نشریه مطالعات کارآفرینی و توسعه پایدار کشاورزی
سال ششم شماره 4 (پیاپی 24، زمستان 1398)

The purpose of the study is to analyze the value chain of fisheries businesses with anentrepreneurial orientation in beach seine fishing cooperatives in Golestan province. The surveyresearch method was used in the study. The target population consisted of 13 fishingcooperatives and the required data were collected from three main groups including 11 CEOs,23 employees and 134 workers. The data collection tool was a researcher-made questionnairethat consisted of 62 items to measure the 9 main components of the value chain of fisheriesbusinesses. The validity of the questionnaire was confirmed by the experts and its reliability wasevaluated and confirmed by calculating Cronbach's alpha (average 0.867). The descriptivestatistics of mean and standard deviation were calculated for the items of each component andFriedman test was used to rank the components of the value chain. The results showed that thecomponents of "financial and investment management", "distribution network management","input supply management", "catch management", "manpower management", "riskmanagement", "marketing and sales management", "social network management" and"management of innovation and technology absorption" are more important in the value chainof fisheries businesses, respectively. These results can be used to develop employment andentrepreneurship in the fisheries and aquaculture industry.

Innovative success includes creativity, speed and specialist knowledge. Today organizatonscan no longer afford to do so with their own research and development department. It requiresan opening up of the innovation process in order to be able to use the creatives, experts andtalents outside the organizaton and their ideas, technologies and competences. Therefore, openinnovation is necessary for the competitiveness and sustainability of organizations. The purposeof this survey study is to design an intrapreneurship model based on open innovation at PayameNoor University. The target population includes managers of Payame Noor University intechnology incubator, centers of entrepreneurship and industry relationship as well as managerswith the background of entrepreneurial activities. In this research, first by reviewing relatedliterature, the initial framework of components of entrepreneurship based on open innovationwas identified and entered Delphi process. Therfore required data were collected using Delphiquestionnaires and analyzed using fuzzy Delphi method. The results showed thatentrepreneurship based on open innovation has two dimensions of organizational and human,each includes different components. These components by dimension are process,organizational structure, content (from organizational dimension), and motivational factors,leadership and culture (from human dimension components). Finally, each component hasdifferent sub-indicators that were identified and analyzed in this study.

Over the past two decades, in addition to traditional teaching and research missions, a third mission has been defined for universities, known as the University's business interaction with the community or the University of Entrepreneurs. However, an entrepreneurial university can lead to a relative improvement in the financial situation of universities, and may also lead to an increase in regional or national economic performance; but university entrepreneur are not the last change in the university. in fact, the university's third mission differs significantly by focusing on economics and conventional technology transfer methods and its usual definition desperately needs serious criticism and scrutiny. In fact, there is no single definition of the third or third generation mission of the university, because each country is unique in terms of its institutional set and economic and social contexts, and therefore the prerequisites for the third mission are unique. Based on the situation of agricultural development in Iran and the prevailing environmental conditions, the third mission of agricultural colleges is different from its conventional definition or technology transfer and focus on economic development. This analytical- review article, with a critical perspective, has been written with the aim of clarifying the difference between the third mission and the entrepreneurial university and the university-industry approach and also while paying attention to farmers and Emphasizing the need to change the Triple Helix of industry, government and academia; By presenting a model, it proposes new dimensions of the university's third mission beyond economics in agricultural colleges.

Social entrepreneurship is one of the most important and expanding aspects of entrepreneurial activities at the international level and has a long history. The purpose of this study is to design an interpretive structural model for social entrepreneurship that has been done as a case study in the Social Security Organization. The research method of descriptive-correlational was applied. According to the research methodological process, in the first step, the elements of the social entrepreneurship model were extracted as a result of reviewing the research background and theoretical models, as well as interviewing a group of experts. The outcome of this stage was the identification of 19 components in the form of five main dimensions including social value, contextual factors, taking advantage of opportunities, people and resources. Some of these components include holding business coaching courses with the cooperation of social entrepreneurs, practical training with the support of educational institutions, obtaining the patterns of Social Security Organization by entrepreneurs, aligning national and religious values with social entrepreneurship, NGO support for social entrepreneurship and acceptance entrepreneurship as a value in society was more agreed upon by the respondents. In the next step, in order to establish the relationship and determine the sequence between the dimensions and, as a result to present the structural model, the interpretive structural modeling method was used. In this method, based on the opinions of experts and the results from previous stages, the social entrepreneurship model was drawn.

