جستجوی مقالات مرتبط با کلیدواژه « Organizational Entrepreneurship » در نشریات گروه « مدیریت »

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 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.

Today, entrepreneurship in the public sector has gained a special meaning and importance, and in addition to private companies, government organizations also emphasize the necessity of organizational entrepreneurship. This research answers two questions with the aim of extracting organizational Entrepreneurship strategies in a Provincial Gas Company in the west of Iran and prioritizing them: First, what are the strategies of organizational entrepreneurship in the researched provincial gas company? And second, what is the weight and importance of the identified strategies compared to each other? In this research, benchmarking, library studies, and interviews were used to identify strategies. The obtained data were analyzed using the Theme analysis method, and as a result of this analysis, organizational entrepreneurship strategies were extracted. The identified Strategies were formulated in the form of 28 propositions and classified into six headings. These topics include Gas supply services and customer affairs, Office and support, Technical Services, Devices and equipment, Assets and real estate, And other initiatives. Then, the online Delphi method was used to determine the weight and importance of each of the propositions (ranking of the propositions). Finally, after prioritizing the propositions, the best organizational Entrepreneurship strategies along with suggestions were presented to the Provincial Gas Company.

 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.

The purpose of this research was to investigate the relationship between talent management and organizational entrepreneurship with the mediating role of knowledge management in Sirjan municipality. This research is applied in terms of purpose and correlational in terms of nature and method. The statistical population of this research consists of all the employees of the above-mentioned company, whose number has reached 1206 people in 1402. Based on the table of Karajesi and Morgan (1970), a sample size of 292 people has been determined from the mentioned statistical population, and the share of each unit and the relevant employees has been determined by random class method and proportional quota method. Data collection tools are three questionnaires. has been standard. Data analysis has been done using structural equations and Lisrel software. The research findings indicate that: there is a positive and significant relationship between talent management and organizational entrepreneurship with the mediating role of knowledge management. There is a positive relationship between talent management and organizational entrepreneurship. And there is meaning. There is a positive and meaningful relationship between talent management and knowledge management. There is a direct and meaningful relationship between knowledge management and organizational entrepreneurship.

The purpose of this study is to study the role of knowledge management in organizational performance through the mediation of organizational entrepreneurship variables in knowledge-based companies. For this purpose, first, by reviewing the research literature and research background, the theoretical framework of the research was developed. Based on this framework, a conceptual model of the research was presented and research hypotheses were developed. In order to test the research hypotheses, the statistical population, including managers and experts of knowledge-based companies, one of the subdivisions of one of the universities in the country was selected, but due to the small size of the population of 90 people, a census was performed. Then, a questionnaire whose questions were extracted from reliable sources and its validity and reliability were confirmed was distributed among this number. Due to the abnormality of data distribution and the shape of the research model, the partial least squares method and Smart PLS 3 software were used for statistical analysis. All three were confirmed based on significant values related to the hypotheses. The effect of knowledge management on organizational performance was equal to 0.713, the effect of knowledge management on organizational entrepreneurship was equal to 0.548 and the effect of organizational entrepreneurship on organizational performance was equal to 0.407. The main suggestion is to focus on knowledge sharing in the organization, by which ideas are created and shared among employees.

The purpose of this paper is to innovate new processes, including understanding social demand, capturing its industrialization, and innovatively reconfiguring integrated knowledge in order to create sustainable development in the community business context. With the emergence of new approaches in social networks, definitions and behavioral models of businesses have undergone structural changes.And with modernization in some of its dimensions has led to a redefinition of concepts in the field of business. For this purpose, a model for organizational entrepreneurship based on corporate governance has been used as an economic solution. Since banks and their subsidiaries have the necessary potential to operate in these areas and are involved in business in some way due to new approaches. Therefore, banks should think about integrating the organizational entrepreneurship structure with corporate governance to use this approach in their business ecosystem. Therefore, research was conducted in the context of one of the developed banks in Iran from this perspective. In order to test the findings of this descriptive study, data collection method through a questionnaire was used. And raw data were analyzed using statistical techniques. In order to validate the model, the structural equation method has been used. Based on the results of statistical studies, all factors had the necessary validity.

