ORIGINAL_ARTICLE
Knowledge Transfer Process in Family Businesses: a grounded theory approach
Abstract: Family businesses play an important role in the economic development and survival of the society. Many large companies have been founded and managed by families around the world. One of the most important processes in a family business is substitution and knowledge transfer, which guarantees the survival of family businesses and transfers knowledge from a generation to next generations. This research is fundamental by its purpose and qualitative by its data gathering method. The purpose of this study is to identify the knowledge transfer process in family businesses, using the grounded theory approach and analyzing the data from 24 interviews. After 21 interviews, we reached Theoretical saturation but we continue until 24 cases. According to our findings, maintaining credibility, the existence of knowledge sources and the desire to survive are the causal conditions affecting the process of knowledge transfer in family businesses. Family values and culture are the context conditions, common aspirations, confidence in the source of knowledge and strong relationship as innerving conditions, Motivation and commitment as strategies and survival of the business and maintaining competitive advantage as consequences.
https://jed.ut.ac.ir/article_68078_84f0fd7196526bc73bbe9bd718479f79.pdf
2018-08-23
201
220
10.22059/jed.2018.257246.652583
Family businesses
knowledge transfer
tacit knowledge
Grounded theory
abdollah
ahmadi kafeshani
ab.ahmadi@ut.ac.ir
1
Ph.D student, Faculty of Entrepreneurship, University of Tehran, Tehran, Iran
LEAD_AUTHOR
Pouria
Nouri
pouria.nouri@ut.ac.ir
2
Ph.D, Faculty of Entrepreneurship, University of Tehran, Tehran, Iran
AUTHOR
Kambiz
Talebi
ktalebi@ut.ac.ir
3
Faculty of Entrepreneurship University of Tehran
AUTHOR
احمدی زهرانی، مریم؛ نیکمرام، سحر و لطیفی، میثم (1393). بررسی تاثیر ویژگیهای کسبوکار خانوادگی بر برنامهریزی جانشین پرور (مطالعه موردی: شهرکهای صنعتی استان تهران)، مطالعات مدیریت، 7 (2): 243-257.
1
بازرگان، عباس (1387). مقدمهای بر روشهای تحقیق کیفی و آمیخته رویکردهای متداول در علوم رفتاری. تهران. نشر دیدار.
2
داناییفرد، حسن؛ امامی، سید مجتبی (1386). استراتژیهای پژوهش کیفی: تأملی بر نظریهپردازی داده بنیاد. اندیشه مدیریت راهبردی، 1(2): 69-97.
3
صامعی، حسین و فیضبخش، سید علیرضا (1393). شناسایی روشهای جانشینپروری برای پیشبرد کارآفرینی بیننسلی در بنگاههای خانوادگی ایران، توسعه کارآفرینی، 7 (1): 94-75.
4
صلصالی، مهوش، پرویزی، سرور، ادیب حاج باقری، محسن (1382). روشهای تحقیق کیفی. تهران، نشر و تبلیغ بشری.
5
مهرگان، محمدرضا؛ زالی، محمدرضا (1385). در جستوجوی فنون تعیین روایی در پژوهشهای مدیریتی. فرهنگ مدیریت، 4(4): 5-26.
6
Argote, L., & Ingram, P. (2000). Knowledge transfer: A basis for competitive advantage in firms. Organizational behavior and human decision processes, 82(1): 150-169.
7
Bettinelli, C., Sciascia, S., Randerson, K., & Fayolle, A. (2017). Researching Entrepreneurship in Family Firms. Journal of Small Business Management, 55(4): 506-529.
8
Family Firm Institute. (2017). Global data points. Retrieved from http://www.ffi.org/page/globaldatapoints.
9
Gedajlovic, E., & Carney, M. (2010). Markets, hierarchies, and families: Toward a transaction cost theory of the family firm. Entrepreneurship Theory and Practice, 34(6): 1145-1172.
10
Glaser, Barney G. (1978). Theoretical Sensitivity: Advances in the Methodology of Grounded Theory, Mill Valley, California: The Sociology Press.
11
Glaser, B., & Strauss, A. (1967). Discovery of Grounded Theory. Hawthorne: Aldine Publishing Company.
