The Impact of Strategic Agility and Organization Emotional Capabilities on University's Entrepreneurship-Orientation (Case Study: Universities of Qom and Kashan Cities)

This research intends to explore the impact of the strategic agility and organization emotional capabilities on University entrepreneurship-orientation.
Research method is descriptive-correlation. The statistical population consists of personnel of Public Universities in Qom and Kashan cities, which 572 of them participated through available Non-probability sampling. The data was collected by a questionnaire, and was analyzed by the descriptive-inferential statistical tests.
This research showed that: A) the strategic agility capability has a significant, positive, and direct effect on the emotional capability and the entrepreneurship orientation. B) The emotional capability has a significant, positive direct impact on the entrepreneurship-orientation of universities. C) According to the results of path analysis, the strategic agility has a positive indirect impact on entrepreneurship orientation through the emotional capability.
The success and competitive advantage of universities in knowledge-based economy depend on their responsibility ability to internal and external stakeholders changing demands; and as a result, create knowledge and technology, and commercializing of them in order to enhance the economic, socio-cultural, spiritual well-being of human society in the local, national, and international level. Because emotions indicate socio-cultural patterns of experience and behavior, that are unfolded in response to corrective actions/dynamic renew of university, with emphasizing on strategic thinking and explaining a clear vision for entrepreneurship university by human resources, therefore, the senior management team with one accord other levels of management should institutionalize the organizational emotions as the part of university leadership style, and with highlighting the leadership/ collective commitment in throughout university by creating interdependent, working together, changes in the senior management team, leadership style and senior executives capabilities create, and promote emotional patterns that supporting the entrepreneurial values of innovativeness, autonomy, risk-taking, proactive, and aggressive competitiveness among all parts of university; and with enhancing the level of strategic sensitivity through the process of open strategy, increasing strategic consciousness, and high-quality internal dialogue, and as well, improving the capability of resources fluidity through the greater mobility of physical and conceptual resources provides greater access to resources, and creating modular structures, all university parts lead and encourage towards creating knowledge and technology required external and internal stakeholders, and the commercializing of created science and technology.