مدل پویای ارزیابی شدت رقابت در صنایع فلزی

نظریه‌های متنوعی تاکنون برای تشریح الگوی تجارت در کشورها و علت موفقیت آنها در سطح داخلی و بین‌الملل ارائه شده است. کمبودی در تعداد تعاریف از رقابت‌پذیری و شدت رقابت دیده نمی‌شود. آنچه مشهود است بیان مدل‌های رقابتی به صورت کلی است، لذا مشکل اصلی در فقدان تعریفی جامع از ‌رقابت‌پذیری در صنایع خاص همچون صنایع فلزی  است. هدف غایی تحقیق رسیدن به رشد اقتصادی و ورود به بازارهای جهانی از طریق یک مدل جامع رقابتی بوده است. هدف کاربردی تحقیق ارائه مدل پویا در راستای ارزیابی شدت رقابت در صنایع فلزی کشور ایران  است. از تعداد 230 مدیر ارشد در حوزه صنایع فلزی استان آذربایجان شرقی نمونه‌ای به حجم 144 به صورت تصادفی از این جامعه  انتخاب شد‌. قلمرو زمانی تحقیق از مهر ماه 1394لغایت شهریور 1398 است. برای آزمون فرضیه‌ها از معناداری ضریب همبستگی پیرسون و برای اندازه‌گیری سازه‌های پژوهش از روش مدل‌سازی معادلات ساختاری استفاده گردید. نتایج تحقیق نشان‌ می‌دهد که متغیر عوامل درون سازمانی تاثیر مثبتی با ضریب کل 0.8 و متغیر ایجاد ارزش ادراکی، تنها بصورت مستقیم و با ضریب 0.02 میزان رقابت‌‌پذیری را تحت تاثیر قرار‌ می‌دهد. همچنین متغیر عوامل محیطی (با تاثیر مستقیم 0.17 و غیرمستقیم 0.59 و در مجموع 0.76) تاثیر مثبتی بر میزان رقابت‌پذیری دارد. متغیرها در مجموع توانستند 57 درصد از تغییرات متغیر میزان رقابت‌‌پذیری را تبیین نمایند و این نشان می‌دهد که هدف غایی تحقیق نیز به همین اندازه تحت تاثیر قرار خواهد داشت.

The dynamic model for assessing the intensity of competition in the metal industry

Today, having a competitive strategy in hypercompetition markets is secret of sustainability, survival and success of organizations and companies and the first step to achieve to an effective competitive strategy is familiar and analysis of effective factors about competition. Effective factors of an industry help to company to recognize its own strength and weakness and by analyzing of effective forces on completion identify the company position against competitive factors and then with appropriate strategic actions improve its relative position.This research is applied in terms of purpose and descriptivesurvey and correlational in terms of data collection method. In this research, based on theoretical foundations and interviews conducted with experts in the field of competition and metal industries, 16 indicators related to competitive advantage in Iran’s metal industries have been identified. Then, initial factorization of the variables and indices of the subset of components was done using exploratory factor analysis in SPSS software. To do this, a closedended questionnaire with a written template was designed, which has a 5point Likert response range. The mentioned questionnaire contains 52 items related to the main indicators of the research, including: 1. internal organizational factors; 2. Perceptual value factors; 3. Environmental factors as independent variables and competitiveness factors as dependent factors.The ideal aim of this study is achieving to economic growth and enter to global markets by competitive comprehensive model. Main purpose of research is providing the Comprehensive model to assess the intensity of competition in Iran metal industries .230 top manages in field of metal industries in East Azerbaijan included in this research that is taken a sample with volume 144 clusterrandomly from this population by Cochran formula.Pearson correlation coefficient is used to test the hypotheses. Structural equations modelling method, SPSS and LISREL software are used to measure research structures.The results showed that intraorganizational factors variable has positive effect with total coefficient 0.8 on competitive variable directly and indirectly. Creation variable of the perceptual value influenced on compatibility rate as directly with 0.02 coefficient. Environmental factors variable has positive effect on compatibility rate (direct effect 0.17 and indirect effect 0.59 and totally 0.76).standard unit increases. Latent variables could indicate 57% variable changes of compatibility rate.In the evaluation of the structural part of the model, in which the relationships between internal and external variables were considered, it was shown that environmental factors had an effect on all three internal latent variables. Also, the variables of intraorganizational factors and the creation of perceptual value have directly influenced the competitiveness variable. The variable of intraorganizational factors has directly influenced the creation of perceived value with a coefficient of 0.51. The variable of intraorganizational factors has been able to directly and indirectly have a positive effect (with a total coefficient of 0.8) on the variable of competitiveness. This means that with an increase of one standard unit in the variable of intraorganizational factors, the level of competitiveness increases with a coefficient of 0.8 standard units.The results of research indicate that during these years the factors affecting competition range from things such as cheap labor force, natural resources of countries and having sufficient capital to issues such as technical knowledge, economic conditions, competitive performance of companies and perceived value from the market and customers. It is changing and the companies that pay attention to the new competitive factors have high performance. Factors such as laws and regulations, government policies such as supporting and encouraging exports, government subsidies and customs laws on the one hand and the economic conditions governing the society. It is considered as one of the factors affecting the intensity of competition in global markets. In recent years, the embargo on the steel industry and other metals and the embargo on monetary transfers have presented Iran’s metal industries with a great challenge. Also, the sanctions related to the purchase and transfer of technology and equipment have caused the country’s industries to grow less than the manufacturing industries of the neighboring countries. Most of the leading companies have high profit margins, so companies should try to have a special position in the market compared to other competitors, and to maintain a superior position compared to other competitors, use new methods to improve competitive advantages and reach to the sustainable development. Technological changes and consumer needs are one of the main factors in the emergence of alternative and new products in industries, companies should increase the company’s sales by providing special programs such as changes in the type of demand and other techniques by diversifying products and offering alternative products.