چکیده:
کارآفرینی دیجیتال رویکردی نو در شروع کسبوکارهای امروزی است . تشخیص و فهم فرصتهای کارآفرینی برای راهاندازی کسبوکار به عهده کارآفرینان و یا مدیران استارت آپها است. هدف از انجام این پژوهش شناسایی و دستهبندی ذهنیت مدیران استارت آپی به کارآفرینی دیجیتالی است. پژوهش حاضر از نوع کیفی است و به روش کیو انجام شده است. فضای گفتمان پژوهش با انجام 14 مصاحبه ( با مدیران موفق استارت آپی با داشتن سابقه اجرایی و نیروهای کاری بزرگ و بازار بزرگ) و به صورت اکتشافی و به روش نمونه گیری گلوله برفی گردآوری شد. ابتدا 200 گزاره شناسایی شد و در نهایت بعد از تائید خبرگان تعداد این گزارهها به 54 عدد رسیده است. سپس بر اساس آمار استنباطی (تحلیل عاملی) بر اساس نرم افراز SPSS داده ها تجزیهوتحلیل شده است و در قالب الگوهای مختلف ذهنی دستهبندیشدهاند که در نهایت سه الگوی ذهنی شناساییشده است و سـه عامـل جمعـاً در حـدود 93 واریـانس کـل را تبیـین و پوشـش میدهند. با توجه به مصاحبه با خبرگان و استفاده از آزمون مجدد و به دست آمدن ضریب 0.86 میتوان روایی و پایایی آزمون را قابلقبول و در حد بالا در نظر گرفت. این ذهنیتها نسبت به ترتیب اهمیت عبارتاند از: بسترهای کارآفرینی دیجیتال – نوآوری کارآفرینی دیجیتال – بازاریابی کارآفرینی دیجیتال. در پایان، با توجه به تفسـیر الگوهـای ذهنـی بـه دسـت آمـده، راهکارهایی پیشنهاد شد.
Abstract Digital entrepreneurship is a new approach to starting a business today. Identifying and understanding entrepreneurial opportunities to start a business is the responsibility of entrepreneurs or startup managers.The purpose of this study is to identify and categorize the mentality of startup managers to digital entrepreneurship. There are three different mindsets about the factors affecting digital entrepreneurship that represent the categorization of the mindsets of entrepreneurs and startup managers. These mindsets in order of importance are: Digital Entrepreneurship Platforms - Digital Entrepreneurship Innovation - Digital Entrepreneurship Marketing. Introduction There are several reasons that indicate the importance of the subject of the present study and its study; Among other things, digital entrepreneurship is a new approach to start-up businesses today that attracts more people due to the need for less financial resources than traditional approaches. The second reason is that the digitalization of the influential components in today's human life, including trade, marketing, education, information and communication, and even transportation, is an undeniable fact that promises a transition from tradition to modernity. Another reason is that with the move of startups to digital startups, many entrepreneurs have shifted to digital entrepreneurial characteristics that this amount of expert and entrepreneurial manpower can be seen as digital entrepreneurs. Startups have entrepreneurs who manage them, and therefore in most of them there are individual and group managers who are the founding board and the main entrepreneurs of startups. Case study Expert Comments (14 Successful Startup Managers). Theoretical framework What matters is identifying entrepreneurial opportunities to start a business. Identifying and understanding these entrepreneurial opportunities is the responsibility of entrepreneurs or startup managers. Therefore, recognizing and categorizing the different mindsets of these entrepreneurs (managers) to digital entrepreneurship or digitization of entrepreneurship is important, and in this research, this important issue, namely identifying and categorizing the different mindsets of digital entrepreneurs to digital entrepreneurship, has been addressed. In this regard, three general questions have been formed: 1- What are the effective factors (drivers) on digital entrepreneurship in the organization? What is the classification of these factors based on Q methodology (mentality of startup managers to digital entrepreneurship)? 