مفهوم‌پردازی "پرتفولیوی دوسوتوان" در شرکت‌های هلدینگ: نظریه پردازی داده بنیاد کلاسیک

نویسندگان

دانشگاه تربیت مدرس

چکیده

شرکت ها در مسیر رشد خود به روش های مختلفی فعالیت هایشان را متنوع می­کنند و وارد کسب و کارهای جدیدی می شوند. سوال مهمی که این گونه شرکت ها همواره با آن مواجه اند این است که چه چیزی یک پرتفولیوی مناسب را برای شرکت های هلدینگ شکل می دهد؟ در راستای پاسخ به این مسئله مدل های مختلفی توسط محققان و شرکت های مشاوره ارائه شده است اما نقدهای بسیاری نیز به آنها وارد است. با وجود انتقاد زیاد به ابزارها و مدل­های موجود تاکنون مطالعات نظری جامع و مانعی در این حوزه انجام نشده است و خلا وجود الگویی معتبر و علمی در این حوزه شدیدا احساس می شود. در این راستا هدف اصلی این تحقیق ارائه مدلی جدید و کاربردی جهت مدیریت پرتفولیو در شرکت­های هلدینگ ایرانی است. رویکرد تحقیق استقرایی و روش آن کیفی است و برای نظریه پردازی از راهبرد نظریه­پردازی داده­بنیاد کلاسیک استفاده شده است. داده ها با ستفاده از روش مصاحبه عمیق نیمه ساختار یافته با 22 مدیر و خبره از 13 سازمان و هلدینگ مختلف جمع آوری شده است. یافته­های تحقیق منجر به  مفهوم سازی "پرتفولیوی دوسوتوان" به عنوان پدیده­ای نوظهور در سطح شرکت­های هلدینگ شد. براساس این مفهوم شرکت های هلدینگ با ایجاد پرتفولیویی متوازن و متناسب از قابلیت های بهره برداری و کاوش که در دل کسب و کارهایش جای دارند، می تواند به صورت موثر پرتفوی خود را مدیریت کند.

کلیدواژه‌ها

عنوان مقاله [English]

Conceptualization of “Customer Portfo-lio” in Holdings: Classic Grounded Theo-ry Method

نویسندگان [English]

  • Mohmmad Talari
  • Seyyad Hamid Khodadad Hoseini
  • Asadollah Kord Naij
  • Adel Azar

چکیده [English]

Companies enter to new businesses in their growth route. The important question is that what does compose proper portfolio for holdings? In order to answer this question, different models are provided by researchers but there are critics to them. Lack of scientific and valid model is felt. This paper aims to provide new and functional model for portfolio management in Iranian holdings. This is qualitative inductive survey and classic grounded theory method is applied. Deep semi-structured interview with 22 managers and experts in 13 organizations were collected. Findings led to conceptualization of “customer portfolio” as a new phenomenon in Iranian holdings. Based on this concept, holdings can manage its own portfolio by creating a suitable portfolio of operation and explore capabilities rooted in its business.

کلیدواژه‌ها [English]