12
Handler, W. C. (1990). Succession in family firms: A mutual role adjustment between entrepreneur and next-generation family members. Entrepreneurship theory and practice, 15(1): 37-52.
13
Higginson, N. (2010). Preparing the next generation for the family business: relational factors and knowledge transfer in mother-to-daughter succession. Journal of Management and Marketing research, 4(1): 1-18.
14
Hnátek, M. (2015). Entrepreneurial thinking as a key factor of family business success. Procedia-Social and Behavioral Sciences, 181, 342-348.
15
Hsu, L. C., & Chang, H. C. (2011). The role of behavioral strategic controls in family firm innovation. Industry and Innovation, 18(7): 709-727.
16
Argote, L., & Ingram, P. (2000). Knowledge transfer: A basis for competitive advantage in firms. Organizational behavior and human decision processes, 82(1), 150-169.
17
McKelvie, A., McKenny, A., Lumpkin, G., & Short, J. C. (2014). Corporate entrepreneurship in family businesses: Past contributions and future opportunities. SAGE handbook of family business, 340-363.
18
Makó, C., Csizmadia, P., & Heidrich, B. (2018). Heart and Soul: Transferring ‘Socio-emotional Wealth’ (SEW) in Family Business Succession. Journal of Entrepreneurship and Innovation in Emerging Economies, 4(1): 53-67.
19
Miller,D, Steier,L. and Le Breton-Miller,I.(2003). Lost in time: intergenerational succession, change, and failure in family business. Journal of Business Venturing, 18(4): 513-531.
20
Milne, M. & Adler, R. (1999). Exploring the reliability of social and environmental disclosures content analysis. Accounting, Auditing & Accountability Journal, 12(2): 237-56.
21
Probst, G., Romhardt, K., & Raub, S. (2000). Managing knowledge: Building blocks for success. J. Wiley.
22
Sharma, P., & Irving, P. G. (2005). Four bases of family business successor commitment: Antecedents and consequences. Entrepreneurship Theory and Practice, 29(1): 13-33.
23
Strauss, A., Corbin, J. (1998). Basics of Qualitative Research: Grounded Theory Procedures and Technique, 2nd Edition. Sage, Newbury Park, London.
24
Trevinyo-Rodriguez, R. N. (2006). Knowledge transfer model in family firms. revised), January, Barcelona, Spain.
25
Tsoukas, H., & Vladimirou, E. (2001). What is organizational knowledge?. Journal of management studies, 38(7): 973-993.
26
Westhead, P., & Cowling, M. (1998). Family firm research: The need for a methodological rethink. Entrepreneurship Theory and Practice, 23(1): 31-56.
27
Whetten, D., Foreman, P., & Dyer, W.G. (2014). Organizational identity and family business. In L. Melin, M. Nordqvist, & P. Sharma (Eds.), The Sage handbook of family business (pp. 480–497). London: Sage
28
Woodfield, P., & Husted, K. (2017). Intergenerational knowledge sharing in family firms: Case-based evidence from the New Zealand wine industry. Journal of Family Business Strategy, 8(1): 57-69.
29
Zahra, S. A., Hayton, J. C., & Salvato, C. (2004). Entrepreneurship in Family vs. Non–Family Firms: A Resource–Based Analysis of the Effect of Organizational Culture. Entrepreneurship theory and Practice, 28(4): 363-381.
