A Study of Relationship between Organizational Structure and Culture with Corporate Entrepreneurship (original) (raw)
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Oman Chapter of Arabian Journal of Business and Management Review, 2013
The objective of present research is applied and the nature and method is descriptive-survey. The population of the study was all staff (227) and faculty members (172) of Mohaghegh Ardabili University. Statistical sample was selected through Morgan table sampling. It was 285 (staff 140 and faculty members 118) that were selected by Stratified random sampling. After gathering data, We Adjusted questionnaire and finally used 199 of them. Data was gathered through a questionnaire. The questionnaire has construct validity and its reliability. The validity was confirmed by experts and possess context and construct validity. To determine its reliability, Cronbach was used. In order to analyze the data resulted from collected questionnaires deductive and descriptive statistical methods are used, and to display some statistical data we used column diagram and in deductive level to test the hypothesis of the research we used spearman correlation. The results show that structural and behavioral factors of organizational cultural are all significantly and positive related with organizational entrepreneurship at University of Mohaghegh Ardabili. Strong positive correlation was found between behavioral factors of organizational cultural and implemented and operated idea.
Organizational culture and corporate entrepreneurship
Annals of the University of Petrosani: Economics, 2014
Keeping and increasing competitive advantages in a relatively longer period of time has become very difficult and challenging for businesses. In order to survive in a very turbulent business environment, large organizations are under the pressure of constant changes while struggling to overcome what has been done in the near past. The business strategies that are based on passive adaptation to changes increasingly give way to the innovation-based proactive strategies, which means the implementation of different forms of corporate entrepreneurship. Corporate entrepreneurship has become necessary precondition for sustainable business development. One of the key elements of corporate entrepreneurship model relates to the creation of an adequate organizational culture that includes referent values of entrepreneurial culture as well as motivational factors that support effective implementation of these values in the corporate environment and foster entrepreneurship to grow and flourish.
The Role of Culture on Entrepreneurship Development
The International Journal of Knowledge, Culture, and Change Management: Annual Review, 2009
In recent years a growing awareness of the importance of entrepreneurial activity for economic development has triggered research on the fundamentals of entrepreneurship. Cross-national differences in levels of entrepreneurial activity may be explained by a wide range of economic, technological, cultural and institutional factors. In particular, differences in value systems and cultural orientations towards entrepreneurship have been argued to affect entrepreneurship. Culture has played an increasing role in demographic explanations over two past decades. For understanding the motivation of entrepreneurship behavior, it is necessary to have some knowledge of its properties as for understanding the context in which behavior occurs, having some knowledge of its properties is necessary. This paper examines the role of culture on entrepreneurship development with reference to Iranian culture. It explains the cultural attributes of Iran and how those affect their entrepreneurial behavior. The approach for tackling the subject mainly would be literature review with content analysis in the subject area. Based on review and analyzing of existing literature and data in this area, this paper presenting a model that identifies cultural factors that most significantly being influenced on entrepreneurship development in Iran. Since the subject is newly introduced, identification and model building could be original and be used in entrepreneurship development for Iran.
The Mechanism and the Direction of Organisational Culture’s Impact on Corporate Entrepreneurship
Teme, 2023
The paper analyses the mechanism, that is, the way in which organisational culture impacts corporate entrepreneurship. Additionally, the paper analyses the direction of this impact, that is, the assumptions, values, and norms through which culture creates a positive context for corporate entrepreneurship. Corporate entrepreneurship, broadly defined as entrepreneurship within organisations, becomes a prerequisite for the organisations' survival and development in the era of globalisation, and radical technology and market changes. Organisational culture as a system of assumptions, values, and norms shared by employees and managers significantly determines their opinions and behaviour. The paper demonstrates that organisational culture impacts corporate entrepreneurship by shaping the employees and managers' interpretative schemes through its assumptions and values. Thus, organisational culture impacts employees and managers' behaviour in everyday work, and thereby the extent to which this behaviour will be entrepreneurial. We applied the fragmented and integrated approaches in identifying the cultural assumptions, values, and norms through which organisational culture positively impacts corporate entrepreneurship. The fragmented approach showed that organisational culture positively impacts corporate entrepreneurship if it highly values innovations and changes, people development, open and intensive interactions and communications, the autonomy of employees and loose control, identification with the company, focus on work, and openness towards the environment. The integrated approach showed that the following culture types positively impact corporate entrepreneurship: adhocracy culture in Quinn and Cameron's classification, and constructive culture in Human Synergetics' classification.
