مدل مفهومی شکل گیری استراتژی تحول دیجیتال در سازمان‌های خرده فروشی پوشاک

نوع مقاله : مقالات پژوهشی- کیفی

نویسندگان

1 گروه مدیریت بازرگانی، دانشکده مدیریت و اقتصاد، دانشگاه تربیت مدرس، تهران، ایران

2 گروه مدیریت بازرگانی دانشکده مدیریت و اقتصاد دانشگاه تربیت مدرس، تهران، ایران

3 گروه مدیریت فناوری اطلاعات، دانشکدگان مدیریت، دانشگاه تهران، تهران، ایران

10.22059/jed.2023.366608.654278

چکیده

هدف: تحول دیجیتال به عنوان پاردایمی محیطی به سرعت در حال تغییر ابعاد داخلی و خارجی کسب وکارهای سنتی است. سازمانهای خرده فروشی پوشاک نیز به سرعت در حال تجربه تحول دیجیتالی هستند که با ورود فناوری های دیجیتال به بخش های مختلف آنها آغاز شده است. پیچیدگی و عدم قطعیت بالای محیط کسب وکار، کمبود دانش و تجربه مدیریت تحول در سازمان‌های سنتی خرده‌فروشی پوشاک، چرخه کوتاه عمر محصول و سلیقه بسیار متغیر مشتری، درکنار هزینه‌ها و مقاومت‌های زیاد درون سازمانی در برابر تغییر و عدم وجود مدل جامعی برای شکل‌گیری استراتژی در این شرایط، تحول دیجیتال را به چالشی اساسی برای صنعت خرده‌فروشی پوشاک بدل کرده‌است. این سازمان‌ها در بازسازی مدل کسب وکار و تدوین استراتژی های تحول دیجیتال خود نیازمند اطلاعات و دانش مدیریتی مرتبط هستند. هدف این پژوهش معرفی مدل مفهومی جامع برای هدایت مدیران سازمان‌های خرده‌فروشی پوشاک، کاهش ابهام در تصمیم گیری استراتژیک تحول دیجیتال و کاهش اتلاف منابع در فرایند تحول دیجیتال این سازمانها است.
روش: پژوهش حاضر مطالعه‌ای کاربردی، توسعه‌ای است و رویکرد توصیفی دارد که به شیوه‌ کتابخانه‌ای با روش پنج مرحله‌ای رویکرد تئوری بنیادین در مرور نظام‌مند مطالعات پیشین انجام گرفته است. در این شیوه پژوهش، با تکنیک تحلیل محتوا و کدگذاری باز و محوری به شیوه تئوری بنیادین به بررسی یافته های مطالعات موجود پرداخته می‌شود. تمایز این شیوه، امکان معرفی مدل و چارچوب برگرفته از یافته های مطالعات پیشین است که نهایتا منجر به طراحی مدل مفهومی شکل‌گیری استراتژی برای تحول دیجیتال خرده‌فروشی پوشاک گردید.
یافته‌ها: از تحلیل محتوای 36 مطالعه منتخب در حوزه تحول دیجیتال در سازمانهای خرده فروشی پوشاک، در فرایند کدگذاری باز75 کد شناسایی گردید و پس از دسته بندی کدها، 27 مقوله اصلی استخراج شد که با استفاده از تکنیک آنتروپی شانون بر اساس میزان فراوانی کدها، مقوله‌ها اولویت‌بندی شدند و مدل مفهومی شکل‌گیری استراتژی در تحول دیجیتال سازمان‌‌های خرده‌فروشی پوشاک معرفی شد. این مدل مشتمل بر سه بخش شامل پیشرانها، عناصر و پیامدهای تحول دیجیتال در سازمانهای خرده فروشی پوشاک است.
یافته‌ها:
نتیجه: هرچند داشتن ایده خلاقانه برای راه‌اندازی استارتاپ لازم است و چالش اصلی بسیاری از بنیانگذاران برای شروع یک سرمایه‌گذاری جدید می‌باشد ولی به تنهایی نمی‌تواند موفقیت آن را تضمین کند. از طرف دیگر، شناسایی و بهره‌برداری از فرصت نیز نقش برجسته‌ای در موفقیت استارتاپها دارد ولی استفاده از فناوری‌های جدید، توانایی ایده‌پردازی را ارتقاء بخشیده‌اند. تدوین راهبرد رشد مناسب، آینده‌نگری، داشتن تیم متخصص، توان مالی، قابلیت‌های بازاریابی و یادگیری از دیگر عوامل کلیدی موفقیت استارتاپ‌ها می‌باشند. لازم به ذکر است تفکر‌ سیستمی شرط لازم و نقطه عطف طراحی ساختار و الگو‌های فعالیت استارتاپی برای انطباق‌پذیری با تغییرات فناوری و نیازهای مشتریان، و پیوند آنها با یکدیگر است. با این تفکر سازمان‌ها می‌توانند هوشمندانه برای مواجهه مدبرانه با فرصت‌ها و تهدیدهای پیش رو آمادگی لازم را پیدا کنند.
 

