بررسی تأثیر عوامل دوسوتوان بر چابکی بازاریابی بین الملل (مقاله علمی وزارت علوم)
درجه علمی: نشریه علمی (وزارت علوم)
آرشیو
چکیده
در کمتر مطالعه ای عوامل مؤثر بر شکل گیری چابکی بازاریابی بین الملل مورد بررسی قرار گرفته است. هدف این پژوهش، استفاده از تعریف دوسوتوانی ظرفیت محور (برنامه ریزی بازاریابی و حفظ انعطاف پذیری) و ستاده محور (چابکی فرایندی و سابقه کارآفرینی) بنا بر تحقیقات پیشین و بررسی اثرگذاری آن ها بر روی چابکی بازاریابی بین الملل است. این پژوهش از نظر هدف، کاربردی و از منظر روش، توصیفی پیمایشی است که به صورت کمی و با توزیع پرسشنامه به روش غیراحتمالی در دسترس در میان کارآفرینان و صادرکنندگان فعال انجام شده است. تعداد 201 پرسشنامه با نرم افزار اموس مورد تجزیه و تحلیل قرار گرفته اند. نتایج نشان می دهد که در مقایسه میان دوسوتوانی ظرفیت محور و ستاده محور، با این که هر دو بر چابکی بازاریابی بین الملل تأثیر مثبت و معنادار دارند، اما میزان تأثیرگذاری دوسوتوانی ظرفیت محور بسیار بیشتر است. در مقایسه تأثیرگذاری مستقل ابعاد دوسوتوانی ها بر چابکی بازاریابی بین الملل، برنامه ریزی بازاریابی، حفظ انعطاف پذیری و چابکی فرآیندی بیشترین تا کمترین تأثیر را بر چابکی بازاریابی بین الملل داشته و سابقه کارآفرینی تأثیر معنادار بر چابکی بازاریابی بین الملل نداشت. از طرف دیگر افزایش تأثیرگذاری حفظ انعطاف پذیری بر چابکی بازاریابی بین الملل نسبت به برنامه ریزی بازاریابی و تفاوت این نتیجه با تحقیقات قبلی می تواند نشان از آن داشته باشد که بازارهای جهانی با توجه به اتفاقاتی که در طی چند سال اخیر برای جهان افتاده است، نیاز به انعطاف پذیری را بیشتر از قبل احساس می کنند.Investigating the impact of ambivalent factors on international marketing agility
Introduction
International marketing agility is a concept that has recently been raised among researchers in the field of international marketing, thus, researchers have defined and analyzed this concept and its factors in different ways. In the first stage, the current research aims to classify the dimensions of Ambidextrous Factors in the form of Output-Driven and Capacity-Driven dimensions based on the previous literature, for this purpose, we considered "agile processes" and "previous experience in entrepreneurship" as the Output-Driven dimension of Ambidextrous Factors and "marketing planning" and "maintaining flexibility" as a Capacity-Driven dimension to be able to observe the difference between these two perspectives in the same statistical population. Also, since these dual factors have not been examined together in previous studies from the angle of international marketing agility, the second goal of this research is to investigate the impact of these dimensions on international marketing agility.
Methodology
This research is practical in terms of its purpose. On the other hand, since this research seeks to investigate the effect of ambidextrous capabilities on international marketing agility, it can be considered as descriptive-survey research. In terms of data collection, this research is quantitative. This research is cross-sectional in terms of time and the research was conducted at a certain point in time. The statistical population of this research was selected from among entrepreneurs, producers and activists of export companies. These people are those who are responsible for a business or play an important role in it. In this research, there are people from carpet, nuts and dried fruit, saffron, fisheries and handicrafts manufacturing and exporters. The sample size in this research is 201 people, which is explained in more detail in the data collection section. The sample size is based on Klein's formula. The sampling method in this research is non-probability. The main tool for data collection is questionnaires. Finally, 201 valid questionnaires including data collection and analysis have been analyzed by the partial least square method. In order to analyze the data from Pearson correlation coefficient and from modeling structural equations with PLS software, hypotheses have been tested
Results and Discussion
The findings obtained from the data analysis showed that five research hypotheses have been confirmed and the forth hypothes isn't confirmed. In fact, according to the numbers obtained from the data analysis (value of the standard coefficient) and the value of the t statistic, it shows that 5 hypotheses of the current research have been confirmed. In the comparison between Capacity-Driven dichotomy (β=0.78) and Output-Driven (β=0.13), although both have a positive and significant effect on international marketing agility, the effectiveness of Capacity-Driven dichotomy is much higher. In comparing the independent influence of the dimensions of two pillars on international marketing agility, marketing planning (β=0.49), maintaining flexibility (β=0.37) and process agility (β=0.23) have the most to the least impact on international marketing agility and also that entrepreneurial history (β=0.02) had no significant effect on international marketing agility.
Conclusion
The results show that the Capacity-Driven dichotomy has a much greater impact on international marketing agility than the Output-Driven dichotomy. On the other hand, increasing the effectiveness of maintaining flexibility on the agility of international marketing compared to marketing planning and the difference of this result with previous research can indicate that global markets need flexibility due to the events that have happened to the world in the last few years. This result shows that those who are considered continuous entrepreneurs (entrepreneurial experience) and can keep their organization's processes and mechanisms up to date (process agility) are more inclined to export and enter foreign markets than those who do not have one of these two capabilities. According to the obtained results, the following are suggested to entrepreneurs and exporters: Managers must develop clear directions and processes to unite the organization's components around a common goal. This capability strengthens the systemic approach in the organization and enables companies to create new product advantages and move international performance. Also, managers should be aware of the
importance of preferring a flexible approach to planning in dynamic environments. They must also use flexible decision-making processes. This reduces the risks of inertia. What is important is the balance between marketing planning and maintaining flexibility that enables managers to accept outside perspectives and consider a wide range of solutions. One of the most important limitations of the current research is that we examined the model in one country, which future researchers can evaluate our model in various industries or several countries, which increases the validity of the model.
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