30
ORIGINAL_ARTICLE
Identification of dimensions Entrepreneurial Awareness Model Based on the Human Information Processing Approach (case: Entrepreneurs of Tehran and Alborz Provinces)
This article investigates the basis of entrepreneurial alertness using the theoretical approach of cognitive psychology and relates it to existing theories in the field of entrepreneurship. The purpose of the research was to identify the dimensions of entrepreneurial alertness and their relationship to the above construct in a model in order to better understand the concept of entrepreneurial alertness. In this research, by using a mixed method (interwined) first the previous results and findings were analyzed based on the qualitative meta-synthesis method and utilizing an open coding tool and the phenomenon of entrepreneurial alertness was classified into four dimensions of prior knowledge, successful intelligence, mindfulness and market analysis, and 24 components accordance with the seventh steps of the Sandelwski and Barroso methods. The statistical population of the study consisted of 262 entrepreneurs from Tehran and Alborz provinces. Using Cochran's formula, the volume of the sample was calculated as 157 people and the samples were selected by simple random sampling. Data were collected through the researcher made questionnaires which prepared by researchers of this study. Data analysis was performed using the structural equation modeling method through Amos24 software. The results of the research indicated the significant relationship between prior knowledge and market analysis; mindfulness on market analysis; mindfulness and entrepreneurial alertness; market analysis and entrepreneurial alertness; recognizing opportunity and entrepreneurial alertness. The results also show an insignificant relationship between successful intelligence and market analysis.
https://jed.ut.ac.ir/article_68079_61b10905f1c9eb7ae9371d462c205105.pdf
2018-08-23
221
240
10.22059/jed.2018.68079
Entrepreneurial alertness
Opportunity recognition
Mindfulness
Prior knowledge
Human information processing
Mohammad Reza
Talebi koohestani
talebie@gmail.com
1
Faculty of Management and Accounting, Islamic Azad University of Qazvin
AUTHOR
Seyed Mahdi
Alavni
alvanii@qiau.ac.ir
2
Faculty of Management and Accounting, Islamic Azad University, Qazvin Branch
LEAD_AUTHOR
Seyed Mojtaba
Mahmoudzadeh
sm.mahmoudzadeh@gmail.com
3
Assistant Professor, Faculty of Management and Accounting, Allameh Tabatabaei University
AUTHOR
Mohammad
Ataee
mohamd.ataee@qiau.ac.ir
4
Assistant Professor, Faculty of Management and Accounting, Islamic Azad University of Qazvin
AUTHOR
سیف، علی اکبر (1385). روانشناسی پرورشی، روانشناسی یادگیری و آموزش (ویرایش ششم). تهران، انتشارات آگاه.
1
محمدی الیاسی، قنبر (1387). موضوع کارآفرینی بهعنوان یک حوزة علمی، توسعة کارآفرینی، 1(1): 51-85.
2
Alvarez, S. A., & Barney, J. B. (2007). Discovery and creation: Alternative theories of entrepreneurial action. Strategic Entrepreneurship Journal, 1(1‐2), 11-26.
3
Baron R, Ensley MD (2006) Opportunity recognition as the detection of meaningful patterns: Evidence from comparisons of novice and experienced entrepreneurs. Management Science 52(9): 1331–1344.
4
Bishop, S.R., Lau, M., Shapiro, S., Carlson, L., Anderson, N.D., Carmody, J., Segal, Z., Abbey, S., Speca, M., Velting, D. and Devins, G. (2004), “Mindfulness: a proposed operational Science and Practice, Vol11 (3).230-241
5
Brown, K.W., Ryan, R.M. and Creswell, J.D. (2007), “Mindfulness: theoretical foundations and evidence for its salutary effects”, Psychological Inquiry, Vol. 18 (4). 211-237.
6
Chiesa, A. and Malinowski, P. (2011), “Mindfulness-based approaches: are they all the same,Journal of Clinical Psychology, Vol. 67 (4). 404-424.
7
Companys YE, McMullen JE (2007) Strategic entrepreneurs at work: the nature, discovery and exploitation of entrepreneurial opportunities. Small Business Economics 28(4):301–322.
8
Cunneen, D.J. and Mankelow, G.J. (2007), “Towards a process model of independent growth firm creation”, Small Enterprise Research, Vol. 15 (1). 90-105.
9
Gaglio CM, Katz JA (2001) The psychological basis of opportunity identi fi cation: entrepreneurial alertness Small Business Economics.vol16:95–111
10
Hayek F (1945) The use of knowledge in society. Am Econ Rev 35:519–530
11
High., J.C.( 1980). Maximizing, Action, and Market Adjustment: An Inquiry into the Theory of Economic Disequilibrum. PhD Thesis, UCLA
12
Holcombe, R. G. (2003). The origins of entrepreneurial opportunities. The Review of Austrian Economics, 16(1), 25-43.