کلیدواژه‌ها

موضوعات

عنوان مقاله [English]

Strategy Formation Conceptual Model in Digital Transformation Of Fashion Retail Organizations

نویسندگان [English]

  • Shokooh Sadat Alizadeh Moghadam 1
  • Asadollah Kordnaeij 2
  • Seyed Hamid Khodadad Hosseini 1
  • Ayoub Mohammadian 3
1 Department of business administration, Faculty of Management and Economics, Tarbiat Modares University, Tehran, Iran
2 Depatment of Business Management, Tarbiat Modares University, Tehran, Iran.
3 Department of Information Technolgy, Faculty of Management, University of Tehran, Tehran, Iran
چکیده [English]

Objective: Digital transformation as a new environmental paradigm is rapidly changing the internal and external dimensions of the business environment. Traditional businesses face more challenges in this new technology-motivated situation. The complexity and high uncertainty of the business environment, the need for more knowledge and experience in transformation management, the high cost of technology adoption, and internal resistance to change are obstacles to decision-making for digital transformation in traditional industries like the fashion retail industry. Lack of information and knowledge of management for reinventing their business model and forming their digital transformation strategies require solutions. To manage the situation strategically, organization leaders need a conceptual model to design their thinking about the path of digital transformation, reduce the ambiguity in their strategic decision-making process, and reduce the waste of resources in their organizational digital transformation. The model would help the organization understand the strategy formation process in digital transformation.
Method: This is an applied developmental study with a descriptive approach. This study developed a new conceptual model using the five-step method of the grounded theory literature review. In this research method, the findings of the existing studies are investigated using content analysis and open and axial coding in the fundamental theory method. The distinction of this method is the possibility of introducing a model and framework derived from the findings of previous studies, which ultimately led to the design of a conceptual model of strategy formation for the digital transformation of fashion retail.
Results: By mining the existing body of literature, 36 studies were systematically screened, and based on content analysis and open and axial coding in a grounded theory approach to the articles' findings, 75 codes and 27 main categories were extracted. In the next stage, the categories were prioritized using the Shannon entropy technique based on the frequency of article codes. The final presented model has three main parts: drivers, dimensions, and consequences of strategy formation in the digital transformation of fashion retail.


Conclusion: Industrial digital transformation drivers include customer push for digitalization, pressure of competitors' progress, and supply chain push. Internal drivers are digital transformation leadership competency, employee readiness, digital technology capacity, financial expectancy, and strategic capacity for digital transformation. Digital technology penetration, sustainability, social and economic trends, and legal requirements are megatrends driving digital transformation. The customer push and the widespread influence of information technology in all aspects of human life are the most crucial drivers of the external environment. The organization's strategic capacity and technological infrastructure are essential internal drivers in forming a digital transformation strategy, which implies the necessity of digital acceptance in context and digital competency in the organization to start the transformation process. These drivers stimulate and direct the digital transformation process in the fashion retail organization. Organizations have no control over these drivers but need to know drivers and their dynamics for the strategy designing stage.
 The dimensions of digital transformation strategy in fashion retail organizations include customer experience, data and technology management, executive processes and operations redesigning, digital organization, employee experience, and digital supply chain management. Due to retail industry specifications, among the seven dimensions of the digital transformation strategy, customer digital experience, digital technology management, and data management need more investment and attention, and redesigning digital business models according to new opportunities and challenges should be considered. Organizations need strategy, plan, and budget to transform these dimensions.
The consequences of digital transformation strategy formation in fashion retail organizations were also classified as value co-creation, financial performance improvement, competitive position and customer satisfaction, organization sustainability, smartness, and increasing efficiency and effectiveness. Although there are multiple consequences of digital transformation in retail organizations, The value co-creation between customers and the retail industry is an essential consequence resulting in emerging innovative products and services. Also, it will direct the fashion retail industry to join the sharing economy and circular economy in the future.
 

