Effects of Organizational Entrepreneurship Strategy in Companies Affiliated to the Organization for Development and Renewal of Mining and Mineral Industries of Iran (in Persian)

Abbas Ziaeikia (), Ali Jahangiri (), Javad Mehrabi () and Ali Davari ()
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Abbas Ziaeikia: Islamic Azad University, Qazvin, Iran.
Ali Jahangiri: Institute for Management and Planning Studies
Javad Mehrabi: Islamic Azad University, Qazvin. Iran.
Ali Davari: Faculty of Entrepreneurship, University of Tehran.

Management and Development Process Quarterly (٠صلنامه ٠رایند مدیریت و توسعه), 2019, vol. 32, issue 1, 87-111

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.

Keywords: Corporate Entrepreneurship Strategy; Entrepreneurial Behavior; Organizational Architecture; Eentrepreneurial Awareness; Environmental Factors. (search for similar items in EconPapers)
Date: 2019
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