The Effects of Organizational Structure on the Entrepreneurial Orientation of the Employees
JOURNAL OF INTERNATIONAL STUDIES, 2013
This study aims to investigate the effects of organizational structure on the entrepreneurial orientation of the employees in metal industries of Kaveh Industrial City of Iran. The research was conducted in 2012. The methodology of this research is functional according to its objective, and it is a descriptive survey according to its data collection method, and it is a quantitative research due to the type of its data that have been collected by questionnaire. In order to assess the dimensions of the organizational structure we have used Robin's Standard Questionnaire and in order to measure the entrepreneurial orientations, we have used Dess and Lumpkin's standard questionnaire of entrepreneurial orientation. The pollution of the research was included 4700 employee involved in metal industries of Kavek Industrial City, among whom, 355 people was selected as the research sample by using Cochran formula and sampling method of relational stratified random sampling method. Then we applied Spearman's regression test and multi-regression (in SPSS) and the Structural Equation Modeling (in LISREL) to analyze the data. The analysis showed that the organizational structure has a positive significant effect on the entrepreneurial orientation of the employees of the organization. The finding of this research can help the managers of the metal industry identify the weaknesses and strengths of their organizational structure and the appearance of people's orientations and behaviors toward the entrepreneurial activities.
Jundishapur Journal of Health Sciences, 2014
Background: Organizational entrepreneurship focuses on proactive actions, which may lead to the new productions, new services and/ or new processes. Implementation of organizational entrepreneurship plans has many benefits including organizational cost reduction and the increase of organizational capital assets. Objectives: This study aimed to investigate the organizational entrepreneurship status in view of the managers of Ahvaz University of Medical Sciences. Materials and Methods: This cross-sectional study was performed on 67 of the managers of Ahvaz University of Medical Sciences. Data were gathered by a 30-item standard questionnaire. Reliability efficient of the questionnaire was 0.77. Ten dimensions of organizational entrepreneurship including innovation, conditions for demonstration of entrepreneurial behavior, detection and discovery of opportunities, level of flexibility, decision-making system, organizational learning, organizational culture, staff training, reward and incentive system and managerial support system for innovative ideas were studied. Finally, the data were analyzed by using the SPSS version 18. Data analyzing was performed by one-way ANOVA and χ² tests. Results: Among the 10 dimensions studies in this study, innovation (with mean score 11.47 ± 2.56) and decision making system (with mean score 11.47 ± 2.65 score) had the highest rank. The dimension of managerial support system for innovative ideas and organizational culture had the lowest ranks, respectively. Overall status of organizational entrepreneurship was desirable (with mean score 104.9 ± 24.4). In addition, the results showed that there was not a significant relationship between organizational entrepreneurship status and demographic and job characteristics of the managers, except educational level (P > 0.05). Conclusions: The status of the organizational entrepreneurship was assessed in view of managers in Ahvaz University of Medical Sciences. The overall evaluation resulted in a desirable scores; however, some dimensions of organizational entrepreneurship such as innovation and decision-making system had better status than other parameters.
Asian journal of management sciences & education, 2013
In today's world, economic conditions and demographic changes have made finding ways to play a leading role in economic scene inevitable. Industrial organizations are recommended to take advantage of corporate entrepreneurship facing with today's environmental conditions. The main objective of this research is to study the relationship between organizational culture and corporate entrepreneurship, with regard to gender, work experience and education. The population of this research is the employees holding university degrees. A sample of 296 employees was randomly selected using Morgan's table. The data was gathered by questionnaire, and analyzed using inferential statistics. The results show that there is a significant relationship between organizational culture and corporate entrepreneurship.
Corporate Culture of Innovative Entrepreneurship
Academy of Entrepreneurship Journal, 2020
The paper deals with the peculiarities of forming the corporate culture for innovative entrepreneurial activity. The process of formation of corporate culture in entrepreneurial activity was presented, the classification of factors of corporate culture was improved, the primary bases of emergence, the status and prospects of corporate culture development in business were analyzed, its principles were systematized. "Corporate culture" is proposed to be interpreted as rules and norms of behavior based on material and spiritual values, cultural, ethical and social needs of employees to achieve entrepreneurial goals. We propose to implement the process of forming corporate culture through such stages as determining the priorities of corporate culture; formation of employee behavior; implementation of effective activity of innovative entrepreneurship and ensuring the interests of all participants of the sphere of innovative entrepreneurship. In order to ensure the formation and...
Cultural conditions for individual and corporate entrepreneurship development
The article focuses on characterizing the two kinds of entrepreneurship – individual and corporate. Their development is the result of a combination of various factors, dependent – both – on the internal (subjective) predispositions of particular individuals who themselves conduct business activities (individual entrepreneurship) and the persons realizing entrepreneurial ventures (corporate entrepreneurship), as well as on the external conditions determining the rate of entre-preneurship development and influencing the effectiveness of this kind of activities. In the study, the subject of the in-depth analysis is the issue of cultural conditions for individual and corporate entrepreneurship development. The authors of the paper draw the attention to the fact that the analysis of entrepreneurship (both – theoretical and empirical) cannot disregard its connection to culture, which creates solid foundations for any human activity, including entrepreneurial activity. Entrepreneurship is a social process which is strongly determined by culture. It depends on patterns and the values that are shaped historically on the level of a family as well as local communities. J. Schumpeter indicated that entrepreneurship development requires a favorable social climate. Presently, cultural conditions are considered to have the fundamental role in the development of all types of entrepreneurship. It is emphasized that entrepreneurship is deeply rooted in and completely shaped by culture. Hence, the analysis of entrepreneurship (also individual and corporate ones) cannot disregard its relations to culture.