کلیدواژه‌ها [English]

  • Digital transformation
  • fashion retail
  • strategy formation conceptual model

مراجع

Abbasi, M., et al. (2016). Supply Chain Flexibility and its Relation to Performance at a Manufacturing Company (Case study: Clothing Industry). Journal of Strategic Management in Industrial Systems, 11(35), 33-44. Retrieved from https://www.magiran.com/paper/1664034 [In Persian]
Alexander, B., & Cano, M. B. (2020). Store of the future: Towards a (re) invention and (re) imagination of physical store space in an omnichannel context. Journal of Retailing and Consumer Services, 55, 101913.         
Alizadeh, T., et al. (2023). Identifying and explaining factors affecting strategic positioning with a competitive approach in the clothing industry. Journal of Strategic Management Studies, 14(55), -. doi:10.22034/smsj.2023.176433
Amraji, A., et al. (2020). A Digital Transformation Maturity Model Based on
Mixed Method: Case Study of Pharmaceutical .Companies. Iranian Journal of Information Management, 5(2), 48-69. Retrieved from [In Persian]
Angeles, R. (2018). American apparel’s journey towards accurate inventory management: prelude to omnichannel retailing. Paper presented at the 11th IADIS International Conference Information Systems 2018.
Bavarsad, S. S., & Pourian, S. K. (2021). Unveiling a New Roadmap for Digital Transformation. Science and Technoligi Policy Letters, 11(1), 5-17. Retrieved from https://www.magiran.com/paper/2296773 [In Persian]
Berman, S., & Marshall, A. (2014). The next digital transformation: from an individual-centered to an everyone-to-everyone economy. Strategy & Leadership, 42(5), 9-17.    
Bertola, P., & Teunissen, J. (2018). Fashion 4.0. Innovating fashion industry through digital transformation. Research Journal of Textile and Apparel.          
Bharadwaj, A., et al. (2013). Digital business strategy: toward a next generation of insights. MIS Quarterly, 471-482.   
transformation. Research Journal of Textile and Apparel.           
Bonetti, F., et al. (2018). The digital revolution in fashion retailing: examining managerial processes and challenges in the adoption of consumer-facing in-store technology. Paper presented at the 20th Annual Conference for the International Foundation of Fashion Technology Institutes.
Bulović, V., & Čović, Z. (2020). The impact of digital transformation on sustainability in fashion retail. Paper presented at the 2020 IEEE 18th International Symposium on Intelligent Systems and Informatics (SISY).
Cai, Y.-J., & Lo, C. K. (2020). Omni-channel management in the new retailing era: A systematic review and future research agenda. International Journal of Production Economics, 229, 107729.
Cardoso Ermel, A. P., et al. (2021). Literature Grounded Theory (LGT). In Literature Reviews: Modern Methods for Investigating Scientific and Technological Knowledge (pp. 85-145). Cham: Springer International Publishing.
Chai, S.-K. (2005). Rational choice: Positive, normative, and interpretive. Paper presented at the Annual Meeting of the American Sociological Association, Marriott Hotel, Loews Philadelphia Hotel, Philadelphia, PA, Aug.
Chanias, S., et al. (2019). Digital transformation strategy making in pre-digital organizations: The case of a financial services provider. The Journal of Strategic Information Systems, 28(1), 17-33
Colombi, C., et al. (2018). Fashion retailing “tech-gagement”: engagement fueled by new technology. Research Journal of Textile and Apparel. 
Daneshparvar, M. (2020). Transfromation in retail industry by virtual reality. Tadbir, 31(322), 71-70. Retrieved from [In Persian] 
De Morais, A. S. A., et al. (2019). Omnichannel como estratégia de inovação no varejo de moda jovem no Brasil. ReMark-Revista Brasileira de Marketing, 18(2), 268-296. 
Fashion, U. (2015). Global fashion statistics. Retrieved June, 13.
Fildes, R., et al. (2022). Retail forecasting: Research and practice. International Journal of Forecasting, 38(4), 1283-1318.
Freitag, A. E. B., & da Silva, F. C. (2021). Logistics as a competitive advantage in retail organizations. Independent Journal of Management & Production, 12(9), s922-s939. 
GhelichKhani, M., et al. (2021). Identifying Main Dimensions of Digital Transformation Maturity at Industrial Organizations through Systematic Literature Review. Journal of Technology Development Management, 8(4), 11-47. doi:10.22104/JTDM.2021.4192.2521
Glukhov, V. V., et al. (2023). Industrial Enterprise Digital Transformation Navigator: Stages and Tools for Strategic Change, Cham.
Gonzalo, A., et al. (2020). Fashion's digital transformation: Now or never. McKinsey & Company.
