الگوی ریسک‌های شراکت راهبردی بین‌المللی در صنعت لوازم خانگی ایران

هدف: امروزه شرکت‌های ایرانی تلاش می‌کنند بتوانند با شراکت با شرکت‌های خارجی، ظرفیت‌های لازم را در خود ایجاد کرده و به اهداف کسب‌وکار خود نایل شوند. از این رو هدف این پژوهش، شناسایی و الگو‌سازی ریسک‌های پیش روی شرکت‌های ایرانی در شراکت راهبردی با شرکت‌های خارجی در صنعت لوازم خانگی ایران است.روش: در این پژوهش با بهره‌گیری از روش ترکیبی اکتشافی، ریسک‌های شراکت راهبردی از طریق مصاحبه‌های عمیق نیمه‌ساختاریافته با 20 نفر از خبرگان صنعت و با استفاده از روش تحلیل محتوای کیفی هدایت‌شده، کشف شده و پس از تایید روایی آنها با کسب نظر از ده خبره دانشگاهی و صنعت، با روش الگو‌سازی ساختاری تفسیری و مشارکت هفت خبره، الگوی نهایی ارائه می‌شود.یافته‎ها: الگوی به‌دست‌آمده دربرگیرنده در مجموع 22 مولفه به‌عنوان ریسک‌های شراکت راهبردی بین‌المللی در سه مرحله شکل‌گیری، عملیاتی و اختتام شراکت است.نتیجه‎گیری: نتایج این پژوهش نشان می‌دهد، سرمایه‌گذاران ایرانی چه ریسک‌هایی را پیش رو دارند و نحوه ارتباط این ریسک‌ها با یکدیگر به چه صورت است. همچنین نشان می‌دهد ریسک‌های سیاسی، قانونی و اقتصادی بیشترین دغدغه فعالان صنعت است و در مقاسه با ریسک‌های ناشی از شراکت و شریک خارجی، از اولویت بیشتری برخوردارند.

Developing a Model of the Risks of International Strategic Alliances in Home Appliance Industry in Iran

Objective Today, many Iranian and foreign companies consider partnering with each other. Iranian companies strive to partner with foreign companies to build the capacity needed to achieve their business goals and foreign companies also tend to reach new markets by partnering with local partners. However, despite the government’s emphasis and the efforts of Iranian companies to attract foreign partners, this has hardly happened in the Iranian home appliance industry, indicating risks to both domestic and foreign investors. Therefore, the present study aims to investigate, identify and model the risks that Iranian companies face in Strategic Alliance with foreign companies in Iranian home appliance industry. Methodology This research is done in pragmatism paradigm, using exploratory sequential mixed method. In the qualitative phase, the Strategic Alliance risks are discovered through semistructured interviews using qualitative content analysis approach. Then in the quantitative phase, the required data were collected by a questionnaire from industry experts and financial professionals and were analyzed with Interpretive Structural Modeling (ISM). The statistical population includes the experts, university professors as well as the board of directors, senior managers and specialists of companies active in Iran home appliance industry and their foreign partner. Findings187 phrases were extracted from a total number of 18 interviews with 20 experts. These phrases were then classified into 69 indices using content analysis. The final model consists of a total of 22 elements as the perceived risks of international Strategic Alliance in three stages of the formation, operation and termination of alliance.   ConclusionThe results show that at the beginning stage (formation) of Strategic Alliance, the factors of “partner selection”, “opportunistic behavior”, “negative interdependence to the partner” and “weaknesses in international contracts” are at the highest level and have the least impact. Besides, "political risks" and "legal risks" are at the second and third levels having more impact on other factors. At the operational stage of the alliance, factors such as "low value of madeinIran brand", "internal differences in management", "noncompliance", "opportunistic behavior", "high price", "poor raw material supply infrastructure" and "demand risks" are at the highest levels with the least impact and the factors such as "political risks", "legal risks" and "economic risks" are at the lowest level with the highest impact on other factors. At the termination stage of alliance, the factors of "international litigation problems" and "evaluation and determination of the partners’ share" are at the highest level having the least impact and the "legal risks" factor is at the lowest level having the most impact on the other factors. The sets of risks involved in each stage of the Strategic Alliance have mutual impacts on each other.