13
Kaish S, Gilad B. (1991) Characteristics of opportunities search of entrepreneurs versus executives: sources, interests, general alertness. Journal of Business Venturing.vol6:45–61
14
Kirzner IM. (1985) Discovery and the capitalist process. University of Chicago Press, Chicago
15
Kirzner IM. (2000) The driving force of the market: essays in Austrian economics. Routledge,
16
Langer, E.J. (1989b), “Minding matters: the consequences of mindlessness-mindfulness”, Advances in Experimental Social Psychology, Vol. 22, 137-173.
17
Lavoie, D. (1990). Understanding differently: Hermeneutics and the spontaneous order of communicative processes. History of Political Economy. Supplement to the Annual Report, 22, 359–377
18
Sandelowski, M. & Barroso, J.(2007). Handbook for Synthesizing ualitative Research. New York: Springer
19
Shane S (2000) Prior knowledge and the discovery of entrepreneurial opportunities. Organizational Science .vol11(4): 448–469.
20
Shane S, Venkataraman S (2000) The promise of entrepreneurship as a field of research. Academy of Management Review.vol 25: 217–226.
21
Sternberg, R. J. (1985a). Beyond IQ: A triarchic theory of human intelligence. New York: Cambridge University Press.
22
Tang, J., 2008. Environmental munificence for entrepreneurs: entrepreneurial alertness and commitment. International Journal of Entrepreneurial Behavior & Research 14 (3), 128–151.
23
Venkataraman S. (1997) The distinctive domain of entrepreneurship research. In: Katz JA (ed) Advances in entrepreneurship, fi rm emergence and growth, vol 3.Greenwich, CT: JAI Press, pp. 119–138.
24
ORIGINAL_ARTICLE
Identifying Challenges related with outputs of of Business Development Service Centers in Iran
Abstract: Business development Services centers are one of the centers that provide valuable services for the growth of small and medium-sized businesses. These centers, based on growth theory, seek to grow and improve performance, like any other organization. Therefore, first, the challenges and problems of these centers should be identified and then addressed in order to achieve effective performance. In this research, it is attempted to analyze the challenges of the business development services centers in the organizational inputs with a semi-structured, in-depth interview, using the Grounded Theory approach. The statistical population of the study consisted of experts in the business development service centers in the country, who were interviewed by purposeful sampling. Data analysis was done by coding and categorization. The results of the research showed that the most important challenges faced by business development Service centers are the "provision of Unprofessional services", "the lack of competent counselors", "the lack of a systematic Identification of consultants »,« inability to work with government agencies »,« Lack of access to business information »and« lack of confidence in the ability of the centers ».
https://jed.ut.ac.ir/article_68107_ccc17252b5c8b043c9c126a1d4729f05.pdf
2018-09-08
241
259
10.22059/jed.2018.68107
Key words: Business Development Services Center
Challenges
Grounded theory
Jila
Torabi
jila.torabi@yahoo.com
1
PhD student, Faculty of entrepreneurship, University of Tehran
AUTHOR
Ghanbar
Mohammadi elyasi
elyasi@ut.ac.ir
2
Associate Professor, Faculty of entrepreneurship, University of Tehran
LEAD_AUTHOR
Gholamreza
Soleimani
gh_soleimani2006@yahoo.com
3
Assistant Professor of Management, Azad University
AUTHOR
Reza
Zaefarian
rzaefarian@ut.ac.ir
4
Assistant Professor, Faculty of entrepreneurship, University of Tehran
AUTHOR
سازمان صنایع کوچک و شهرکهای صنعتی (1390). تدوین چارچوب نظاممند بهمنظور بهره برداری مطلوب از مراکز خدمات فناوری و کسبوکار در کشور و ارزیابی آنها.
1
فرخ، شیما؛ کردنائیج، اسداله؛ خداداد حسینی، سید حمید و زالی، محمدرضا (1396). شناسایی الگوی رشد کسبوکارهای کوچک و متوسط در صنعت غذایی ایران با استفاده از نظریۀ برخاسته از دادهها، توسعه کارآفرینی، 10(3): 475-457.