Grewal, D., et al. (2021). Strategizing retailing in the new technology era. Journal of Retailing, 97(1), 6-12.
Grewal, D., & Roggeveen, A. L. (2017). The future of retailing. Journal of Retailing, 93(1), 1-6.
Hess, T., et al. (2016). Options for formulating a digital transformation strategy. MIS Quarterly Executive, 15(2). 
Ishfaq, R., et al. (2022). Digital supply chains in omnichannel retail: A conceptual framework. Journal of Business Logistics, 43(2), 169-188
Jarzabkowski, P. (2005). Strategy as practice: An activity based approach: Sage.
Jin, B. E., & Shin, D. C. (2020). Changing the game to compete: Innovations in the fashion retail industry from the disruptive business model. Business Horizons, 63(3), 301-311
Jocevski, M., et al. (2019). Transitions towards omni-channel retailing strategies: a business model perspective. International Journal of Retail & Distribution Management. 
Kapustina, I., et al. (2019). Convergence of institutes of retail traditional and digital economy. Paper presented at the IOP conference series: Materials science and engineering.
Khan, S., & Tariq, M. U. (2021). Harnessing IOT advantages in the disruptive era: UAE retail industry. Academy of Entrepreneurship Journal, 27, 1-13. 
Khodadad Hosseini, S. H., et al. (2017). Exploring the Effect of Electronic Service Quality on Electronic Loyalty: Considering the Mediating Role of Electronic Satisfaction, [In Persian]
Perceived Value and Electronic Word of Mouth (The Case of E-Retailers in Tehran). New Marketing Research Journal, 7(2), 1-16. doi:10.22108/nmrj.2017.21795
Kim, H., et al. (2014). Shifting paradigms for fashion: From total to global to smart consumer experience. Fashion and Textiles, 1, 1-16
Kutnjak, A., et al. (2019). Digital transformation case studies across industries–literature review. Paper presented at the 2019 42nd International Convention on Information and Communication Technology, Electronics and Microelectronics (MIPRO).
Lagazain, M., & Eslamkhah, M. (2018). Digital transformation challenges and trends. Paper presented at the The 2nd National Conference on Organizational Architecture Progress.
Li, F. (2020). Leading digital transformation: three emerging approaches for managing the transition. International journal of operations & production management. 
López, T., et al. (2022). Digital value chain restructuring and labour process transformations in the fast‐fashion sector: Evidence from the value chains of Zara & H&M. Global Networks, 22(4), 684-700. 
Lorenzo-Romero, C., et al. (2021). Active participation of e-consumer: A qualitative analysis from fashion retailer perspective. Sage Open, 11(1), 2158244020979169.
Maðarac, S. M., et al. (2021). DIGITAL TRANSFORMATION IN RETAIL BUSINESS. Challenges of the Knowledge Society, 860-867. 
McTiernan, N. (2021). COVID-19 and the dynamics of digital transformation: Reshaping the fashion industry. Dublin Business School,
Mintzberg, H. (2000). The rise and fall of strategic planning: Pearson Education.
Mintzberg, H. (2022). An Underlying Theory for Strategy, Organization, and Management: Bridging the Gap Between Analysis and Synthesis. Strategic Management Review, 3(1), 125-144.
Mohamadian, A. (2016). Explaining the main componenets of the electronic business model based on the systemic approach. Journal of Information Technology Management. Retrieved from [In Persian]
Nadalizadeh, F., & Doshmanziari, E. (2021). Evaluating banking industry readiness toward digital transformation. Paper presented at the Third National Conference on Knowledge Management and e-Business with a Resistance Economy Approach. https://civilica.com/doc/1243583 [In Persian]
Pantano, E., et al. (2018). A new approach to retailing for successful competition in the new smart scenario. International Journal of Retail & Distribution Management, 46(3), 264-282. 
Paulus-Rohmer, D., et al. (2016). Ecosystems, strategy and business models in the age of digitization-How the manufacturing industry is going to change its logic. Procedia CIRP, 57, 8-13.
Priyono, A., et al. (2020). Identifying digital transformation paths in the business model of SMEs during the COVID-19 pandemic. Journal of Open Innovation: Technology, Market, and Complexity, 6(4), 104.
Rahnamaei, Z., et al. (2009). Key success factors in Iranian fashion retail SMEs. Amirkabir university journal, 40(1), 31-31. Retrieved from https://ajsr.aut.ac.ir/article_2609_e98dd6797fbbcfac74770282a170c3c1.pdf [In persian]
Rao, P. H. N., et al. (2021). Reimagining the fashion retail industry through the implications of COVID-19 in the Gulf Cooperation Council (GCC) countries. FIIB Business Review, 10(4), 327-338.
