فصلنامه پژوهش های مدیریت منابع سازمانی
سال دوم شماره 1 (پیاپی 5، بهار 1391)

In spite of emphasis on role of organizational resource and human resources in particular, on entrepreneurship in literature of management, has not been presented an integrated pattern for Iranian organizations that measures influence of hr subsystems on entrepreneurship. By concentration of key role of human resources on entrepreneurship, present research is seeking to consider influence of different practices of human resource management on promoting of entrepreneurship in oil industry of Iran. Research methodology includes both descriptive and correlation analysis based on structural equation modeling. Data was collected by means of questionnaire that was distributed among top and middle manager of Contracting company in oil industry. Research result Indicates that human resource subsystems including human resource Acquisition, work design, development, labor relation and compensation, have influence on organizational entrepreneurship. And only training has not any impact on entrepreneurship. Furthermore, research indicates that the most impact of human resource management on entrepreneurship is indirectly and through creating supportive environment of innovation.

In recent years, the continuous changes of business environment have demanded the organizations to control their internal and external environments and to analyze the information obtained from these changes. Due to this, the organizations are able to seize the opportunities and to deal with the threats. In this regard, providing required information of each department of the organizations, the organization strategic intelligence systems, as new tools, assist the managers to do their best regarding the opportunities and threats. Thus, identifying the different kinds of intelligence based on each department of the organization's information needs to make proper decisions; this study aims at designing an innovative model for measuring organization strategic intelligence from both perspectives of internal and external environments. For the purpose of this study, the required data was collected through delivering a questionnaire to the organizations which used the business intelligence systems. The validity of the provided model was evaluated through using discriminant validity, convergent validity and structural equation modeling. The findings reveal that organization strategic intelligence is measured through internal intelligence and external intelligence. Moreover, the Iranian organizations have reported an average level of strategic intelligence which indicates the necessity of better understanding and optimized implementation of these systems.

The present Research as” Design Business Agility Dynamic Model in manufacturing organization with dynamic systems approach”was performed. Initially the literature review discussed. The data gathered in this stage provided us with the possibility to present a conceptual framework for the study. Subsequently, through interviewing with experts, some indices for evaluating the variables in the model were identified. On the following stage, a questionnaire was developed. The questionnaire included 116 items, based on a 7-point Likert scale. After determining the validity and reliability of the results of the research revealed that agility capability, agility outcomes, and the internal supply chain of the organizations were less affected by environmental factors than agility enablers. The environmental drives by means of agility enablers, supply chain processes, agility capabilities and agility outcomes influence organizationsThen, design Agility Dynamic Model and evaluated effect of changes in environmental drives and Policy of executives on organizational agility resultsAfter determining the validity and reliability of the results of the research revealed that agility capability, agility outcomes, and the internal supply chain of the organizations were less affected by environmental factors than agility enablers. The environmental drives by means of agility enablers, supply chain processes, agility capabilities and agility outcomes influence organizationsThen, design Agility Dynamic Model and evaluated effect of changes in environmental drives and Policy of executives on organizational agility results

Strong social capital plays a vital role in quick access and convenient scheduling to a variety of information. Secure Communication prepares access to numerous resources, and promotes information receiving and improves people’s comprehension about their knowledge in a certain range. Social capital facilitates give rise to access to information, (information received from reliable people, who generally are accurate, relevant and reliable) that is one of key components of entrepreneurial opportunities. Research innovations are in combination of both social capital and marketing activities using concept mapping methodology as a inductive and deductive methods. In this study was used of criterion purposive sampling method and in-depth semi-structured interviews with 10 experts to saturation point. The results indicate prominent and visible position of social capital and dimensions entrepreneurial firms marketing activities. Social capital is mapping the five clusters marketing mix, control and assessment of market, market research and analysis of customer behavior, strategic factors and internal factors, and 15 sub cluster; distribution, promotion, price and product (marketing mix), customers, competitors, suppliers and systems and methods (control and assessment of the market), customer behavior and the systems and methods (market research and analysis of customer behavior), structure, style, and employees (internal factors), and customer and market entry (strategic factors).

Autonomy support environments and Job involvement among University of Tehran’s employees: The mediating role of Basic psychological needs.As feedback and an important variable in enhancing an organization’s effectiveness, job involvement causes and consequences recognition is of great importance to managers, and an ultimate goal for organizational behavior management. Considering the importance of self-motivation in job involvement, it is necessary to illuminate job involvement through a motivation theory, for instance: self-determination theory. This theory states that work conditions which allow basic psychological needs fulfillment, pave the way for job involvement. Little research studying the relationship between these needs’ fulfillment and employees’ job involvement have been conducted, which calls for more research on this subject. This research is based on a correlation analysis, utilizing structure equation modeling methods. The Statistical population studied here is all of Tehran University’s employees, through which 113 people have been randomly chosen. Research findings show that autonomy support environments have a significant effect on fulfilling mental needs (0.6), and that mental needs fulfillment, in turn, has a direct significant effect on job involvement (0.54). Moreover, indirect effects of autonomy support on job involvement’s significance (0.33), indicates the intermediary role of mental needs fulfillment in relation to these two variables.

This study aimed to investigate the impact transformational leadership on knowledge worker's organizational behavior citizenship in Iran’s National Oil Company. The research method was descriptive-correlative. 97 experts working at staff Units of Iran’s oil Company were selected, using census method. In order to collect data, two questionnaires were used.1- Bass and Avalio’s transformational leadership questionnaire (a=. /78), 2- Podsakoff’s OCB questionnaire (a=. /89). To analyze data, Pearson’s correlation and structural equation model were used. The finding showed that there was a positive relationship between organizational behavior citizenship with transformational leadership and its components: Idealized Influence, Inspirational Motivation, Intellectual Stimulation, and Individualized Consideration. The findings also showed that there was a positive relationship between all components of transformational leadership (i.e., Inspirational Motivation, Intellectual Stimulation, and Individualized Consideration) and components of organizational citizenship behavior (i.e., conscientiousness, courtesy, sportsmanship and altruism). The finding structural equation model showed that transformational leadership impact on organizational behavior citizenship in Iran’s National Oil Company.