دانلود رایگان ترجمه مقاله تئوری بازیگر شبکه و معضل مفهوم منابع در مدیریت استراتژیک (نشریه الزویر 2010) (ترجمه رایگان – برنزی ⭐️)
این مقاله انگلیسی ISI در نشریه الزویر در 8 صفحه در سال 2010 منتشر شده و ترجمه آن 20 صفحه میباشد. کیفیت ترجمه این مقاله رایگان – برنزی ⭐️ بوده و به صورت کامل ترجمه شده است.
دانلود رایگان مقاله انگلیسی + خرید ترجمه فارسی | |
عنوان فارسی مقاله: |
تئوری بازیگر شبکه و معضل مفهوم منابع در مدیریت استراتژیک |
عنوان انگلیسی مقاله: |
Actor-network theory and the dilemma of the resource concept in strategic management |
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مشخصات مقاله انگلیسی | |
فرمت مقاله انگلیسی | |
سال انتشار | 2010 |
تعداد صفحات مقاله انگلیسی | 8 صفحه با فرمت pdf |
نوع مقاله | ISI |
نوع نگارش | مقاله پژوهشی (Research article) |
نوع ارائه مقاله | ژورنال |
رشته های مرتبط با این مقاله | مدیریت |
گرایش های مرتبط با این مقاله | مدیریت استراتژیک، مدیریت منابع انسانی، مدیریت بازرگانی، مدیریت استراتژیک منابع انسانی |
چاپ شده در مجله (ژورنال) | مجله مدیریت اسکاندیناوی – Scandinavian Journal of Management |
کلمات کلیدی | تئوری بازیگر شبکه؛ منابع؛ استراتژی |
کلمات کلیدی انگلیسی | Actor-network theory – Resources – Strategy |
ارائه شده از دانشگاه | دانشکده بازرگانی UQ، دانشگاه کوئینزلند، استرالیا |
نمایه (index) | Scopus – Master Journals – JCR |
شناسه شاپا یا ISSN | 0956-5221 |
شناسه دیجیتال – doi | https://doi.org/10.1016/j.scaman.2010.05.003 |
ایمپکت فاکتور(IF) مجله | 1.900 در سال 2019 |
شاخص H_index مجله | 50 در سال 2020 |
شاخص SJR مجله | 0.883 در سال 2019 |
شاخص Q یا Quartile (چارک) | Q1 در سال 2019 |
بیس | نیست ☓ |
مدل مفهومی | ندارد ☓ |
پرسشنامه | ندارد ☓ |
متغیر | ندارد ☓ |
رفرنس | دارای رفرنس در داخل متن و انتهای مقاله ✓ |
کد محصول | F1713 |
نشریه | الزویر – Elsevier |
مشخصات و وضعیت ترجمه فارسی این مقاله | |
فرمت ترجمه مقاله | pdf و ورد تایپ شده با قابلیت ویرایش |
وضعیت ترجمه | انجام شده و آماده دانلود |
کیفیت ترجمه | ترجمه رایگان – برنزی ⭐️ |
تعداد صفحات ترجمه تایپ شده با فرمت ورد با قابلیت ویرایش | 20 صفحه (2 صفحه رفرنس انگلیسی) با فونت 14 B Nazanin |
ترجمه ضمیمه | ندارد ☓ |
ترجمه پاورقی | ندارد ☓ |
منابع داخل متن | به صورت انگلیسی درج شده است ✓ |
منابع انتهای متن | به صورت انگلیسی درج شده است ✓ |
کیفیت ترجمه | کیفیت ترجمه این مقاله پایین میباشد. |
فهرست مطالب |
خلاصه |
بخشی از ترجمه |
چکیده |
بخشی از مقاله انگلیسی |
Abstract Despite the pervasiveness of discussion on resources and strategy within the management literature, there is considerable ambiguity surrounding the core construct of organisational resources. Approaches informed by theoretical developments within the sociology of technology, broadly known as actor-network theory, can provide different ways of conceptualising the formation of resources as contingently stabilised relationships of people, documents and technologies. This research note theorizes the dynamic link between resources and strategy and concludes with future directions for empirical research. 1. Introduction The notion of organisational resources is a keystone of contemporary theory in strategic management. In the early 1980s, strategy authors rediscovered Penrose’s (1959) thesis on the theory of the growth of the firm and the central concept of resources (Foss, 1999; Teece, 1982; Wernerfelt, 1984). However, while resources are held to be building blocks that explain growth and competitive advantage, there is little agreement in the literature as to what they really are or how they should be studied (Foss, 1997; Priem & Butler, 2001; Steen, Coopmans, & Whyte, 2006; Wernerfelt, 1995). In view of this theoretical ambiguity, the primary objective of this research note is to show how a branch of sociology called actor-network theory can generate a different way of thinking about the relationships within organisations that configure resources. The central actor-network process of sociotechnical engineering is partly consistent with Penrose’s (1959) original ideas of firm growth as a process of learning and finding new ways to recombine and use resources to create different capabilities (or ‘services’ in Penrose’s original text) (Foss, 1999; Steen & Liesch, 2007). However, despite this initial