3- What is the importance and prioritization of these factors based on Q methodology (mentality of startup managers to digital entrepreneurship)? Methodology The philosophical framework of this research is a kind of interpretive-positivist paradigm and in terms of orientation is in the category of applied research. Cognition of subjectivity brings this research closer to the interpretive paradigm and due to the use of exploratory factor analysis, this research approaches the positivist paradigm that uses the correlation strategy. The method of this research is combined. Discussion and Results The purpose of this study is to identify and categorize the mentality of startup managers to digital entrepreneurship. Therefore, three questions were asked and three questions were answered in the findings section. In line with the general purpose of the research to identify the categorization of startup managers' mindsets to digital entrepreneurship, three mental approaches were identified, which are the importance of the third approach and mental model, respectively: digital entrepreneurship, approach and mental model. Mental Two: Digital Entrepreneurship Marketing. Conclusion Based on the findings, the order of importance obtained for mental patterns are: People who believe in the third mindset believe that: digital entrepreneurship culture - strong accounting and financial system - information and communication technology infrastructure - financial infrastructure - human capital flexibility in the organization - the rule of law and regulation - the existence of digital entrepreneurs - leadership and management Strong - Security and protection issues - Security and protection issues - Telecommunications infrastructure - Strong consulting and training group - Investors - Regional and sectoral agents - Government - Risk-taking - Risk-taking drivers - are digital entrepreneurship development. People who believe in the first mindset believe that: Innovative research and development - Digital entrepreneurship innovation - Technology cost reduction - Digital creativity - Localization - Digital innovation - Business mindset - Business mindset - Continuous learning and acquisition of new knowledge - Method of obtaining information and classification - Construction and acquisition of technology - Method of analysis and conclusion - Creating a competitive advantage - Technological competence - Monopoly in the type and field of service - Strategic and technological knowledge - Creating unions and teams of other startups - Time for innovation - Sustainability and continuity of technology - the place of innovation - the way of innovation are the drivers of digital entrepreneurship development. People who believe in the second mindset believe that: Focus on customer experience - Focus on quality - Marketing research and development - Business networking - How to market and communicate with customers in cyberspace - Build trust and peace - Marketing time - Marketing methods Distribution network - Advertising - Marketing location - Integrity - Trademark and branding - Marketing feedback and correction - Tests micro and macro - Value added - Other upstream and downstream industries are the drivers of digital entrepreneurship development.
خلاصه ماشینی:
جدول شماره ٣: عبارت کيو کاهش هزينه يادگيري مداوم و کسب شيوه نوآوري مکان بازاريابي زيرساخت قوانين و تکنولوژي دانش جديد مقررات بوميسازي ساخت و کسب تکنولوژي تحقيق و توسعه بازاريابي شيوه بازاريابي فرهنگ کارآفريني ديجيتال نوآوري کارآفريني شايستگي تکنولوژيک نحوه بازاريابي و ارتباط صداقت سيستم حسابداري و ديجيتال با مشتريان در فضاي مالي قوي مجازي تحقيق و توسعه ايجاد مزيت رقابتي شبکه سازي کسب وکار نشان تجاري و برند مسائل امنيتي و نوآورانه سازي حفاظتي شيوه کسب اطلاعات و انحصار در نوع و زمينه شبکه توزيع بازخورد بازاريابي و زيرساخت مخابراتي دسته بندي خدمت اصلاحات شيوه تجزيه وتحليل و دانش استراتژيک و تبليغات آزمايش و تست هاي خرد وجود کارآفرينان نتيجه گيري تکنولوژيک و کلان ديجيتال خلاقيت ديجيتالي ايجاد اتحاديه و تيم کاري تمرکز بر کيفيت ايجاد ارزش افزوده گروه مشاوره اي و سايراستارت آپ ها آموزشي قوي نوآوري ديجيتالي پايداري و تداوم تکنولوژي تمرکز بر تجربه مشتري صنايع ديگر بالادستي و رهبري و مديريت قوي پايين دستي ذهنيت سازنده از زمان نوآوري ايجاد اعتماد و آرامش زيرساخت فناوري ريسک پذيري کسب وکار اطلاعات ارتباطات هوشياري کارآفرينانه مکان نوآوري زمان بازاريابي زيرساخت مالي دولت سرمايه گذران عوامل منطقه اي و بخشي انعطاف پذيري سازمان و انعطاف پذيري سرمايه ساختارهاي سازمان انساني در سازمان مجموعه عبارات کيو، ترکيبي از مطالعات کتابخانه اي و مصاحبه هاي انجام گرفته در ارتباط بـا موضوع تحقيق هستند، که به تأييد نظر خبرگان نيز رسيده اند و شامل ٥٤ عبارت ميباشند کـه در جدول بالا انعکاس يافته است .