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علیزاده مقدم, شکوه سادات, کرد نائیج, اسدالله, خدادادحسینی, سید حمید, محمدیان, ایوب. (1402). مدل مفهومی شکل گیری استراتژی تحول دیجیتال در سازمان‌های خرده فروشی پوشاک. , 16(4), 82-115. doi: 10.22059/jed.2023.366608.654278
شکوه سادات علیزاده مقدم; اسدالله کرد نائیج; سید حمید خدادادحسینی; ایوب محمدیان. "مدل مفهومی شکل گیری استراتژی تحول دیجیتال در سازمان‌های خرده فروشی پوشاک". , 16, 4, 1402, 82-115. doi: 10.22059/jed.2023.366608.654278
علیزاده مقدم, شکوه سادات, کرد نائیج, اسدالله, خدادادحسینی, سید حمید, محمدیان, ایوب. (1402). 'مدل مفهومی شکل گیری استراتژی تحول دیجیتال در سازمان‌های خرده فروشی پوشاک', , 16(4), pp. 82-115. doi: 10.22059/jed.2023.366608.654278
علیزاده مقدم, شکوه سادات, کرد نائیج, اسدالله, خدادادحسینی, سید حمید, محمدیان, ایوب. مدل مفهومی شکل گیری استراتژی تحول دیجیتال در سازمان‌های خرده فروشی پوشاک. , 1402; 16(4): 82-115. doi: 10.22059/jed.2023.366608.654278

مدل مفهومی شکل گیری استراتژی تحول دیجیتال در سازمان‌های خرده فروشی پوشاک

فصلنامه علمی پژوهشی توسعه کارآفرینی
دوره 16، شماره 4 - شماره پیاپی 62، اسفند 1402، صفحه 82-115    اصل مقاله (1.73 M)
نوع مقاله: مقالات پژوهشی- کیفی
شناسه دیجیتال (DOI): 10.22059/jed.2023.366608.654278
نویسندگان
شکوه سادات علیزاده مقدم1؛ اسدالله کرد نائیج* 2؛ سید حمید خدادادحسینی1؛ ایوب محمدیان3
1گروه مدیریت بازرگانی، دانشکده مدیریت و اقتصاد، دانشگاه تربیت مدرس، تهران، ایران
2گروه مدیریت بازرگانی دانشکده مدیریت و اقتصاد دانشگاه تربیت مدرس، تهران، ایران
3گروه مدیریت فناوری اطلاعات، دانشکدگان مدیریت، دانشگاه تهران، تهران، ایران
چکیده
هدف: تحول دیجیتال به عنوان پاردایمی محیطی به سرعت در حال تغییر ابعاد داخلی و خارجی کسب وکارهای سنتی است. سازمانهای خرده فروشی پوشاک نیز به سرعت در حال تجربه تحول دیجیتالی هستند که با ورود فناوری های دیجیتال به بخش های مختلف آنها آغاز شده است. پیچیدگی و عدم قطعیت بالای محیط کسب وکار، کمبود دانش و تجربه مدیریت تحول در سازمان‌های سنتی خرده‌فروشی پوشاک، چرخه کوتاه عمر محصول و سلیقه بسیار متغیر مشتری، درکنار هزینه‌ها و مقاومت‌های زیاد درون سازمانی در برابر تغییر و عدم وجود مدل جامعی برای شکل‌گیری استراتژی در این شرایط، تحول دیجیتال را به چالشی اساسی برای صنعت خرده‌فروشی پوشاک بدل کرده‌است. این سازمان‌ها در بازسازی مدل کسب وکار و تدوین استراتژی های تحول دیجیتال خود نیازمند اطلاعات و دانش مدیریتی مرتبط هستند. هدف این پژوهش معرفی مدل مفهومی جامع برای هدایت مدیران سازمان‌های خرده‌فروشی پوشاک، کاهش ابهام در تصمیم گیری استراتژیک تحول دیجیتال و کاهش اتلاف منابع در فرایند تحول دیجیتال این سازمانها است.
روش: پژوهش حاضر مطالعه‌ای کاربردی، توسعه‌ای است و رویکرد توصیفی دارد که به شیوه‌ کتابخانه‌ای با روش پنج مرحله‌ای رویکرد تئوری بنیادین در مرور نظام‌مند مطالعات پیشین انجام گرفته است. در این شیوه پژوهش، با تکنیک تحلیل محتوا و کدگذاری باز و محوری به شیوه تئوری بنیادین به بررسی یافته های مطالعات موجود پرداخته می‌شود. تمایز این شیوه، امکان معرفی مدل و چارچوب برگرفته از یافته های مطالعات پیشین است که نهایتا منجر به طراحی مدل مفهومی شکل‌گیری استراتژی برای تحول دیجیتال خرده‌فروشی پوشاک گردید.
یافته‌ها: از تحلیل محتوای 36 مطالعه منتخب در حوزه تحول دیجیتال در سازمانهای خرده فروشی پوشاک، در فرایند کدگذاری باز75 کد شناسایی گردید و پس از دسته بندی کدها، 27 مقوله اصلی استخراج شد که با استفاده از تکنیک آنتروپی شانون بر اساس میزان فراوانی کدها، مقوله‌ها اولویت‌بندی شدند و مدل مفهومی شکل‌گیری استراتژی در تحول دیجیتال سازمان‌‌های خرده‌فروشی پوشاک معرفی شد. این مدل مشتمل بر سه بخش شامل پیشرانها، عناصر و پیامدهای تحول دیجیتال در سازمانهای خرده فروشی پوشاک است.
یافته‌ها:
نتیجه: هرچند داشتن ایده خلاقانه برای راه‌اندازی استارتاپ لازم است و چالش اصلی بسیاری از بنیانگذاران برای شروع یک سرمایه‌گذاری جدید می‌باشد ولی به تنهایی نمی‌تواند موفقیت آن را تضمین کند. از طرف دیگر، شناسایی و بهره‌برداری از فرصت نیز نقش برجسته‌ای در موفقیت استارتاپها دارد ولی استفاده از فناوری‌های جدید، توانایی ایده‌پردازی را ارتقاء بخشیده‌اند. تدوین راهبرد رشد مناسب، آینده‌نگری، داشتن تیم متخصص، توان مالی، قابلیت‌های بازاریابی و یادگیری از دیگر عوامل کلیدی موفقیت استارتاپ‌ها می‌باشند. لازم به ذکر است تفکر‌ سیستمی شرط لازم و نقطه عطف طراحی ساختار و الگو‌های فعالیت استارتاپی برای انطباق‌پذیری با تغییرات فناوری و نیازهای مشتریان، و پیوند آنها با یکدیگر است. با این تفکر سازمان‌ها می‌توانند هوشمندانه برای مواجهه مدبرانه با فرصت‌ها و تهدیدهای پیش رو آمادگی لازم را پیدا کنند.
 