  • Company’s Portfolio Management
  • Customer Portfolio
  • Balance and Fitness
  • Explore
  • Operation
4. Lyandres, E. (2007). Strategic cost of diversification. Review of Financial Studies, Vol.20, No.6, PP.1901–1940. 5. Nippa M, Pidun U, Rubner H. (2011). Corporate Portfolio Management: Appraising Four Decades of Academic Research, Academy of Management Perspectives J, Vol.25, No.4, PP 50-66. 6. Haspeslagh, P. (1982). Portfolio planning: Uses and limits. Harvard Business Review, Vol.60, NO.2, PP.58–73. 7. Bettis, R. A., & Hall, W. K. (1981). Strategic portfolio management in the multi business firm. California Management Review, Vol.24, No.1, PP.23–38. 8. Wind, Y., & Mahajan, V. (1981). Designing product and business portfolios. Harvard Business Review, Vol.59, No.1, PP.155–165. 9. Untiedt R, Nippa M, Ulrich P. (2013). Application matters: how different corporate portfolio management practices impact firm performance, Int. J. Business Performance Management, Vol.14, No.2. PP. 63-76. 10. Pidun U, Nippa M. (2011). Corporate portfolio management: theory and practice, journal of applied corporate finance, Vol.23, No.1, PP.63-78. 11. Christensen, H., Cooper, A., & de Kluyver, C. (1981). The “dog” business: A reexamination. Academy of Management Proceedings, PP.26-30. 12. Ansoff, H.I., Kirsch, W., & Roventa, P. (1982). Dispersed positioning in portfolio analysis. Industrial Marketing Management, Vol.11, PP. 237-252. 13. Hax, A., Majluf, N. (1983). The use of the growth-share matrix in strategic planning. Interfaces, Vol.13, No.1, PP.46-60. 14. Devinney, T.M. & Stewart, D.W. (1988). Rethinking the product portfolio: A generalized investment model. Management Science, Vol.34, No.9, PP.1080-1095. 15. Slater, S.F. & Zwirlein, T.J. (1992). Shareholder value and investment strategy using the general portfolio model. Journal of Management, Vol.18, No.4, PP.717-732. 16. Armstrong, J.S. & Brodie, R.J. (1994a). Effects of portfolio planning methods on decision making: Experimental results. International Journal of Research in Marketing, Vol.11, PP. 73-84. 17. Armstrong, J.S. & Brodie, R.J. (1994b). Portfolio planning methods: Faulty approach or faulty research? A rejoinder to “Making better decisions” by Wensley. International Journal of Research in Marketing, Vol.11, PP. 91-93. 18. Armstrong, J.S. & Green, K.C. (2007). Competitor-oriented objectives: The myth of market share. International Journal of Business, Vol.12, No.1, PP.116-134. 19. Untiedt R, Nippa M, Ulrich P. (2012). Corporate Portfolio Analysis Tools Revisited: Assessing causes that May Explain Their Scholarly Disdain, International Journal of Management Reviews, Vol.14, No.3, PP. 263–279. 20. Bettis, R.A. & Hall, W.K. (1981). Strategic portfolio management in the multi business firm. California Management Review, Vol.24, No.1, PP. 23-38. 21. Bettis, R.A. & Hall, W.K. (1983). The business portfolio approach – Where it falls down in practice. Long Range Planning, Vol.16, No.2, PP. 95-104. 22. Morrison, A., & Wensley, R. (1991). Boxing up or boxed in? A short history of the Boston Consulting Group share/growth matrix. Journal of Marketing Management, Vol.7, PP.105-129. 23. Van der Velten, T. & Ansoff, I. (1998). Managing business portfolios in German companies. Long Range Planning, Vol.31, No.6, PP.879-885. 24. Shen L, Zhou J, Skitmore M, Xia B. (2015). Application of hybrid Entropy-McKinsey Matrix method in evaluating sustainable urbanization: a china case study, Cities J, Vol.42, PP.186-194. 25. Henderson Bruce. (1970). the product Portfolio, Perspective of Boston Consulting Group, No.1, PP.1-20. 26. Singh, D.A., Gaur, A.S., & Schmid, F.P. (2010). Corporate diversification, TMT experience and performance. Management International Review, Vol.50, No.1, PP.35-56. 27. Campbell A, Goold M, Alexander M. (2014). Strategy for the Corporate Level: Where to Invest, What to Cut Back and How to Grow Organisations with Multiple Divisions, John Wiley. 28. West D, Ford J, Ibrahim E. (2015). Strategic Marketing: Creating Competitive Advantage, Oxford. 29. O’Reilly, C. A., & Tushman, M. L. (2013),organizational ambidexterity: past, peresent, and future, the Academy of Management Perspectives, 27(4): 324–338. 30. Raisch, S. and Birkinshaw, J. (2008), “Organizational ambidexterity: antecedents, outcomes, and moderators”, Journal of Management, 34(3), pp 375-409. 31. Cantarello, S., Martini, A. and Nosella, A. (2012), “A multi-level model for organizational ambidexterity in the search phase of the innovation process”, Creativity and Innovation Management, 21(1), pp28-48. 32. Lavie, D., Kang, J., & Rosenkopf, L. (2011). Balance within and across domains: The performance implications of exploration and exploitation in alliances. Organization Science, 22, pp 1517–1538. 33. Saunders M, Lewis P, Thornhill A. (2009). Research methods for business students. Harlow: Pearson Education. 34. Glaser, B. G. (1978). Theoretical Sensitivity: Advances in the methodology of grounded theory. Mill Valley, Calif.: Sociology Press. 35. Glaser, B. G. (1998). Doing Grounded Theory: Issues and discussions. Mill Valley, Calif.: Sociology Press. 36. Carlesi L., Verster B, Wenger F. (2007). The new dynamics of managing the corporate portfolio. McKinsey on Finance, Vol. spring, PP.1–8. 37. Glaser B. G., Holton J, (2005), Staying Open: The use of theoretical codes in grounded theory, The Grounded Theory Review, Vol.5, No.10, PP.1-20. 38. Glaser, B. (2005). The grounded theory perspective III: Theoretical coding, Sociology Press. Mill Valley, CA. 39. Hofer C.W., Schendel D. (1978). Strategy formulation: Analytical Concepts, West: St. Paul, MN. 40. Johnson G, Scholes K, Whittington R, (2008). Exploring Corporate Strategy: Text and Cases, the Prentice Hall imprint.