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.
mahdi amiri; mehdi mohammadi; mostafa yazdi
Abstract
1- INTRODUCTION
Leadership style is one of the requirements of an entrepreneur organization which provides the way for creative and entrepreneurial people. To forget bitter experiences while learning from them for not making past mistakes is necessary to move in the direction of organizational entrepreneurship. ...
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1- INTRODUCTION
Leadership style is one of the requirements of an entrepreneur organization which provides the way for creative and entrepreneurial people. To forget bitter experiences while learning from them for not making past mistakes is necessary to move in the direction of organizational entrepreneurship. In other words, the organization should consciously forget in order to facilitate the emergence of new knowledge and experiences. This deliberate forgetfulness requires a precise and effective leadership style in order for the organization to be innovative and entrepreneur.
2- THEORETICAL FRAMEWORK
Reviewing the literature reached little empirical evidence regarding the relationship between leadership styles and organizational forgetting and entrepreneurship. In fact, previous research has investigated paired relationships between variables, but unlike the current research, not simultaneously investigated the three mentioned variables. Therefore, we primarily seek to find a leadership style that is consistent with organizational entrepreneurship. Then, we are to investigate the relationship between leadership styles and organizational forgetting as a mechanism to leave aside the outdated knowledge and improve organizational learning. Finally, we are looking for examining the mediating role of organizational forgetting in the relationship between leadership styles and organizational entrepreneurship.
3- METHODOLOGY
The research type is applied in regard to purpose and is descriptive-correlational in terms of method. The statistical population was comprised of all managers and employees of Shiraz University 288 of which were selected by conducting stratified random sampling based on Morgan's table. The research instrument, after reaffirming the validity and reliability, includes four measures of transformational leadership style, servant leadership style, organizational forgetting, and organizational entrepreneurship.
4- RESULTS & DISCUSSION
Based on obtained results, for Shiraz University staff, there existed positive significant relationships between all variables and components of transformational leadership (subjective encouragement, idealistic influence, inspiring motivation, individual conservation), servant leadership (servicing, humility, reliability, affinity), organizational forgetting (random, purposeful), and organizational entrepreneurship (organizational activities, individual attitude, flexibility, reward status, entrepreneurial leadership, and entrepreneurial culture). The transformational and servant leadership styles of Shiraz University managers were both positively associated with employees’ organizational entrepreneurship. In addition, servant leadership was positively associated with organizational forgetting while the positive relationship between transformational leadership and organizational forgetting was not statistically significant. Therefore, servant leadership directly affected organizational entrepreneurship and indirectly through organizational forgetting. The indirect effect of transformational leadership on organizational entrepreneurship was accordingly removed from the final model.
5- CONCLUSIONS & SUGGESTIONS
The present era is the age of knowledge and continuous learning that change is an integral part of it and organizational environments are constantly becoming more dynamic and competitive. According to obtained results, by strengthening transformational and servant leadership styles and their components, it is expected for the organizations to forget the past bitter experiences and pave the way to increase organizational learning and entrepreneurship. Since the current research was limited to a specific university, the other researchers are recommended to perform it on other universities in order to better explaining the relationships. In addition, it is recommended to explore the opinions of faculty members towards the association of these three variables as well as to investigate the opinions of higher education authorities around the mediating role of purposeful organizational forgetting in regard to organizational entrepreneurship.
Habib Zare Ahmadabadi; Fatemah Zamzam; Mohammad Reza Zare Banadkouki; Mohammad Habibi
Abstract
1- INTRODUCTION
Necessity of Organizational entrepreneurship is result from incompatibility and slow response of small and big scale organizations to increasing rapid, complex and uncertain changes of environment. Therefore, organizations must use external and internal resources effectively and timely ...
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1- INTRODUCTION
Necessity of Organizational entrepreneurship is result from incompatibility and slow response of small and big scale organizations to increasing rapid, complex and uncertain changes of environment. Therefore, organizations must use external and internal resources effectively and timely in order to obtain better competitive advantages. Also learning and innovation for organizations seeking survival and effectiveness are necessary needs and many organizations are heavily seeking entrepreneurial ways and approaches in order to improve their effectiveness, efficiency, and flexibility. So this research aims at identifying and studying influencing factors on organizational entrepreneurship of electricity Distribution Company of Yazd province.
2- THEORETICAL FRAMEWORK
Literature review in the field of organizational entrepreneurship expresses that organizational entrepreneurship is a complex and multidimensional concept which has numerous dimensions and elements. Schipers et al (2008) and Milz et al’s (2009) suggest that these elements are four dimensions including innovation, pro-activeness, self-renewal and risk taking. Innovation is the production and creation of new products, services, processes, technologies and models of business. Pro-activeness means the forecasting and acting to meet future needs through the search and use of opportunities that implies the development of products. Self-renewal in the organization needs to change and reform in organizational mission, reorganization and making big changes in organizational system. Risk taking includes the organizational readiness for employing resources in order to use opportunities and starting projects without knowing the results and return of investment.
Ali Shaemi barzoki; Mahnaz Mohamadi
Abstract
Today, manpower’s growth and development, improvement of skill, creativity and knowledge of work force is considered as a strategic priority at all levels of organization . relevant subjects to the style of leadership and entrepreneurship in an Enterprise are some of the factors that lead to enhance ...
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Today, manpower’s growth and development, improvement of skill, creativity and knowledge of work force is considered as a strategic priority at all levels of organization . relevant subjects to the style of leadership and entrepreneurship in an Enterprise are some of the factors that lead to enhance any human resources productivity. This research was accomplished with the aim of “investigating the impact of transformational leadership on the manpower’s productivity with regards to the role of Enterprise entrepreneurship interface. The sample of study involved 132 employees from Agricultural Organization in Isfahan. Data was gathered through questionnaires and in order to analyze the data SPSS and Smart PLS software were used. The results indicate that there are direct relations between “transformational leadership and enterprise entrepreneurship” and also “enterprise entrepreneurship and manpower’s productivity”. besides, The results indicate that the indirect influence of transformational leadership on manpower’s productivity through enterprise entrepreneurship is more than its alternative.