The current competitive  environment leads  the  organizations  to gaining  their Competitive Advantage with applying and mastering new rules and technologies, as well as expanding the internal capabilities and competencies. To put it differently, the main aim of organizations is gaining a competitive advantage by resources, rules and new technologies, and organizational capabilities to increase competitiveness and Improve Organizational performance in the current business environment. A Review and Consideration of historical events in Iran’s power industry be also included the important changes in this industry. For instance, founded private electricity distribution companies. Therefore, it has changed the exclusive environment to a competitive environment and also changed the conditions of organizational activities. consequently, there is a need to continuously investigate the structure and organizational activities and upgrade organizational abilities to achieve organizational aims.According to this, organizations are required to break with traditional rules of business, applying and mastering new rules and technologies, as well as expanding the internal capabilities and competencies of the organization in order to gain a competitive advantage. These proceedings require forerunning, risk-taking, innovation and entrepreneurship in general. For that reason, identifying the effective tools and factors in order to provide a platform for the growth and development of entrepreneurship in the organization is a necessity. Strategic intelligence is one of the effective tools in this regard which is activated by the synergy of business intelligence, competitive intelligence and knowledge management in the organization. It is also can play an effective role to create organizational entrepreneurship and to gain a competitive advantage, consequently. Therefore, the purpose of this study is to investigate the effect of strategic intelligence on gaining competitive advantage with considering the mediating role of entrepreneurship in the Tehran Power Distribution Company.The  present  article  examines  the  relationship  between Strategic Intelligence and Compititive Advantage with Considering the mediating role of entrepreneurship in Tehran Power Distribution Company.According to the studies and Review of research literature, it was found that a Few studies have been conducted in context the impact of strategic intelligence on organizational entrepreneurship and competitive advantage. So, according to the above-mentioned matter and the role of strategic intelligence in the Organizational Survival, the present study is to examine the relationship between Strategic Intelligence with Organizational Entrepreneurship and Competitive Advantage.   The  present research is based on the purpose of Applied Research and in terms of nature and method is descriptive-correlation type. This research was conducted in the Tehran Power Distribution Company using questionnaires of Business intelligence, Competitive Intelligence, Knowledge Management, Competitive Advantage and Organizational Entrepreneurship. The statistical population of the study consisted of 160 managers of different top, middle and operational levels in the Tehran Power Distribution Company. The sampling method was a simple random. In the present study, the statistical sample size was determined  based on Principles of multiple linear regression and refferred to Krejcie and Morgan (1970) table to ensure from sample size, which according to the number of 160 people in the statistical population at 95% level, was estimated  based on the table of 113 people. To analyze the data, descriptive statistics method was used to describe  the data (Demographic Characteristics), SPSS software and structural equation modeling (SEM) with PLS software and the data were analyzed.   Results and Discuussion: Research findings showed that among the components of strategic intelligence, competitive intelligence and knowledge management have a positive and significant relationship with organizational entrepreneurship and also with gaining competitive advantage, considering the mediating role of entrepreneurship. But business intelligence has no effect on organizational entrepreneurship as well as gaining competitive advantage, considering the mediating role of entrepreneurship in this organization. In general, strategic intelligence, considering the mediating role of entrepreneurship has a positive effect on gaining a competitive advantage in Tehran Electricity Distribution Company.    Based on the received results, it is suggested that the components of strategic intelligence be considered in order to select and appoint capable and competent managers in Tehran Electricity Distribution Company. Also, Preparations should be taken to use business intelligence in order to make effective organizational decisions and to improve organizational performance.

The main goal of this research is to present the entrepreneurship model of organization based on sustainable development and value-creating relationships in the treatment department of the social security organization in the north of the country. The statistical population of the present research consists of two groups of theoretical and experimental experts, totaling 30 individuals. Moreover, the statistical population of the research includes the experts of the treatment department of the social security organization in the north of the country, from among whom, 146 participants were selected based Morgan's table as the research sample. Descriptive and inferential statistical methods were used to test research hypotheses. In order to answer the main research question, first, the research components were identified using the fuzzy Delphi method and using past research studies in the literature, each of which is under the field of entrepreneurship. The research findings showed that there is a significant relationship between social capital and entrepreneurship in the treatment department of the social security organization in the north of the country. Also, the meaningful participation of the employees of the social security organization's treatment department in the area of entrepreneurship and subsequently sustainable development was confirmed.

social capital provides the platform for corporate entrepreneurship; because organizations need social capital components for innovation. Therefore; the main purpose of the research is to study the role of social capital on organizational entrepreneurship.

research method is quantitative meta-analysis (cma3); the tool is a reverse questionnaire; statistical population of the research: 56 survey researches (scientific-research) of which 36 researches with respect to the validity, and quality of the research; existence of correlation coefficient, sample size and significance level of each study were selected. The sampling method was purposive, the validity and reliability of the research was controlled, and their effect size was estimated using the Cohen and Fisher formula.

The findings show that there is a significant relationship between social capital and organizational entrepreneurship, and its overall effect is equal to 0.489 percent.

The tendency of employees towards organizational entrepreneurship increases by increasing social capital in organizations, institutions and companies. The two concepts of social capital and organizational entrepreneurship are interdependent, in such a way that the lack of one causes disorder and functional distortion; and the coordination of the two; it improves the atmosphere of peace, trust, confidence, self-esteem, financial independence and improves job performance.

