جستجوی مقالات مرتبط با کلیدواژه « کارآفرینی سازمانی » در نشریات گروه « علوم انسانی »

In today's world, where knowledge is known as one of the most important competitive resources of organizations, knowledge-based organizations play an important role in the development and economic and social progress of countries.The purpose of this research is to investigate the knowledge management of the knowledge-based organization and its effect on the promotion of organizational entrepreneurship of the armed forces in order to determine the place of entrepreneurship in the design of the model of the knowledge-based organization for the armed forces. Therefore, in the present research, the impact of knowledge management strategies of knowledge-based organizations - including knowledge gathering, knowledge sharing and knowledge application - on organizational entrepreneurship in the armed forces has been identified. The current research is quantitative in terms of research method and applied in terms of purpose, and descriptive in terms of data collection and using correlation method. The statistical population of this research includes 50 officials, experts and trustees of the knowledge-based organization of the armed forces, 44 of whom were selected as the research sample by Cochran sampling. In the current research, in order to collect data, a five-point Likert scale questionnaire was used. Research data analysis was done using SPSS 19 software and the second version of Smart PLS software. The reliability of research constructs was confirmed with Cronbach's alpha coefficient equal to 0.862 and its validity was confirmed by content validity. Research findings show that knowledge sharing and its application is more important than knowledge gathering and has a positive and significant impact on organizational entrepreneurship.

Considering that the performance of organizational entrepreneurship in small and medium-sized businesses faces different environmental conditions, it is not possible to use the same performance evaluation approach. The main issue in this research is; what variables are effective in evaluating organizational entrepreneurship performance in small and medium businesses and how can this performance be evaluated by designing a fuzzy expert model. This research is modeling in terms of practical purpose and method. In this research, the primary variables effective in evaluating organizational entrepreneurship performance were selected and the final variables were selected with the help of a group of industry experts using the fuzzy Delphi method and in two rounds. Mamdani fuzzy expert system and triangular membership functions were selected for input and output variables for modeling. The final input variables include the development of new products, job creation, new market creation, income level, market share, and the output variable of the model includes the levels of organizational entrepreneurship performance. After extracting the decision variables, using the fuzzy expert system, the five-level model was designed and validated.

The main goal of this research is to investigate the drivers of strategic management effective on the development of entrepreneurial culture and organizational structure in Tehran Municipality. For this purpose, all employees with a minimum bachelor's degree of municipal organization equal to 1300 have been considered and studied as a statistical population. Using Cochran's formula and Morgan's table, the number of 300 people has been determined as the sample size. In terms of methodology, the research is survey-applied and is based on descriptive-correlation as well as exploratory methods. The required data were collected through a researcher-made questionnaire based on indicators and a conceptual model.In the localization of these scales, conceptual literature was considered and questions and factors were extracted, adjusted, validated, fixed and distributed. The validity of the content of the calculated factors was confirmed by the opinion of experts and the validity of the construct was also confirmed by using confirmatory factor analysis and the KMO index. The reliability of the measure was also calculated and verified by Cronbach's alpha method. The quantitative findings of the research in the statistical software of social sciences and linear structural relationships confirmed the hypotheses and the proposed model of the research, meaning that the relationship of all the dimensions and effectiveness of the factors affecting the development of entrepreneurial culture and organizational structure was confirmed, so the factors The statistics have been suitable explanations of the development of entrepreneurial culture and organizational structure

The main purpose of the current research was to design a model for the development of organizational entrepreneurship in banks supporting cooperative organizations in Iraq.

In order to achieve the goal in the current research, a sequential exploratory mixed method was used, and the data were collected in two phases. In the qualitative phase, the required data were gathered through semi-structured interviews with 34 experts in the form of the Foundation's data approach. . In this section, in order to check the validity of the combination of the four-stage framework and the six key questions model, and the within-subject agreement method was used to check the reliability, and finally, the data was collected and using the systematic design of Strauss and Corbin, codes and components were used. The pattern of organizational entrepreneurship development in banks supporting cooperative organizations was obtained and compiled in the form of a conceptual data model of the foundation. With the participation of experts in the field of entrepreneurship and banking management of Razi University in Kermanshah in Iran and Al-Taqanieh Al-Wasati University in Baghdad, a questionnaire was designed and through random sampling with the participation of 103 people among experts and human resources of the Bank of Agriculture branches in Baghdad. The country of Iraq was distributed. In the quantitative phase of the research, by using the confirmatory factor analysis method and the use of factor loading criteria, Cronbach's alpha coefficient, composite reliability, average variance explained and the significance level of Bartlett's test, the validity of each of the components of the obtained model was examined in the qualitative part. found thvelopment of organizational entrepreneurship), strategies also have components of behavioral strategies and structural strategies. In the background conditions, the components of structural characteristics and syste, and finally, in the c

