of Competitive Intelligence 0.2. Therefore, the purpose of the present study is to design a Competitive Intelligence 2.0 framework that helps organizations sustain and continue to their activities in such a dynamic competitive environment. Due to budget constraints in organizations and the complexity of the dimensions presented in the framework, it is finally attempted to rank and determine the importance of each dimension using multidisciplinary decision making tools in order to determine the priorities in investment. Methodology The present applied study is descriptive in terms of data collection. In order to prioritize the identified categories, dimensions, and sub-categories, the standard BWM questionnaire was designed and distributed among eight marketing and social media executives and experts who had practical experience in the field. Accordingly, the researchers will identify the priorities and weights of the categories, dimensions and subcategories. Findings The proposed framework consists of three components of process, content and context, which is more comprehensive than the other frameworks presented before. Despite the many differences from traditional competitive intelligence, Competitive Intelligence 0.2 also requires contextual factors such as the need for infrastructure, organizational culture, organizational readiness, and business processes. Besides, sub-indicators of "the distributed computations across the organization" from the technology dimension and "exploiting the potential of social networks to attract joint venture" were eliminated from the socio-strategic deminsion of the framework. Conclusion In this study, competitor intelligence factor 0.2 was the most important factor in the content of competitive intelligence 0.2. Given this, in order to improve the status of the company regarding this dimension, it is recommended that the companies take measures such as identifying the strengths and weaknesses of competitors using customer-contextual comparative commentary, raising awaness of the competitors' advertisments and product services by analyzing the competitor website, identifying the rivals’ new products through competitor website analysis and etc. "extracting concepts and patterns" is the most weighed factor of "Competitive Intelligence", so the companies need to have up-to-date tools and techniques to discover practical knowledge, concepts, and patterns hidden in massive volumes of data within social networks to proactively identify opportunities and threats in the competitive environment. On the other hand, the "technology" dimension is the most weighted among the other components of the "Competitive Intelligence Background 0.2". Technological infrastructures such as supplying suitable hardware and software to launch systems, having teams of experts in technology, securing accounts, secrets and company information, and improving the compatibility of new technology with the organization's former technology are necessary in the application of new technologies in organizations. This may be the reason for the importance of this index in the present study. | ||
| کلیدواژه‌ها [English] | ||
| Competitive intelligence 0.2, Social commerce, Social media, Web 0.2, Best-Worst Method (BWM) | ||
| مراجع | ||
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