Rêgo, B. S., et al. (2022). Digital Transformation and Strategic Management: a Systematic Review of the Literature. Journal of the Knowledge Economy, 13(4), 3195-3222. doi:10.1007/s13132-021-00853-3
Reinartz, W., et al. (2019). The impact of digital transformation on the retailing value chain. International Journal of Research in Marketing, 36(3), 350-366
Ronaghi, M., & Dehghani, M. (2021). A Framework for E-tourism Acceptance by Meta-Synthesis Method. Journal of tourism and development, 9(4), 49-62. Retrieved from https://www.magiran.com/paper/2249164 [In Persian]
Salarnezhad, A. A., & Abdi, B. (2021). Identify and prioritize the critical factors for the success of the maturity of the digital transformation of the defense industry on the 1420 horizon. Defensive Future Studies, 6(20), 83-114. doi:10.22034/dfsr.2021.525889.1475
Savastano, M., et al. (2019). Technology adoption for the integration of online–offline purchasing: Omnichannel strategies in the retail environment. International Journal of Retail & Distribution Management.
Serral, E., et al. (2020). Leveraging IoT in retail industry: a maturity model. Paper presented at the 2020 IEEE 22nd Conference on Business Informatics (CBI).
Shafie, A. S., et al. (2017). Decision characteristics and strategic decision process for strategic decision output: A conceptual model. Journal of Advanced Research in Business and Management Studies, 6(1), 1-11
shafiee, R., et al. (2021). Phenomenological Exploration Presence of Low Customer Density Effects in Retailing on Customer Experience in Shopping Centers/Malls. Journal of Management Research in Iran, 25(3), 77-113. Retrieved from https://mri.modares.ac.ir/article_565_a79a91c0c2ac655a8f1ac421357d3f69.pdf [In Persian]
Shankar, V., et al. (2021). How technology is changing retail. Journal of Retailing, 97(1), 13-27. 
Silva, E. S., et al. (2020). Big Data in fashion: transforming the retail sector. Journal of Business Strategy, 41(4), 21-27. 
Sousa, P. R. d., et al. (2021). Challenges, Opportunities, and lessons learned: Sustainability in Brazilian omnichannel retail. Sustainability, 13(2), 666. 
Suciu, M.-C., et al. (2018). The Impact of Big Data on Knowledge Management Systems in Romanian E-commerce Retailers. Paper presented at the Proceedings of the 19th European Conference on Knowledge Management.
Szozda, N. (2023). Omnichannel as a driver of digitalization: evidence from the emerging market in the fashion industry. Journal of Fashion Marketing and Management: An International Journal, ahead-of-print(ahead-of-print). doi:10.1108/JFMM-11-2021-0293
Tardieu, H., et al. (2020). Conclusion to Deliberately Digital: Enduring Transformations. In Deliberately Digital (pp. 221-223): Springer.
Testa, D. S., & Karpova, E. E. (2022). Executive decision-making in fashion retail: a phenomenological exploration of resources and strategies. Journal of Fashion Marketing and Management: An International Journal, 26(4), 700-716.
Thoenig, J.-C., & Paradeise, C. (2016). Strategic Capacity and Organisational Capabilities: A Challenge for Universities. Minerva, 54(3), 293-324. doi:10.1007/s11024-016-9297-6
Tiamnara, N., & Inwang, K. (2018). Success of Clothing Retailers throung Online Channel Using Digital Marketing. International Journal of the Computer. The Internet and Management, 26(2), 31-40. 
Tuunainen, V. K., & Rossi, M. (2002). eBusiness in apparel retailing industry-critical issues. ECIS 2002 Proceedings, 136.
Urdan, A. T. (2019). mnichannel as Strategy of Innovation in Youth Fashion Retail Industry in Brazil. Revista Brasileira de Marketing, 18(2), 264-291. 
Vial, G. (2019). Understanding digital transformation: A review and a research agenda. The Journal of Strategic Information Systems, 28(2), 118-144. 
Wanick, V., & Bazaki, E. (2023). The State of Fashion Retailing Post-pandemic: Trends, Challenges and Innovations. In E. Bazaki & V. Wanick (Eds.), Reinventing Fashion Retailing: Digitalising, Gamifying, Entrepreneuring (pp. 1-15). Cham: Springer International Publishing.
Watson, B. C. (2011). Barcode empires: politics, digital technology, and comparative retail firm strategies. Journal of industry, competition and trade, 11, 309-324. 
Westerman, G., & Bonnet, D. (2015). Revamping your business through digital transformation. MIT Sloan Management Review, 56(3), 10 
Wolfswinkel, J. F., et al. (2013). Using grounded theory as a method for rigorously reviewing literature. European journal of information systems, 22(1), 45-55.
 
 
 
 
 
 
 
 

فایل ها

هم رسانی

ارجاع به این مقاله

آمار