The current research was conducted to investigate the effect of transformational leadership style on organizational entrepreneurship by considering the mediating role of organizational learning. This research is of an applied type based on the purpose and is a descriptive survey in terms of nature and method. The statistical population included all the employees of the social security organization branches of Kermanshah province (n=436) people, of whom 205 people were selected using the random sampling method and Cochran formula. Data were collected by three standard questionnaires: transformational leadership by Bass and Avolio (2000), organizational entrepreneurship by Hill (1996), and organizational learning by Neefe (2001), whose validity was confirmed using the content validity method and whose reliability was confirmed using Cronbach's alpha. The structural equation modeling and SMART-PLS software were used to examine and test the research hypotheses. The findings indicated that transformational leadership has a positive and significant effect on organizational entrepreneurship and organizational learning at an error level of 0.05. Also, organizational learning had a positive and significant effect on organizational entrepreneurship. In addition, at the error level of 0.05, organizational learning had a mediating role in the effect of transformational leadership on organizational entrepreneurship. Therefore, the studied organization can provide suitable conditions for the emergence of creative, innovative, and entrepreneurial behaviors by using the transformational leadership style and organizational learning strategy.

Today's competitive environment has become such that companies can no longer outdo market competitors who are very quick and opportunistic by implementing several entrepreneurial plans, and the conditions must be such that all personnel within an organization benefit from the entrepreneurial and market-making spirit. so that they can implement their individual and group entrepreneurial plans. Therefore, in this study, the goal of the researcher was to provide a model of organizational entrepreneurship in airport city companies. The statistical population of this research in the qualitative section includes managers, professors, and experts who have had a noteworthy scientific or practical effect in the field of organizational entrepreneurship model. Therefore, in the qualitative phase, seventeen experts were present in the interview and formed the statistical sample of this section. The basic tool for data collection in the qualitative phase of the research is a semi-structured interview using a protocol, and in the quantitative part, the statistical population includes business managers of airport towns, and the researcher has used a questionnaire tool to collect data. The researcher analyzed the results of the qualitative part and coding in six categories including causal conditions (entrepreneurial leadership, human resource capabilities, new social needs), contextual conditions (organizational culture and values, organization mission and organizational structure), central (innovation, intelligent risk-taking) ),strategy (strategic renewal, empowering policies and entrepreneur-oriented talent management), intervening conditions (economic/social environment), outcomes (human capital improvement, organizational performance improvement and social value creation) and presented in a small part to evaluate the paradigm model has been.

Today's world is characterized by rapid changes in customer expectations, technologies and work methods. In order to adapt to these changes, organizations are forced to design and implement creativity-stimulating structures and approaches. Knowledge management provides a platform for improving the organization's performance by identifying, collecting, storing and sharing knowledge. One of the areas that can improve under the influence of knowledge management is organizational creativity and entrepreneurship. Capable leadership can direct and motivate the forces of the organization towards the goal. Therefore, the current research seeks to investigate the impact of knowledge management on organizational entrepreneurship with the mediating role of leadership in Bank Saderat Hormozgan branches

In terms of purpose, the present research is applied in terms of data collection method, descriptive correlation type, and cross-sectional in terms of time. The statistical population of this research includes the employees of Hormozgan Bank Saderat branches, which was calculated using Cochran's formula and a sample size of 184 people was selected by simple random sampling. In order to collect information, the questionnaire of knowledge management (Chen and Huang, 2009), organizational entrepreneurship (Brown et al., 2001) and leadership (Bass and Alio, 2000) was used. Cronbach's alpha coefficient of knowledge management, leadership and organizational entrepreneurship variables were 0.768, 0.701, 0.796, respectively, and their content validity was confirmed using experts' opinion.

The research findings show that knowledge management has a positive and significant effect on organizational entrepreneurship and leadership. In addition, the positive effect of leadership on organizational entrepreneurship and the mediating role of leadership were confirmed.

The variables of knowledge creation and knowledge storage have the highest factor loadings indicating their significant role in knowledge creation, emphasizing the essentiality of identifying and creating knowledge for successful knowledge management implementation. Regarding leadership, the non-intervening nature of leadership rejects the meaningful relationship between non-intervening leadership and knowledge management, as evidenced by the conducted analyses using any software. Utilizing organizational leadership to achieve predefined organizational goals and encourage employee autonomy and innovation fosters a dynamic environment and enables organizational entrepreneurship.

 The study has been conducted to analyze the impact of kindness and humor of managers on the attractiveness of the employer's brand with the mediating role of organizational entrepreneurship in private universities of Herat Province.

