Abolfazl Ghasemzadeh; Mohammad Razzaghi; Aziz Hedayati Khoshemehr
Abstract
The aim of this study was to investigate the role of social capital in organizational and social entrepreneurship of Shiraz University staff with emphasis on the mediating role of knowledge management in the second semester of 2019-2020. The present study is applied in terms of purpose and nature and ...
Read More
The aim of this study was to investigate the role of social capital in organizational and social entrepreneurship of Shiraz University staff with emphasis on the mediating role of knowledge management in the second semester of 2019-2020. The present study is applied in terms of purpose and nature and in terms of data collection is a descriptive correlation based on structural equation modeling. The statistical population of the study included all employees of Shiraz University, 558 people. The sample size was 200 according to the statistical population and using simple random sampling method and Morgan table.Standard questionnaires of social capital, organizational entrepreneurship, social entrepreneurship and knowledge management were used to collect data. The face and content validity of the questionnaires were confirmed by researchers and experts. The reliability of the questionnaires was calculated by calculating Cronbach's alpha coefficient of 0.94, 0.71, 0.94 and 0.87, respectively. The obtained data were analyzed using correlation method and structural equation modeling using SPSS and Lisrel software. The results showed that social capital has a direct, positive and meaningful effect on organizational entrepreneurship and social entrepreneurship, social capital on knowledge management, knowledge management on organizational entrepreneurship and social entrepreneurship, Shiraz University staff. Social capital with the mediating role of knowledge management has an impact on organizational entrepreneurship and social entrepreneurship of Shiraz University staff. Also, most of the total effect is related to the effect of social capital on organizational entrepreneurship.Social capital has had a direct positive effect on organizational and social entrepreneurship of Shiraz University staff. Social capital can also have a positive and significant effect on organizational and social entrepreneurship of employees through knowledge management. Therefore, employee knowledge management can strengthen the effect of social capital on organizational and social entrepreneurship. Therefore, in order to achieve organizational and social entrepreneurship, it seems necessary to pay attention to social capital and knowledge management.
Ebrahim Aryani; Adel Zahed Bablan; Ali Khaleghkhah
Abstract
This study aimed to forecast of organizational entrepreneurship based on distributed leadership components was performed. Methodology of this research was descriptive – correlational research. The population of research was the employees of defense industry in 2016 year, the approximate volume ...
Read More
This study aimed to forecast of organizational entrepreneurship based on distributed leadership components was performed. Methodology of this research was descriptive – correlational research. The population of research was the employees of defense industry in 2016 year, the approximate volume of 600 persons constituted. Simple random sampling was used in this study. Number of samples based on Kregci-Morgan table, 234 person were selected. For Data collected questionnaire of Distributed Leadership Inquiry (DLI) (with reliability α=0/96) in seven Subscale organizational culture, participatory decision making, professional development, assignment, lookout and goals, confidence, all around advocation, leadership behavior’s and questionnaire of Organizational Entrepreneurship (with reliability α=0/88) was used. For data analyzing used Spss.v.22 and regression testing. Results showed that components of distributed leadership provided a significant explaining R2=56 percent of variance organizational entrepreneurship (p<0/01, F(4, 225) =63/96, R=0/75) and Quality of participatory decision making (β= 0/251), confidence (β= 0/242), organizational culture (β= 0/226) and components of assignment, lookout and goals (β= 0/132) quota is significant and quota of other components isn’t significant. Therefore, it is imperative that attempts to induce and develop entrepreneurial abilities of employees through appropriate leadership styles as a serious priority should be placed on the agenda of policymakers and planners and top executives of organizations.