Entrepreneurial self-efficacy indicates a person's belief in his/her abilities in achieving entrepreneurial goals and activities, the formation of entrepreneurial self-efficacy is influenced by various factors. The main purpose of this study was to investigate the factors effect on students’ entrepreneurial self-efficacy with emphasis on family norms. This research is applied research SMEs in the framework of descriptive-survey research. The statistical population of this study consisted of 3000 students in Islamic Azad University, The data of 341 people were collected randomly based on Krejcie and Morgan table in 2020. SPSS software was used for data analysis. Cronbach's alphat was calculated 0.9 in order to determine the reliability of the questionnaire. The content validity of the questionnaire was also confirmed by consulting the faculty members of the Counseling and Psychology Department and the instructors of the entrepreneurship course. The results of mean comparison showed that there is significant difference between entrepreneurial self-efficiency and “educational level”, “educational style” and “social class” variables. Also, the results showed that the variables of responsibility, educational style, social class and academic performance explain 60.7% of the changes in the dependent variable of the research (entrepreneurial self-efficacy of student). Findings showed that self-efficacy not only has a positive effect on entrepreneurship, but also one of the most important factors in the intention of entrepreneurship and the creation of new companies. Therefore, designing an entrepreneurship-oriented education system and paying attention to the family-social support of individuals will have a great impact on developing the entrepreneurial self-efficacy spirit of students.

Abstract Entrepreneurial marketing as a social concept is the common point of the two fields of marketing and entrepreneurship and has different dimensions. Regarding the importance of recognizing the dimensions of marketing in order to provide the contexts for growth and development of the business, the main purpose of this article, which is based on reviewing the theoretical and empirical literature related to the subject, was to analyze and show the most important dimensions of entrepreneurial marketing. According to the research results, the most important dimensions of entrepreneurial marketing include seven items: risk-taking, being a pioneer, opportunity-oriented, value creation, innovation, customer orientation and resource use.It is also recommended that; According the successful experiences of other countries, holding courses and conferences to introduce the importance of entrepreneurial marketing to business managers, developing the insurance industry, creating marketing and entrepreneurship courses in universities, providing support services to entrepreneurs and holding festivals and exhibitions of direct supply of manufactured products to help develop entrepreneurial marketing as well as business development.

Nowdays, the optimal use of environmental opportunities and the creation of sustainable competitive advantage are among the main concerns of companies. One of the most important techniques in creating a competitive advantage is competitive intelligence. The aim of this study was to analyze the factors affecting competitive intelligence in food industry entrepreneurial companies in Tehran province. The data collection method was mixed (qualitative and quantitative). In the qualitative stage of the participating team, there were 16 university experts who were selected by purposeful method and snowball technique. In a quantitative stage, the target population included the managers of entrepreneurial companies in the food industry of Tehran province, numbering 248 people. The sample size was determined according to Krejcie and Morgan table 150 people and the samples were selected by simple random sampling method. The Delphi method was used to identify the factors and the structural equation method was used to analyze the relationships with SmartPLS3. The results showed that the factors affecting competitive intelligence include factors such: market intelligence, strategic intelligence, competitors' intelligence, technological intelligence, social intelligence and institutional intelligence. Also, structural equation analysis and accounted standard coefficient showed that market intelligence (0.499), strategic intelligence (0.538), competitors intelligence (0.405), technology intelligence (0.381), social intelligence (0.327) and institutional intelligence (0.346) have a positive and significant effect on competitive intelligence. Finally, it can be concluded that competitive intelligence is considered as a strategic management tool and one of the fastest growing areas of business.