 The present research is an applied research and descriptive survey. This study was conducted in Herat and statistical population is managers of private universities of Herat Province. 360 people were selected as a sample by stratified sampling. A questionnaire method was used to collect primary data and a library method was used for secondary data. The questionnaire was designed by different studies and also based on the conditions of the study area. This research includes four variables of managers' kindness, managers' humor, employer brand attractiveness and organizational entrepreneurship. In order to analyze the data and to test the research hypotheses, the confirmatory factor analysis (CFA) technique and structural equation modeling (SEM) using Amos24 software have been used.

 The results of this study showed that the effect of managers' kindness on employer brand attractiveness with a path coefficient of 0.70 and a managers' humor of 0.33 is confirmed, which indicates that the managers' kindness variable predicts a total of 70% of changes in employer brand attractiveness and managers' humor variable predicts a total of 33% of changes in employer brand attractiveness. The results show that the variable of organizational entrepreneurship with path coefficients of 0.015 and 0.03 and significant coefficients of 0.002 and 0.01, as a mediator in relation between manager's kindness and humor and employer brand attractiveness was confirmed.
 According to the results of the hypotheses analysis, the model is well-fitted and all the hypotheses are confirmed. The results of hypotheses test showed that managers' kindness (70%) and managers' humor (33%) had a direct and significant effect on employer brand attractiveness, and also the organizational entrepreneurship mediation in relation between managers' kindness and humor and employer brand attractiveness was confirmed.

 The text discusses the findings of a study that focused on the role of managers' kindness and humor, as well as organizational entrepreneurship, in the success and employer brand attractiveness of private universities. The study found that managers' kindness and humor have a positive causal effect on the employer brand attractiveness of private universities. These two factors guide the employer brand attractiveness in a positive direction. Additionally, the study highlighted the positive impact of managers' kindness and humor on organizational entrepreneurship.The practical implications of the study suggest that universities can enhance their employer brand attractiveness by developing entrepreneur-oriented programs and fostering partnerships among entrepreneurs. Creating an incentive environment for innovation, providing opportunities for employees to present ideas, and fostering a friendly workplace atmosphere can also increase innovation capabilities and employer brand attractiveness effectively. Ultimately, the study concludes that managers' kindness, managers' humor, and improving entrepreneurial capabilities within university staff contribute to the creation of entrepreneurial businesses characterized by creativity, innovation, and value creation, thereby enhancing employer brand attractiveness in universities.

Organizational entrepreneurship can maximize productivity to achieve organizational goals in a way that individuals seem to strive to achieve their individual goals. Therefore, this research was conducted with the aim of investigating the role of synergistic leadership of school principals in organizational entrepreneurship by mediating the productive behaviors of technical and vocational teachers.

The quantitative research method is correlation studies and covariance-based structural equation modeling approach. The research population was all the teachers of technical and vocational schools in Tehran province, and a sample of 364 teachers was selected from this population using proportional stratified random sampling based on Cochran's formula. In order to collect data from the researcher's questionnaire made of the synergistic leadership; a researcher-made questionnaire of teachers' productive behaviors; and the organizational entrepreneurship questionnaire of Hughes & Morgan (2007) was used. Cronbach's alpha techniques and confirmatory factor analysis were used to determine the reliability and validity of the organizational entrepreneurship questionnaire, and the reliability and validity of the researcher-made questionnaire of synergistic leadership and the researcher-made questionnaire of productive behaviors were investigated with Cronbach's alpha techniques, content validity ratio, exploratory factor analysis and confirmatory factor analysis, In order to analyze the data, structural equation modeling was used by Lisrel software.

The results showed that synergistic leadership of managers has a positive and significant direct effect on organizational entrepreneurship at the level of 0.05. Synergistic leadership of school principals has a positive and significant direct effect on teachers' productive behaviors at the 0.05 level. Teachers' productive behaviors have a positive and significant direct effect on organizational entrepreneurship at the 0.05 level. The synergistic leadership of school principals through the productive behaviors of teachers has a positive and significant indirect effect on organizational entrepreneurship at the level of 0.05. Also, the synergistic leadership of school principals and the productive behaviors of technical and vocational teachers are able to explain 0.19 of the variance of organizational entrepreneurship.Discussion and

By using a synergistic leadership style, school principals will promote and promote entrepreneurship and facilitate the emergence of productive behaviors by teachers.

