چکیده:
The purpose of this research is to identify and rank the most effective options for creating sustainable competitive advantage for information technology companies in Iran. In this research, with the help of experts from three prominent information technology companies in this field, the most important intangible assets (intellectual capital, social capital, and spiritual capital) that play a significant role in developing competitive advantage for information technology companies were identified and ranked. By studying the literature and creating an expert panel, a total of 16 sub-options were extracted for the three options of intellectual capital, social capital, and spiritual capital. For competitive advantage, five criteria of price, support, design, image, and quality were considered, and the ranking of options based on these criteria was done through the network analysis process. The results of the network analysis process showed that intellectual capital plays a more important role in creating competitive advantage in information technology companies compared to social capital and spiritual capital. Also, in the ranking of sub-options, human capital achieved the highest rank in gaining competitive advantage in this field. Relational element, core vision/value orientation, and relational capital/customer were placed in the next ranks of importance in developing sustainable competitive advantage.
خلاصه ماشینی:
The results of the analytical network process showed that intellectual capital plays a more important role in creating competitive advantage in information technology companies compared to social capital and spiritual capital.
Options and Sub-options of Intangible Capital for Creating Competitive Advantage To answer the first research question (What is the categorization of options and sub-options of intangible capital?) Based on numerous articles and research studies obtained from the literature on intangible capital It was obtained, in a meeting with experts, all dimensions of intangible capital were extracted through a review of previous research and related articles with an approach to companies active in the field of information technology and categorized into three main options: social capital, intellectual capital, and spiritual capital.
Positive use of challenges Learning from mistakes, using best practices Independent Judgment Insisting on positions, ability to make unconventional decisions (Zahr and Marshall, 2004 and 2000) Spiritual Capital Customer satisfaction, stakeholder view, social responsibilities (Zahr and Altruism Marshall, 2004 and 2000) Spontaneity Choosing and changing strategy (McGill, 2006) Changing Mental Framework Change management, accepting different perspectives, creativity and innovation Self-awareness Awareness of responsibility, awareness of weaknesses and strengths, philosophy of the organization (Zahr, 2005) Humility Lack of pride, accepting limitations (Zahr, 2005) As shown in Table 1, social capital is divided into three parts as one of the options of intangible capital: structural (pattern of contact between individuals), relational (type of relationships between individuals), and cognitive (resources providing manifestations and interpretations).
(
, 
, 
)
