Zahra Haghroosta; Ayatollah Momayez; Jalal Haghighat Monfared
Abstract
Implementing the organizational entrepreneurship process in the banking system creates added value for customers and creates innovative services. Therefore, the present study, with the aim of implementing the organizational entrepreneurship process in the banking system, identifies the components and ...
Read More
Implementing the organizational entrepreneurship process in the banking system creates added value for customers and creates innovative services. Therefore, the present study, with the aim of implementing the organizational entrepreneurship process in the banking system, identifies the components and indicators affecting organizational entrepreneurship in the modern banking system in Iran. The research is applied in terms of purpose and descriptive and survey in terms of the type of research method. The information is obtained from two methods of documentary study and Delphi technique. The statistical population includes 23 experts in the field of entrepreneurship and banking, whose views have been extracted and refined in four stages using the fuzzy Delphi method. Based on the output of the analysis, the components affecting organizational entrepreneurship in the country's banking system include 4 dimensions of entrepreneurship, modern banking, organizational entrepreneurship and values and 13 components. Findings show the highest level of expertise in the entrepreneurship dimension: creation, implementation and exploitation of ideas, in the organizational entrepreneurship dimension: people, innovation, goals, structure and environment, in the new banking dimension: information technology, manpower skills, service diversity and in Values dimension: are the values that govern society and the organization. The identified components are able to provide the background of organizational entrepreneurship in the new banking system, improve their performance
manejeh mohammadzadeh; abolfazl amanein; sedrasol hosseni
Abstract
This study aims to identify the relationship between social capital (trust, norms and social networks) and organizational entrepreneurship development. In this study the components of Nahapiet and Ghoshal’s social capital theory and Antonich & Hisrich’s theory about organizational entrepreneurship ...
Read More
This study aims to identify the relationship between social capital (trust, norms and social networks) and organizational entrepreneurship development. In this study the components of Nahapiet and Ghoshal’s social capital theory and Antonich & Hisrich’s theory about organizational entrepreneurship were used. The research method was descriptive correlation and a combination of documentary and field methods. In the field analysis, 372 employees working in Iran Khodro Industrial Group in 2014 participated by filling out a researcher made-questionnaire of social capital (Nehapiet & Ghoshal, 2002) and a researcher-made questionnaire for the seven dimensions of organizational entrepreneurship (Antonich & Hisrich, 2003). Participants were selected and studied using the quota sampling method. Data analysis was done at two levels of descriptive (mean) and expressive (Pearson correlation coefficient, Mean test and binary linear regression). The results showed a direct relationship between social capital and its five dimensions and the rate of organizational entrepreneurship. The results of linear regression test indicated a linear relationship between the two variables of social capital and the rate of organizational entrepreneurship while social capital had the potential of predicting 21 percent of changes in organizational entrepreneurship. Overall, the results showed that organizational entrepreneurship, as a syncretistic construct (technological, managerial and social), is subject to the quality and quantity of social capital and its dimensions.
rasoul rabbani; seyed ali hashemian far; salakeh shirazi
Abstract
Modern world is evaluated by the researchers and experts as the world of changing; meaning old experiences and methods are no more capable of answering organizations' problems and issues of the present and future, therefore, new organizational modern-structured strategies are required; organizational ...
Read More
Modern world is evaluated by the researchers and experts as the world of changing; meaning old experiences and methods are no more capable of answering organizations' problems and issues of the present and future, therefore, new organizational modern-structured strategies are required; organizational entrepreneurship strategyis one of them.This paper aims to study organizational entrepreneurship in the organizations in Iran, and to evaluate entrepreneurship grade of the managers graduated in humanistic within Arak's industrial organizations. Survey method was applied as the research methodology, and questionnaires as the tools for collecting information.In analyzing the data, Kendal statistical tests revealed a statistically significant relationship between education and organizational entrepreneurship, and Pearson statistical test showed a statistically significant relationship between innovation, organizational structure and social capital, and the dependent variable of organizational entrepreneurship. Regarding the fact that these correlations are nonlinear, apositive strong relationship between the three independent variablesmentioned,and organizational entrepreneurshipis found.Results revealed that most of managers in organizationsstudied are at alow level regarding organizational entrepreneurship; only 18.60% showed a strong tendency, 19.20% showed an average tendency, and 62.20% showed a weak tendency towards organizational entrepreneurship. This may be because of the mechanical structure ruling most of organizations studied, preventing innovation, creativity, risk taking, and therefore organizational entrepreneurship. Hence, in order to create and facilitate organizational entrepreneurship, a flexible structureis needed, alongside with organizational trust,and an increased social capital,in order to set organizational entrepreneurshipas a culture. Furthermore, managers of organizations should be committed to organizational entrepreneurship. and apply it as an appropriate strategy and support the organizational entrepreneurs, in order forthe survival and growth of their organization in today's competitive markets.