Today, the importance of paying attention to emerging digital industries in countries has led to a reduction in various issues and challenges such as employment and unemployment. In a dynamic environment of global competition, organizations are increasingly committed to entrepreneurial activities in order to survive and achieve success, and consider entrepreneurship as one of the development tools for the fledgling digital industry. The purpose of the current study was to present an organizational entrepreneurship model with a positive deviance approach in the fledgling digital industry. Using the qualitative method of content analysis and conducting semi-structured interviews with the experts in the field of organizational entrepreneurship, a model including effective factors (key influential variables, mediators and moderators), consequences and strategies to promote organizational entrepreneurship with a positive deviation approach in industry Start-up digital is provided. Based on the findings of a semi-structured interview with 15 academic experts and executives, 42 constructive themes were formed that can be categorized into 21 comprehensive themes under five factors: effective factors, mediating factors, moderating factors, consequences and strategies. The results showed that paying attention to organizational entrepreneurship and the factors affecting its formation within a positive deviation approach can lead to results such as innovation, growth and organizational improvement.

The main purpose of this study is to provide an organizational entrepreneurship model with emphasis on social capital in the treatment department of the Social Security Organization in the north of the country. This research was conducted by survey method and the statistical population of the research includes experts in the treatment department of the Social Security Organization in the north of the country, of which 416 people were selected as the research sample. A researcher-made questionnaire was used to collect data. The content validity of the questionnaire was confirmed by experts and specialists. Also, to determine the reliability of the research tool, a pre-test was performed in which the calculated Cronbach's alpha value was appropriate for the main scales of the questionnaire. The collected data were analyzed using the multivariate structural equation modeling technique. Findings showed that between social capital and organizational entrepreneurship due to the mediating role of variables (knowledge management, organizational agility, talent management, work ethic, quality of work-life, organizational commitment, job motivation, organizational identity, organizational silence, and cultural intelligence) There is a significant relationship in the treatment department of the Social Security Organization in the north of the country.

The purpose of this research is to investigate the mediating role of market orientation in the relationship between social skills and organizational entrepreneurship in Nab Steel Company. The current research is developmental and applicable in terms of its purpose, and descriptive-correlative in terms of the nature and method of data collection. And it is specifically based on structural equation modeling. The statistical population of this research is all the employees of Nab Steel Company of Mazandaran, which are 150 people; and according to Morgan's table, 108 people were selected as a sample and the random sampling method is simple. In the current research, three questionnaires were used, including the organizational entrepreneurship questionnaire of Robbins and Coulter (1996), the social skills of entrepreneurs of Matson's standard questionnaire, and the market orientation questionnaire of Narur and Slater. The findings of the research showed that the index of social skills has a coefficient of 0.718, or in other words, a 71.8% effect on organizational entrepreneurship with the presence of the mediating variable of market orientation in Nab Steel Company. At the confidence level of 0.95 and according to the t-value which is equal to 18.577, it can be said that there is a relationship between social skills on organizational entrepreneurship using the mediating component of market orientation in Nab Steel Company.

Considering the General Policies of the Administrative System, the present study has identified the dimensions and components of organizational entrepreneurship in the new banking system of Iran. The purpose is providing a suitable model according to the administrative system General Policy. This research which is practical and developmental, uses qualitative-quantitative research methods. The statistical population in the qualitative section includes 23 experts in the field of entrepreneurship and banking. In order to determine factors affecting organizational entrepreneurship in modern banking, interviews and Delphi technique are used. These factors are in the direction of 10, 12, 17 and 26 clauses of the administrative system General Policies. In the quantitative section, 191 experts are selected as a sample by using Sample Power Software. Factors are classified into 4 main groups (entrepreneurship, entrepreneurial organization, modern banking and values). Then the questionnaire was designed according to the identified factors, distributed among the statistical population and the data are analyzed using LISREL Software. The results using Pearson correlation parametric tests and structural equation modeling show that the four factors have positive and significant relationships with organizational entrepreneurship.

Concept mapping of employee entrepreneurial behavior in government organizations (Scientometric approach). Attention to entrepreneurship in organization has become increasingly important in recent years. Most researchers have been looking for why and how employee entrepreneurial behavior develops and they acknowledge this is an effective factor in the profitability of organizations. However, researches in this scope, especially in the institutional context of Iran are scattered and limited. This research that has been done with the scientometrics method and as well evaluation techniques and content analysis of documents, intends to examine studies in this area and by arranging research, provide a conceptual and integrated model by using content analysis of documents. Statistical population of this research is all related documentation provided in Scopus database which includes 1726 documents until 2019 and evaluation and illustration have been done with by using bibexcel and VOSviewer. Based on the classification of all documents, Research on "Employee Entrepreneurial Behavior" is divided into the three sections. Dimensions related to individual factors include "Acquisitive and Inherent", dimensions related to organizational factors include "Dynamics, Culture, Supporting, Learning" and dimensions of the consequences include "Organizational entrepreneurship development, improved performance". Finally, based on identified research gaps, suggestions for future research are provided.