List of Articles کارآفرینی سازمانی

• Open Access Article
  • Abstract Page
  • Full-Text
  
  1 - Investigating the Relationship between Conflict Styles of Managers and Organizational Entrepreneurship of Neyshabour University of Medical Sciences
  azade taghavirad
  Our age is a time of change and, given that organizations are sub-systems of the system of society and are affected by these changes, it is necessary to keep pace with these environmental changes, create a suitable environment suitable for the emergence of new ideas and More

  Our age is a time of change and, given that organizations are sub-systems of the system of society and are affected by these changes, it is necessary to keep pace with these environmental changes, create a suitable environment suitable for the emergence of new ideas and entrepreneurship. In organizations. Entrepreneurship can be considered as one of the most important growth and development engines. It is natural that the purpose of this research is to investigate the relationship between managerial conflict management styles and organizational entrepreneurship among the staff of Neishabour University of Medical Sciences, In this cross-sectional study, information was gathered using two standard and valid questionnaires of Managing Conflict and Organizational Entrepreneurship Margaret Hill, a statistical society consisting of two groups of administrative administrators (60) and administrative staff (3000) Sampling from Morgan's table 52 executives and 341 employees from the employees under the supervision of managers were gathered. Statistical analysis was performed using SPSS 21 software to analyze the data. Results show that there is a significant relationship between conflict management styles and organizational entrepreneurship, there is a significant difference between the dimensions of organizational entrepreneurship of the staff and the demographic characteristics (gender, age, degree of education and work experience). There is a significant difference between conflict styles and demographic characteristics (gender, age, and degree). This study suggests that in order to increase organizational entrepreneurship, employees should use less coercion styles.   Manuscript profile
• Open Access Article
  • Abstract Page
  • Full-Text
  
  2 - Analyzing the role of Mediating Intellectual Capital and Organizational Entrepreneurship in effect Human Resource Management on Organizational Performance (Case study)
  peyman akbari kamran nazari
  Purpose of this study is effect the role of Human resource management, intellectual capital and organizational entrepreneurship on organizational performance. The statistical population of this study is employees of Payame Noor University of Kermanshah Province.This stu More

  Purpose of this study is effect the role of Human resource management, intellectual capital and organizational entrepreneurship on organizational performance. The statistical population of this study is employees of Payame Noor University of Kermanshah Province.This study is descriptive-survey type of correlation research. For data collection, the standard questionnaire was used. To review the validity of the questionnaires was used content validity (The questionnaire confirmed by a group of university professors) and on the other side of convergent validity (average variance of output (AVE)) 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. The results of testing hypotheses by SMART-PLS software (VERSION2) and using the t-test statistics and path coefficients (=), showed that a Human resource management has a strong, direct, and meaningful impact on intellectual capital But HRM has a strong, moderate, direct, indirect, and meaningful effect on organizational entrepreneurship and organizational performance,respectively, The results indicate that intellectual capital has a moderate, direct and significant impact on organizational entrepreneurship, Also, intellectual capital has a weak, direct, indirect and significant organizational effect on organizational performance, Finally, organizational entrepreneurship has a weak, direct and significant impact on organizational performance, As a result, the role of mediating intellectual capital and organizational entrepreneurship in the relationship of human resource management on organizational performance. Manuscript profile
• Open Access Article
  • Abstract Page
  • Full-Text
  
  3 - The relationship between managers' business intelligence and organizational entrepreneurship (Case Study: Selected Branches of Bank Melli in Isfahan)
  Hadi Teimouri Naeime  Mohammadrezaei Elham  Ghasemi maryam Dezhtaherian
  Undoubted the business intelligence is the new approach to business and organizational architectures that provides quick access to data and analyze them based on users. Another aspect entrepreneurship is a key role in developing the economy and stability of all societie More

  Undoubted the business intelligence is the new approach to business and organizational architectures that provides quick access to data and analyze them based on users. Another aspect entrepreneurship is a key role in developing the economy and stability of all societies. So that today an indicator of the growing development in numerous countries. Therefore, the present study aims to explore the relationship between business intelligence and organizational entrepreneurship from the viewpoint of managers and employees of Melli Bank of Isfahan. A stratified random sampling method was used and a sample size of 140 was chosen from among 200 persons. The collected data was analyzed via SPSS and AMOS software. The results of this study reflect the reality that business intelligence managers have a significant impact on organizational entrepreneurship. Manuscript profile
• Open Access Article
  • Abstract Page
  • Full-Text
  
  4 - Designing a model of antecedents of organizational entrepreneurship using interpretive structural modeling
  Dr. Morteza  Moradi Akbar Bayat
  20.1001.1.27170454.1401.11.22.8.2
  Entrepreneurship is one of the important tools in the field of business as well as a way to face the unknown world. Government organizations, like commercial organizations, can step into new procedures and methods through entrepreneurship. The present research was condu More

  Entrepreneurship is one of the important tools in the field of business as well as a way to face the unknown world. Government organizations, like commercial organizations, can step into new procedures and methods through entrepreneurship. The present research was conducted with the aim of presenting the development model of organizational entrepreneurship in government organizations. For this reason, it was tried to design the antecedents of organizational entrepreneurship in the form of a model. The research method is functional in terms of purpose, and structural-interpretive in terms of the method of conducting and collecting qualitative data. The statistical population of the research included experts in the field of entrepreneurship and university professors (22 people in total) who participated in the Delphi panel to extract the factors affecting organizational entrepreneurship based on the three-pronged model according to their opinion. In this way, the experts were first asked to comment on the factors affecting entrepreneurship, and classify them in three dimensions: contextual, structural and behavioral. The method of selecting experts was based on the snowball method. To collect data, firstly, through the Delphi technique, the components related to the three-pronged factors were extracted, and after reaching a general consensus, in order to relate these factors and provide a model of factors affecting organizational entrepreneurship, the interpretive structural modeling (ISM) method was used. MICMAC software for categorize and analyze the power of penetration and the degree of dependence of the factors was used. The obtained results showed that a total of 5 contextual factors, 6 behavioral factors and 11 structural factors are generally involved in the development of organizational entrepreneurship. The results also showed that in the designed model, contextual, structural and behavioral factors are the antecedents of organizational entrepreneurship. At the end of the research, practical suggestions for organizations were presented Manuscript profile