دانلود مقاله مبانی خرد در مدیریت استراتژیک فناوری و نوآوری
خلاصه
1. مقدمه
2. اصطلاحات
3. روش شناسی
4. سنتز و مسیرها برای تحقیقات آینده
5. نتیجه گیری
بیانیه مشارکت نویسنده CRediT
اعلامیه منافع رقابتی
قدردانی
در دسترس بودن داده ها
منابع
Abstract
1. Introduction
2. Terminology
3. Methodology
4. Synthesis and paths for future research
5. Conclusion
CRediT authorship contribution statement
Declaration of Competing Interest
Acknowledgments
Data availability
References
چکیده
در حالی که نوآوری‌ها و فناوری‌های جدید اغلب برای شکوفایی بلندمدت شرکت‌ها مهم هستند، چنین نتایجی در سطح شرکت از اقدامات و تعاملات اعضای سازمانی که نوآوری‌ها را توسعه می‌دهند و از فناوری‌های جدید استفاده می‌کنند، پدید می‌آیند. "جنبش خرد بنیادها" به دنبال درک این موضوع است که چگونه اقدامات و تعاملات در سطح خرد (به عنوان مثال، فردی) به نتایج سطح کلان (مثلاً سازمانی) منجر می شود و روابط بین متغیرهای سطح کلان را واسطه می کند. اگرچه این جنبش در دهه گذشته به شدت رشد کرده است، اما هنوز عمیقاً حوزه فناوری استراتژیک و مدیریت نوآوری را فرا نگرفته است. به دلیل رشد فوق العاده آن، کاملاً تکه تکه و پراکنده است که مانع از شناسایی امیدوارکننده ترین فرصت ها برای تحقیقات آینده می شود. برای غلبه بر این وضعیت مشکل ساز، ما یک مرور ادبیات سیستماتیک از تحقیقات موجود در زمینه بنیادهای خرد در مدیریت استراتژیک فناوری و نوآوری انجام می دهیم، آن را در یک چارچوب یکپارچه ترکیب می کنیم، و مسیرهای امیدوارکننده را برای تحقیقات آینده ترسیم می کنیم. به طور خاص، ما یک رویکرد چند مرحله‌ای و چند کدگذار را به کار می‌گیریم، 87 مقاله مرتبط منتشر شده در 23 مجله دانشگاهی برجسته را طی دوره 2003 تا 2022 شناسایی می‌کنیم و یک دستور کار تحقیقاتی شامل بیش از 20 روش امیدوارکننده برای تحقیقات آینده بر اساس نتایج حاصل را پیشنهاد می‌کنیم. بینش این یافته ها پیامدهای مهمی برای ادبیات دانشگاهی و عملکرد مدیریت دارند.
توجه! این متن ترجمه ماشینی بوده و توسط مترجمین ای ترجمه، ترجمه نشده است.
Abstract
While innovations and new technologies are often pivotal to the long-term prosperity of firms, such firm-level outcomes emerge from the actions and interactions of organizational members who develop innovations and use new technologies. The “microfoundations movement” seeks to understand how micro-level (e.g., individual) actions and interactions lead to macro-level (e.g., organizational) outcomes and mediate relations between macro-level variables. Although the movement has grown tremendously over the last decade, it has yet to deeply pervade the domain of strategic technology and innovation management. Due to its tremendous growth, it is quite fragmented and dispersed, which impedes the identification of the most promising opportunities for future research. To overcome this problematic situation, we conduct a systematic literature review of existing research on microfoundations in the strategic management of technology and innovation, synthesize it into an integrative framework, and chart promising paths for future research. Specifically, we apply a multi-coder, multi-step approach, identify 87 relevant articles published in 23 leading academic journals over the period from 2003 to 2022, and propose a research agenda comprising more than 20 promising avenues for future research based on the resulting insights. These findings have important implications for the academic literature and management practice.
Introduction
It is widely accepted that individuals play a major role in producing innovations (e.g., Amabile, 1998, Dahlander et al., 2016, Felin and Hesterly, 2007, Simon, 1991). Nevertheless, the familiar image of “the lone inventor working tirelessly until one comes across the grand discovery, which is followed by shouts of Eureka and much excitement” (Friedman et al., 2008, p. 18; emphasis in original) is often misleading. Few inventors are actually “lone wolves”, but most are embedded in social structures that are key to the development of successful innovations (Dodgson and Gann, 2018, Grigoriou and Rothaermel, 2014). The great majority of successful innovations originate in firms and emerge through the interplay of numerous individuals (Schilling and Shankar, 2019, White and Bruton, 2010). At the same time, innovations are becoming more and more essential for the ongoing competitiveness and long-term prosperity of firms (Audretsch et al., 2014, Foss et al., 2011, Schilling and Shankar, 2019). The same holds true for new technologies, which often only deliver the value added desired by firms if they are well received and adequately put into operation by organizational members (Boothby et al., 2010, Hoppmann et al., 2020, Leonardi and Barley, 2010). Consequently, important interdependencies exist between individuals and organizations. While organizations influence the conditions in which individuals can be innovative and adopt new technologies, individuals affect the prosperity of their firm through their innovation-related actions and their use of new technologies (Felin and Foss, 2005, Grant, 1996, Schilling and Shankar, 2019).1
Conclusion
The recent growth in microfoundational research demonstrates the enormous potential of the microfoundations paradigm to advance our understanding of important phenomena. Current calls for further microfoundational work indicate that the microfoundations movement will likely continue to grow in the future (Elsahn et al., 2020, Loon et al., 2020, Raffaelli et al., 2019). At the same time, its rapid growth has led to a fragmentation that – if it were to remain unaddressed – could impede the identification of the most promising opportunities for additional research. A synthesis of existing microfoundational research can address this problem and provide a solid foundation for subsequent efforts (Barney and Felin, 2013, Felin et al., 2015). Our integrative literature review delivered this synthesis for microfoundational research in the STIM domain. We analyzed 87 articles published in 23 peer-reviewed journals over the period from 2003 to 2022. Together, these articles can be considered representative of present microfoundational research in the STIM domain. Our analysis found that some relevant topics have already gained considerable attention, whereas others have been under-researched so far.