ابعاد هم راستایی قابلیت های دیجیتال و استراتژی نوآوری در صنعت پتروشیمی

کاهش حاشیه سود و از بین رفتن مزیت‌های رقابتی گذشته شرکت‌ها در صنایع فرایندی را به سمت نوآوری با استفاده از قابلیت های دیجیتال برده است این مهم نیازمند ایجاد همراستایی راهبردی بین قابلیت های دیجیتال و برنامه ها و تصمیمات نوآوری است. این پژوهش با هدف بررسی ابعاد همراستایی متغیرهای قابلیت دیجیتال و استراتژی نوآوری و ایجاد چارچوبی برای سنجش آن انجام گرفته است. ابتدا با بررسی پیشینه مطالعات چارچوبی برای سنجش هر یک از متغیرها شکل گرفت و در ادامه پرسشنامه‌ای برای تحلیل ساختاری تاییدی مفاهیم و ابعاد شناسایی شده تدوین شد. این پرسشنامه با نظر 99 نفر از متخصصان مدیریت نوآوری، فناوری‌های دیجیتال در صنعت و دانشگاه تکمیل شده است در نتیجه مشخص شد که برای سنجش میزان همراستایی بین قابلیت های دیجیتال و استراتژی نوآوری، می-توان خلق ارزش دیجیتال و فرایند نوآوری دیجیتال را برای استراتژی نوآوری، زیرساخت نوآوری دیجیتال و قابلیت نوآوری دیجیتال را برای قابلیت دیجیتال و همچنین مکمل بودن، موازنه و هماهنگی را برای متغیر همراستایی به عنوان ابعاد سنجش در نظر گرفت.

dimensions of alignment between digital capability and innovation strategy in petrochemical industry

abstractthe reduction of profit margins and the disappearance of past competitive advantages have pushed companies in petrochemical industries toward innovation by utilizing digital capabilities. this necessitates the establishment of a strategic alignment between digital capabilities and innovation strategies and decisions. this research aims to examine the dimensions of alignment between digital capability variables and innovation strategies and create a framework for its assessment. initially, by reviewing the background of studies, a framework for assessing each of the variables was developed. subsequently, a questionnaire for confirmatory structural analysis of the identified concepts and dimensions was formulated. this questionnaire was completed by 99 experts in innovation management, digital technologies in the industry, and academia. as a result, it was determined that to assess the level of alignment between digital capabilities and innovation strategies, creating digital value and digital innovation processes for innovation strategies, digital innovation infrastructure and digital innovation capabilities for digital capabilities, and complementarity, balance, and coordination for alignment were considered as assessment dimensions of the variables.introductiontoday, the advantages of the past in the petrochemical industry are diminishing, and the competitive landscape is changing. it can be noted that one of the main challenges encompassing the petrochemical industry today is enhancing competitiveness and reducing operational costs, which require innovation in the use of new technologies (o. v. zhdaneev, v. korenev, and a. s. lyadov, 2020).most organizations in this industry use structures and organizational procedures that are not well-suited for utilizing innovative capabilities, including digital capabilities (alexey shinkevich, naira barsegyan, vladimir petrov, and tatyana klimenko, 2021). on the other hand, organizations are striving to create complementarity between their different capabilities to strengthen potential innovation capacity (rogier van de wetering, patrick mikalef, 2017).therefore, one of the crucial questions for companies in the petrochemical industry can be how to assess the alignment between digital capabilities and innovation strategy. consequently, the goal of this research is to identify appropriate dimensions and components for assessing the alignment of digital capabilities and innovation strategy in the petrochemical industry. to achieve this, the relevant concepts related to the main variables are identified and examined, and based on this, the dimensions and components under these variables will be confirmed through a validation process to create an assessment tool. literature reviewin the examination of digital capabilities in the petrochemical industry, it can be noted that new processes and patterns are emerging due to adaptation to new technologies, (amankwah-amoah, j., khan, z., wood, g., knight, g., 2021). studies conducted on dynamic capabilities (loureiro, r., ferreira, j. j., simoes, j., 2021) claim that the proper combination of resources and capabilities allows organizations to gain a competitive advantage and improve their performance. (torres, r., sidorova, a., jones, m. c, 2018). from automating data movement to leveraging processes, all of these have a significant impact on creating added value and generating income (oztemel, 2018). based on this, to assess the digital capability variable, one can consider the effective use of digital innovation resources, the management of digital innovation networks, the capacity for absorbing and accepting digital innovation, predicting trends and technologies, managing digital innovation risks, access, transparency, and information security, advanced analysis, and artificial intelligence, as primary components.pisano introduces three key questions as the pillars of innovation strategy: the first question is how the organization’s innovation creates value for potential customers.