similarity with traditional thinking on resources, actor-network theory presents significant conceptual challenges to the conventional strategy literature. One of these is that resources cannot be assumed to be fixed entities. Changes may occur in the structuring of connections between people, technologies and documents that result in different resources. Following from this notion, actor-network theory undermines the methodological assumption that resources can be conceptualised as discrete variables, since there are always interdependencies with other elements of organisation. Furthermore, the theorisation of managerial strategic choice cannot be separated from the resources that these managers supposedly control. Addressing the interdependency between the ability of strategists to choose and implement strategy, and the resources that underpin growth and competitive advantage would be an important step forward for a dynamic theory of resources and strategy. This essay starts with an overview of the literature on resources within strategic management. While much has been written on this topic, there are still persistent theoretical problems surrounding the definition of resources. Some of this confusion is a result of a selective reading of Penrose’s (1959) original insights into resources and the growth of firms. Also, because the translation of Penrose (1959) into the resource-based view (e.g. Barney, 1991; Wernerfelt, 1984) gives a static picture of organisation, there has been a need to explain how resources change over time. Much more needs to be done to understand the inherent instability of resources within the firm without appealing to extrinsic mechanisms such as ‘dynamic capabilities’ (Feldman, 2004; Steen et al., 2006). During the past several years, there has been a move by some scholars within the strategy community to think about strategy as a form of practice (Whittington, 2004). In other words, rather than strategy being a ‘production function’ or set of mechanistic processes, it is an activity that is performed by people (Whittington, 2003). This is a perspective that is very similar to Penrose’s original work and offers a way to reengage with some of the original insights on growth through the development and administration of resources. However, while the practice turn in strategy offers an advance, it still needs development to encompass explanations of resource change and stability. In other words, why do some practices result in the creation of durable resources? Also, how do these resources become dependable enough to form the basis for strategic actions and plans? To address these questions, the paper turns to a literature known as actor-network theory, which emerged from the practice turn in science and technology studies, with two new directions for a theory of organisational resources. The first of these is the conceptualisation of resources as heterogeneous networks of people and technologies (Law, 1992). Specifically, part of the work of strategists is to bring these networks together and hold them in place within the firm so that they may be counted as resources. In addition to questioning assumptions about stability, actor-network theory also treats the boundary of the firm as an open empirical question (Tryggestad, 2005). The second direction extends from this to consider that the strategists themselves are dependent on resources that allow strategies to be developed and implemented (Best & Garnsey, 1999; Steen & Liesch, 2007). While some actor-network studies of organization have already shown how resources can be described as contingently stabilised actions, much more can be done to apply this area of theory to return to Penrose’s original insights into the practices and interactions within organisation that shape resources and strategy. |
دانلود رایگان مقاله انگلیسی + خرید ترجمه فارسی | |
عنوان فارسی مقاله: |
تئوری بازیگر شبکه و معضل مفهوم منابع در مدیریت استراتژیک |
عنوان انگلیسی مقاله: |
Actor-network theory and the dilemma of the resource concept in strategic management |
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