Organizational Entrepreneurship

Today, organizational entrepreneurship is considered as an effective factor in growth, creativity and dynamicity of organizations in order for their promotion and survival. Therefore, the present study aims to identify and explain the dimensions of an entrepreneur-training organization and its impact on the organization’s policies. The research method, due to sequence of qualitative and quantitative methods, is a sequential mixed method. In the qualitative section, the statistical population of this study is consisted of experts and elite in the field of management having experience in administrative system. Using a targeted sampling method and snowball method, 15 experts of the mentioned statistical population were identified and semi-structured interviews were conducted with them. In the quantitative section, the statistical population of this study is consisted of heads of trade unions of Khorasan Razavi’s chambers of business who are 850 people. The sample size has been calculated to be 265 people using Cochran formula, and simple random sampling method has been used for collecting the data. The collected data has been analyzed using structural equation modeling technique and Amos software. Finally, four dimensions of innovation, creativity, risk taking and independence have been identified as the dimensions of entrepreneur-training organization and the impact of each of these dimensions on the organization’s policies has been confirmed.

Purpose: Purpose of this study is Analysis of the Impact of Human Resources Management, Intellectual Capital, Organizational Entrepreneurship on Organizational Performance. The statistical population of this study is employees of a government university of Kermanshah Province. This study is descriptive-survey type of correlation research. Materials and method: For data collection, the Standard questionnaires was used. in this field. To review the validity of the questionnaires was used content validity and on the other side of convergent validity, this illustrates the fact that the validity of the questionnaires is suitable. Reliability of the questionnaires was calculated with The Cronbach's alpha coefficient for the questionnaires was examined (0.86, 0.80, 0.87 and 0.70) respectively. Findings: The results of testing hypotheses by SMART-PLS software and using the t-test statistics and path coefficients (=), showed that a Human resource management has strong, strong, moderate, and significant impact on intellectual capital, organizational entrepreneurship and organizational performance, respectively. The results indicate that intellectual capital has moderate, weak, and significant impact on organizational entrepreneurship and organizational performance, respectively. Finally, organizational entrepreneurship has a strong and significant impact on organizational performance, Discussion: University studied must pay attention to human resource management and intellectual capital and organizational entrepreneurship to achieve good organizational performance.

The present study aimed to investigate the impact of organizational entrepreneurship on improving competitive advantage with the mediating role of innovation. The present study was applied in terms of aim, descriptive-survey in terms of data collection method, and quantitative in terms of type of data collected. The statistical population of the study included 75 executive managers of companies operating in the start-up digital industry. Using a convenience random sampling method and Cochran's formula, 63 people were considered as the sample size. Data were analyzed using Smart PLS software. The results obtained from path coefficients and significant coefficients showed that organizational entrepreneurship and competitive advantage have a significant and positive effect on the innovation of start-up digital industries. It was also concluded that organizational entrepreneurship has a positive and significant impact on competitive advantage. It was also found that competitive advantage could mediate the relationship between organizational entrepreneurship and innovation.

The aim of the study was to investigate the role of synergistic leadership of school principals and systematic innovation of school organization in organizational entrepreneurship with the mediation of organizational ambidexterity and teachers' productive behaviors. 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. The quantitative research method is correlation studies and covariance-based structural equation modeling approach. In order to collect data from the researcher-made Synergistic leadership questionnaire; the researcher-made Systematic innovation questionnaire; the Organizational ambidexterity questionnaire of Jansen (2006); the researcher-made Teachers' productive behaviors questionnaire; and the Organizational entrepreneurship questionnaire of Hughes & Morgan (2007) were used. The reliability and validity of questionnaires were evaluated by the Cronbach's alpha techniques, content validity ratio, exploratory factor analysis and confirmatory factor analysis. In order to analyze the data and test the research hypotheses, correlation matrix analysis and structural equation modeling were used by SPSS 25 and LISREL 10.5 software. The results showed that: synergistic leadership and systematic innovation had a direct, positive and significant effect on organizational ambidexterity, teachers' productive behaviors and organizational entrepreneurship. synergistic leadership and systematic innovation had a positive and significant indirect effect on organizational entrepreneurship through organizational ambidexterity and teachers' productive behaviors. The variables of synergistic leadership, systematic innovation, organizational ambidexterity and teachers' productive behaviors were able to explain 0.37 of the variance of organizational entrepreneurship