The aim of the research was to investigate the role of organizational ambidexterity of schools in organizational entrepreneurship by mediating teachers' productive behaviors. The research community was the teachers of technical and vocational schools in Tehran province. A sample size of 364 teachers was selected using proportional stratified random sampling based on Cochran's formula. The quantitative research method is correlation studies and covariance-based structural equation modeling approach. Collecting data with organizational ambidexterity questionnaire of Jansen, The researcher made questionnaire of teachers' productive behaviors and the organizational entrepreneurship questionnaire of Hughes & Morgan were conducted. The reliability of the questionnaires was evaluated with Cronbach's alpha technique. Reliability of the organizational ambidexterity questionnaire (0.944), The teachers' productive behavior questionnaire (0.944) and the organizational entrepreneurship questionnaire (0.921) were. The validity of the questionnaires was evaluated with the techniques of content validity ratio, exploratory factor analysis and confirmatory factor analysis. In order to analyze the data, structural equation modeling was used by Lisrel software.The results showed that the organizational ambidexterity of schools and teachers' productive behavior have a direct and positive effect on organizational entrepreneurship at the level of 0.05; The organizational ambidexterity of schools has a positive indirect effect on organizational entrepreneurship at the level of 0.05 due to teachers' productive behavior; Also, the organizational ambidexterity of schools and teachers' productive behavior are able to explain 0.36 variance of organizational entrepreneurship.

Organizational entrepreneurship is one of the ways for government organizations and institutions to respond to environmental requirements. Many organizations have turned to team-based systems to increase accountability and work to foster innovation and creativity. In today's organizations, most of the departments of the organization act like a team and cooperate with each other to achieve the goals of the organization. The main purpose of this study is to investigate the factors that improve the level of team creativity and its impact on organizational entrepreneurship.

The present study is an applied research in terms of purpose and descriptive-correlational details in terms of data collection method. This research has been done in government offices of Sarayan city. Data collection tools were standard questionnaires. After confirming the validity and reliability of the instrument, the collected data were analyzed by SPSS and AMOS software using structural equation modeling.

The results showed that team interaction behaviors, rapid team trust, conflict and interdependence of tasks have a significant effect on the level of team creativity. Also, the level of performance of team creativity has a significant effect on organizational entrepreneurship.

According to the findings of this study, use of work teams causes creativity. On the other hand, creativity is the main element of organizational entrepreneurship. Organizations in which new ideas are supported and progress quickly and go along with environmental changes, better identify opportunities and take advantage of them. By removing them, they differentiate themselves from other organizations and become entrepreneurial organizations.

Organizational social entrepreneurship can be defined as "pursuing entrepreneurial behavior in organizations to create social value." Therefore, identifying the dimensions of social entrepreneurship and the relationship between these dimensions, helps us to understand this phenomenon and provide a model of organizational social entrepreneurship in non-profit organizations, which is the main purpose of this article. In terms of applied purpose and in terms of research method, considering that the emphasis is on recognizing the dimensions of organizational social entrepreneurship, the case and context sample method has been used to identify the components of the research through a questionnaire. Organizational social entrepreneurship and the relationship between these components in 10 non-profit organizations in Iran are studied as examples. Focal correlation analysis was used to analyze the data. The results show that the four main dimensions of social entrepreneurship include organizational, strategic, environmental, environmental and start-up dimensions, which is an organizational dimension consisting of 7 components including entrepreneurial organizational culture, organizational resources, economic rationality, control and evaluation. Performance - Characteristics, Values and Behavior of Employees - Organizational Communication - Appropriate Organizational Structure and Strategic Dimension Including 2 Components Including Characteristics, Values and Behavior of Strategic Leaders - Vision Mission and Environmental Advancement Dimension Including 3 Components Including Government Support And municipality - appropriate economic environment - appropriate social environment and one component includes the start-up phase based on the initial actions and there is a correlation between all components of organizational social entrepreneurship

One of the desirable mechanisms for organizations to respond quickly and appropriately to increasing environmental changes is the creation of entrepreneurial organizations. The purpose of this study is to determine the effect of job motivation on organizational entrepreneurship mediated by organizational commitment. The present study is descriptive-correlational in nature of the type of structural equation model and applied in terms of purpose. The statistical population of this study consists of 1340 teachers in the elementary period of 1401-1400 urban and rural areas. The sampling method used is multi-stage cluster sampling method. Also, due to the heterogeneity of the statistical population, the stratified sampling method was used. From the aforementioned statistical population, a sample of 310 people (223 females and 87 males) were selected based on Morgan's table. Data were collected using the Salanova and Shuffley (2004) Job Achievement Questionnaire, Allen and Meyer (1990) Organizational Commitment Questionnaire, and the Baringer & Bleudern (1999) Organizational Entrepreneurship Questionnaire. The collected data were analyzed by Spss, lisrel software. The results show that the direct effect of job motivation and organizational commitment on organizational entrepreneurship is 0.18 and 0.82, respectively. Also, the indirect effect of job motivation on organizational entrepreneurship mediated by organizational commitment was 0.47. Given the role of organizational entrepreneurship in achieving the goals of the organization and its impact on job motivation and organizational commitment, managers in organizations should support the field to promote entrepreneurial culture in the organization.