کلیدواژه‌ها
تحول دیجیتال؛ خرده‌فروشی پوشاک؛ مدل مفهومی شکل‌گیری استراتژی
عنوان مقاله [English]
Strategy Formation Conceptual Model in Digital Transformation Of Fashion Retail Organizations
نویسندگان [English]
Shokooh Sadat Alizadeh Moghadam1؛ Asadollah Kordnaeij2؛ Seyed Hamid Khodadad Hosseini1؛ Ayoub Mohammadian3
1Department of business administration, Faculty of Management and Economics, Tarbiat Modares University, Tehran, Iran
2Depatment of Business Management, Tarbiat Modares University, Tehran, Iran.
3Department of Information Technolgy, Faculty of Management, University of Tehran, Tehran, Iran
چکیده [English]
Objective: Digital transformation as a new environmental paradigm is rapidly changing the internal and external dimensions of the business environment. Traditional businesses face more challenges in this new technology-motivated situation. The complexity and high uncertainty of the business environment, the need for more knowledge and experience in transformation management, the high cost of technology adoption, and internal resistance to change are obstacles to decision-making for digital transformation in traditional industries like the fashion retail industry. Lack of information and knowledge of management for reinventing their business model and forming their digital transformation strategies require solutions. To manage the situation strategically, organization leaders need a conceptual model to design their thinking about the path of digital transformation, reduce the ambiguity in their strategic decision-making process, and reduce the waste of resources in their organizational digital transformation. The model would help the organization understand the strategy formation process in digital transformation.
Method: This is an applied developmental study with a descriptive approach. This study developed a new conceptual model using the five-step method of the grounded theory literature review. In this research method, the findings of the existing studies are investigated using content analysis and open and axial coding in the fundamental theory method. The distinction of this method is the possibility of introducing a model and framework derived from the findings of previous studies, which ultimately led to the design of a conceptual model of strategy formation for the digital transformation of fashion retail.
Results: By mining the existing body of literature, 36 studies were systematically screened, and based on content analysis and open and axial coding in a grounded theory approach to the articles' findings, 75 codes and 27 main categories were extracted. In the next stage, the categories were prioritized using the Shannon entropy technique based on the frequency of article codes. The final presented model has three main parts: drivers, dimensions, and consequences of strategy formation in the digital transformation of fashion retail.


Conclusion: Industrial digital transformation drivers include customer push for digitalization, pressure of competitors' progress, and supply chain push. Internal drivers are digital transformation leadership competency, employee readiness, digital technology capacity, financial expectancy, and strategic capacity for digital transformation. Digital technology penetration, sustainability, social and economic trends, and legal requirements are megatrends driving digital transformation. The customer push and the widespread influence of information technology in all aspects of human life are the most crucial drivers of the external environment. The organization's strategic capacity and technological infrastructure are essential internal drivers in forming a digital transformation strategy, which implies the necessity of digital acceptance in context and digital competency in the organization to start the transformation process. These drivers stimulate and direct the digital transformation process in the fashion retail organization. Organizations have no control over these drivers but need to know drivers and their dynamics for the strategy designing stage.
 The dimensions of digital transformation strategy in fashion retail organizations include customer experience, data and technology management, executive processes and operations redesigning, digital organization, employee experience, and digital supply chain management. Due to retail industry specifications, among the seven dimensions of the digital transformation strategy, customer digital experience, digital technology management, and data management need more investment and attention, and redesigning digital business models according to new opportunities and challenges should be considered. Organizations need strategy, plan, and budget to transform these dimensions.
The consequences of digital transformation strategy formation in fashion retail organizations were also classified as value co-creation, financial performance improvement, competitive position and customer satisfaction, organization sustainability, smartness, and increasing efficiency and effectiveness. Although there are multiple consequences of digital transformation in retail organizations, The value co-creation between customers and the retail industry is an essential consequence resulting in emerging innovative products and services. Also, it will direct the fashion retail industry to join the sharing economy and circular economy in the future.
 
کلیدواژه‌ها [English]
Digital transformation, fashion retail, strategy formation conceptual model
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