Reyhane Shoghi; MohammadReza Ahanchian; Davood Ghorooneh
Abstract
1- INTRODUCTIONRegarding market globalization and its increasing pressures, the organizations should develop a constant ability to meet the customers' needs and wants to survive. Different market needs arouse endless changes in the life-cycle, shape, quality, and price of products and services. This ...
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1- INTRODUCTIONRegarding market globalization and its increasing pressures, the organizations should develop a constant ability to meet the customers' needs and wants to survive. Different market needs arouse endless changes in the life-cycle, shape, quality, and price of products and services. This issue is especially important for industrial organizations that are generally established to generate revenue. In this situation and given such challenges as rapid obsolescence of goods and products, reduced life-cycle, and increased potential fluctuations, the question is what solutions the organizations need to achieve competitive advantage to survive.2- THEORETICAL FRAMEWORKAccording to research evidence, entrepreneurship s one of the most important tools that can ensure the organizations' survival and help them solve their problems. organizational entrepreneurship is a process through which all the employees perform the role of an entrepreneur and perform individual and group activities continuously, quickly, and easily. many studies are conducted to examine the various factors affecting organizational entrepreneurship such as managerial support, organizational structure, culture, and communication, control and evaluation, human resource development, knowledge management, human resource subsystems, and so forth. meanwhile, human resource development is considered as one of the most important affecting factors of organizational entrepreneurship. human resource development is closely related to organizational entrepreneurship, meaning that organizational entrepreneurship includes organizational learning, performance enhancement through collaboration, creativity, and individual commitment. this study aims to propose a model for human resource development, at the individual and organizational level, based on organizational entrepreneurship in industrial organizations.3- METHODOLOGYThis research is a case study based on a qualitative design. the required data were collected through in-depth interviews with several academic experts and senior and middle managers in the field of human resource development and organizational entrepreneurship of industrial companies located in khorasan razavi province. twenty-three persons were selected and interviewed to reach theoretical saturation.4- RESULTS & DISCUSSIONOut of 23 interviews, 389 open codes, 21 concepts, and four components were identified as follows. prerequisites of human resource entrepreneurial behavior, the first component, includes entrepreneurial mindset, entrepreneurial organizational culture, internal and external organizational cognition, individuals' entrepreneurial characteristics, core competencies, entrepreneurial strategic vision, entrepreneurial strategic planning, entrepreneurial mission statement, and matrix organizational structure. the second component represents the activators of human resource entrepreneurial behavior, including organizational entrepreneurship-based rules and regulations, high-level organizational entrepreneurship-based expectations, clarity and transparency of organizational roles, and entrepreneurship-based performance appraisal. the third component i.e., the enhancers of human resources entrepreneurial behavior is comprised of human resource development strategies, organizational networking, knowledge management, talent management, and technological infrastructures. component four represents providing entrepreneurial behavior enhancers and includes the motivators, human resource subsystem strategies, and top management support. the obtained model of entrepreneurship-based human resource development includes seven steps as the following: 1) assessing the organizational prerequisites of entrepreneurial behavior, 2) defining the activators of entrepreneurial behavior, 3) presenting problem-based projects at the individual and organizational level, 4) determining the developmental requirements of the organization's human resources, 5) activating the developers of entrepreneurial behavior, 6) providing the boosters of entrepreneurial behavior, and 7) evaluating the results and performance at the individual and organizational levels.5- CONCLUSIONS & SUGGESTIONSThe organization's tendency to be an entrepreneur organization has a positive effect on human resource development. if an organization wants to become an entrepreneur organization, it has to develop its human resource. according to research results, some implications are provided for human resource development as entrepreneurship-based strategies of industrial enterprises. the first is to transform the structure of the organization into a matrix structure because teams and workgroups are emphasized by organizational entrepreneurship. on the other hand, in any project, active employees are required to support each other's learning and to develop team members to achieve the project goal. the second strategy is to design an entrepreneurship-based performance appraisal system. in other words, employees should be evaluated based on entrepreneurial indices. in this regard, it is recommended to benchmark the world-renowned companies. the last strategy is to provide entrepreneur employees with specific opportunities for growth and development instead of providing them with specific content since entrepreneurs are self-developed individuals. organizations should consider this issue in their organizational training and development strategies.