نوع مقاله : مقاله پژوهشی
نویسندگان
1 استاد گروه کارآفرینی فناورانه، دانشکده کارآفرینی، دانشگاه تهران، تهران، ایران
2 پسادکتری مدیریت بازرگانی، دانشکده اقتصاد، مدیریت و حسابداری، دانشگاه یزد، یزد، ایران
3 دکتری مدیریت تولید و عملیات، دانشگاه تهران، تهران، ایران
4 کارشناس ارشد مدیریت کارآفرینی، دانشگاه تهران، تهران، ایران
چکیده
کلیدواژه‌ها
موضوعات
عنوان مقاله [English]
نویسندگان [English]
Introduction: In today’s rapidly changing and globalizing world, transnational corporations must possess the ability to respond quickly and maintain competitive agility in order to succeed in global markets. Various factors such as the Asian currency crisis, shifts in foreign direct investment and trade patterns, the emergence of regional trade blocs, and continuous advancements in the Internet have created environmental turbulence that compels companies to adopt strategic flexibility. In high clockspeed industries, the complexity of strategic schemas enhances strategic flexibility and company success, whereas in low clockspeed industries, the focus of strategic schemas leads to strategic persistence and effectiveness. Therefore, corporate entrepreneurship can influence an organization’s long-term performance; however, the question remains regarding the extent to which digital technologies impact this influence, especially today, given the changes occurring in the global ecosystem that can affect both firm performance and entrepreneurship within them. Therefore, the role of digital technology in enhancing value creation should primarily be considered in areas such as creating new value propositions, redefining value networks, changing the ways companies interact with suppliers and customers, and ultimately improving agility within firms. On the other hand, entrepreneurs must be aware that vulnerabilities arise not only from competitors but also through customer interactions with other similar digital products and services. This issue has led to transformations in new business models and the emergence of responsive models. Rapid responses to demands for continuous product innovation, providing value-added services, improving customer service experiences, and moving towards optimized marketing have become new standards for conducting business in the digital age
Methodology: The present research is quantitative in nature, applied in terms of objective, and descriptive-correlational in terms of data collection and analysis. It was conducted using a field study method. The study employs structural equation modeling (SEM) with a focus on structural interaction. The statistical population consists of managers of trading companies located in the Aras Free Trade-Industrial Zone. The total population includes 244 managers, but after excluding inactive companies, the population was reduced to 205 managers of active companies. Using Cochran’s formula, the appropriate sample size for 205 companies was determined to be 134. Accordingly, a 27-item questionnaire with a 5-point Likert scale (5 = strongly agree to 1 = strongly disagree) was designed and distributed in spring 1404 (Iranian calendar), and ultimately 134 completed questionnaires were collected and analyzed. In this study, corporate entrepreneurship is the independent variable, business model performance is the dependent variable, and digital transformation and business model innovation serve as mediating variables. The research analyzes the relationships among these variables using SmartPLS 4 software and structural equation modeling. This method is a statistical model used to examine relationships between latent and observed variables.
Discussion and Results: The analysis of the software showed that corporate entrepreneurship as an independent variable has a positive effect on the performance of small and medium-sized companies. Also, digital transformation and business model innovation as mediating variables have a positive effect on the relationship between corporate entrepreneurship and the performance of companies. The results of this research show that corporate entrepreneurship as an independent variable has a positive effect on the performance of small and medium companies. Also, digital transformation and business model innovation as mediating variables have a positive effect on the relationship between corporate entrepreneurship and the performance of companies.
Conclusion: Unlike many studies that usually consider digital transformation as an independent variable, this study emphasizes the role of emerging technologies as a key channel through which corporate entrepreneurship influences business model performance. If company management fails to integrate emerging technologies into their business model, the positive impact of digitalization on performance will be partially diminished. Changing the business model by adding new activities, linking activities in different ways, or altering the parties performing these activities enhances the positive effects of entrepreneurship on performance. Managers should institutionalize regular experiments on topics such as delivering value to customers, sales and distribution strategies, or business cost structures to fully leverage their entrepreneurial initiatives and improve business model performance. Innovation in the business model is a reliable path within the corporate entrepreneurship approach, and when digitalization is embedded in a company’s strategies along the path of business model innovation, the company’s ability to create and capture value—and ultimately achieve higher efficiency—becomes clearer. Additionally, creating digital transformations within companies generates numerous innovations, and thus is considered one of the effective parameters in the development and growth of corporate entrepreneurship. In fact, the entry of digital transformation into the business context with an entrepreneurial approach provides the groundwork for innovation in the business model and ultimately the development and growth of companies.
کلیدواژه‌ها [English]
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