Effects of Organizational Entrepreneurship Strategy in Companies Affiliated to the Organization for Development and Renewal of Mining and Mineral Industries of Iran
Message:
Abstract:

The present research, intending to study the effects of organizational entrepreneurship strategy, is applied in terms of purpose and survey type based on its method of data collection. After 36 companies from Iran Mining and Mineral Industries Development and Renovation Organization (IMIDRO) were reviewed, results showed that the elements of an organizational entrepreneurship strategy included entrepreneurial strategic vision, organizational architecture supporting entrepreneurial strategy and entrepreneurial tendency and behavior. Then, a conceptual research model was developed and applied in the same companies. To investigate the relationships among variables of the research, linear regression was used and to analyze the data, PLS software was applied due to the low volume of the sample available. Findings show that entrepreneurial strategic viewpoint, entrepreneurial sponsorship architecture, and entrepreneurial tendency and behavior respectively affect individual outcomes of entrepreneurship strategy, organizational outcomes of entrepreneurship strategy, and individual and organizational outcomes of entrepreneurship strategy. It is also known that in the structure of these companies, strategies are not integrated with the concept of enterprise entrepreneurship, nor is there entrepreneurial culture in them. Therefore, it has been suggested that managers at all levels together with specialists of the companies decisively attempt to institutionalize entrepreneurship and create entrepreneurial culture. Also, it has been suggested that cases of individual outcomes of the entrepreneurial strategy such as materializing employees’ tacit talents and potentials be taken into consideration so that they can cope with the risks arising from entrepreneurial activities.

Article Type:
Research/Original Article
Language:
Persian
Published:
Journal of Management and Development Process, Volume:32 Issue:1, 2019
Pages:
87 - 111
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