مدل هم‌آفرینی ارزش راهبردی در صنعت بانکداری ایران

نویسندگان

دانشکده مدیریت و حسابداری دانشگاه علامه طباطبایی

چکیده

چکیده
خلق ارزش مشترک با مشتری (هم­آفرینی ارزش)، مفهومی است که در سال های اخیر توجه بسیاری از دانشگاهیان و مدیران را به خود جلب کرده است. هدف از این مقاله صورت­بندی مدلی برای هم­آفرینی ارزش در صنعت بانکداری ایران و تبیین ابعاد و مولفه­های هم­آفرینی ارزش سازمانی و هم­آفرینی ارزش مشتری و ارائه راهکار­ها و پیشنهادهای اجرایی برای هم­آفرینی ارزش در این صنعت است. از آنجا که هم­آفرینی ارزش می تواند به وفاداری مشتریان، کاهش نرخ ریزش مشتریان و در­نتیجه کاهش هزینه­های جذب مشتریان جدید و رقابت­مندی بیانجامد، مطالعه این مفهوم حائز اهمیت و ضروری به نظر می­رسد. برای دستیابی به این هدف با استفاده از روش کیفی موردکاوی چندگانه، مستندات و اخبار مربوط به سه بانک ایرانی و مشتریان شرکتی هم­آفرین ارزش آن­ها بررسی شده و مشاهدات صورت گرفته مستند شد. سپس مصاحبه­های کیفی عمیق با افراد صاحب­نظر در دو جامعه خبرگان بانکی و مشتریان شرکتی، تا حصول کفایت نظری صورت گرفت. اعضای نمونه با استفاده از نمونه گیری هدفمند به شیوه گلوله برفی انتخاب شدند.  تجزیه و تحلیل داده­ها با استفاده از روش تحلیل محتوای کیفی صورت پذیرفت. نتایج حاکی از آن است که هم­آفرینی ارزش راهبردی، سازه­ای سه سطحی با دو مولفه هم­آفرینی ارزش سازمانی (با ابعاد قابلیت بازاریابی، قابلیت توسعه خدمات، قابلیت ارتباطی، قابلیت فناوری اطلاعات، توانمندی سازماندهی مناسب، قابلیت فرهنگ سازی، قابلیت مدیریت منابع انسانی) و هم­آفرینی ارزش مشتری (با ابعاد توانایی کمک به توسعه خدمات، مهارت تعاملی، بازخورددهی، وفاداری و رفتار مسئولانه) است. جنبه نوآورانه این تحقیق به توسعه مدلی جامع با نگرشی دوسویه به قابلیت ها و ویژگی های سازمان ها و مشتریان در زمینه هم آفرینی ارزش و تعمیق پیشینه نظری در خصوص منطق تسلط خدمات و خلق ارزش مشترک با مشتریان بازمی گردد.

عنوان مقاله [English]

Strategic Value Co-creation Model in Banking Industry of Iran

نویسندگان [English]

  • Mehrnoosh Rahimian
  • Hossein Rahmanseresht

چکیده [English]

Abstract
Value Co-creation as a concept has attracted many scholars' and managers' attention. This paper aims to develop a comprehensive model for value co-creation in banking industry in Iran. Identifying the dimensions and factors of organizational value co-creation and customer value co-creation is also in the second priority. These are followed by some guidelines and recommendations for value co-creation in the industry.Since value co-creation can result in customers' loyalty, lower levels of customers churn or attraction costs and competitiveness, studying this concept is considered to be of great importance. In order to meet the goals, qualitative research methodology was taken through multiple case-study strategy. Documents and news feed related to 3 sampled Iranian banks and their corporate customers (chosen by applying snowball purposive sampling) were investigated. The observations were documented as well. In the next step, deep interviews were done with experts in order to reach theoretical saturation. Data analysis was done through content analysis. The results are indicative of the fact that strategic value co-creation is a three-level construct with two factors including organization value co-creation (encompassing Marketing Ability, Services Development Ability, Inter-relational Ability, IT Ability, Organizing ability, Culture Formation Ability and HRM Ability) and customer value co-creation ability (encompassing  Contribution to Services Development, Transactional Ability, Feedback Giving, Loyalty and Responsible Behavior). The innovative comprehensive view of this research to the capabilities and features of both sides (Organizations and their customers) extends the theoretical borders in the realm of service dominance logic and value co-creation.

 

کلیدواژه‌ها [English]

  • Strategic Value Co-Creation
  • Organizational Value Co-Creation
  • Customer Value Co-Creation
  • qualitative content analysis
  • Iran Banking Industry
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