2
Bateman, M. (2000). Neo-liberalism, SME development and the role of Business Support Centers in the transition economies of Central and Eastern Europe. Small Business Economics, 14(4), 275-298.
3
Cameron, K. S., & Whetten, D. (1996). Organizational effectiveness and quality: The second generation. HIGHER EDUCATION-NEW YORK-AGATHON PRESS INCORPORATED-, 11, 265-306.
4
Charmaz, K. (2006). Constructing grounded theory: A practical guide through qualitative analysis. Sage.
5
Committee of Donor Agencies for Small Enterprise Development (1998). Business Development Services for SMEs: Preliminary Guidelines for Donor-Funded Interventions. Secretariat c/o PSD, World Bank, Room G4-109 1818 H. Street N.W. WASHINGTON D.C. 20433.
6
Committee of Donor Agencies for Small Enterprise Development (2001). Business Development Services for Small Enterprises: Guiding Principles for Donor Intervention. Secretariat: SME Dept. MSN F2K-207, World Bank Group, 1818 H Street NW, Washington, DC 20043 USA.
7
Creswell, J. W. (2007). Qualitative inquiry and research design: Choosing among five approaches. (2nd ed). Thousand Oaks, CA: Sage.
8
Eiligmann, A. (2005). Making business development services markets work for the poor. GTZ, Eschborn.
9
Esim, S. (2001). See How They Grow: Business Development Services for Women's Business Growth. International Center for Research on Women.
10
Goldmark, L. (1996). Business Development Services: A Framework for Analysis. Inter-American Development Bank.
11
Ikeda, T. Okumura, A. and Muraki, K. (2012). Competency-Based Interview, Revised Edition: How to Master the Tough Interview style Used by the fortune 500s. Career press.
12
Kantor, P. (2001). Promoting Women's Entrepreneurship Development Based on Good Practice Programs: some experiences from the north to the south (No. 993457023402676). International Labor Organization.
13
Mayoux, L. (1995). From vicious to virtuous circles? Gender and micro-enterprise development (No. 3). UNRISD Occasional Paper.
14
McVay, M. (1999). Measuring BDS performance- a summary framework. Small Enterprise Development, Vol. 10, No. 2.
15
McVay, M., & Runnekleiv, S. (2005). Towards a MEDA Strategy for Business Development. MEDA.
16
Molenaar, K. (2006). Business development services: is the pendulum swinging back?. Finance & Bien Commune, (2), 69-75
17
Patton, M. Q. (2002). Qualitative research and evaluation methods, Third edition, London: Sage publication Ltd.
18
Ritchie, J. and Lewis, J. (2005). Qualitative research practice: A guide for social science students and researchers. London: Sage Publication.
19
Rodriguez Jr, B. M. (2010). Evolving Models and Business Practices in the Design, Delivery and Monitoring of Business Development Services to Micro and Small Enterprises in the Philippines.
20
Saunders. M, Lewis. P., and Thornhill. A.,( 2016) ,Research Methods for Business Students , Seventh edition , Pearson Education Limited.
21
UNDP (2004). Business Development Services How to Guide. Bratislava Regional Centre.
22
Waltring, F. (2006). From Idea into Action “The implementation and Metamorphosis of the BDS concept. (GTZ). Internet: http://www.gtz.de.
23
ORIGINAL_ARTICLE
Indigenous Knowledge Management Process of Handicrafts Community Businesses: Case of Hand-woven of Mohammadieh Neighborhood, Naein
Most of the active handicrafts businesses in local communities are community-based businesses and their knowledge are the tacit, indigenous and inherent knowledge that is not officially recorded. Most knowledge management studies have focused on organizations with a formal structure and the maintenance and management of micro businesses knowledge with an informal structure such as handicraft as an intangible cultural heritage of indigenous communities have been neglected. In the present study, the knowledge process of Kilim and Cloak hand-woven businesses was studied as a case study by the qualitative research approach. The statistical population includes weavers and local authorities. The sample size was chosen based on the saturated and snowball sampling rules. The semi-structured interviews were analyzed by the thematic analysis. Findings of the research show that the indigenous knowledge process is based on socialization, interactive learning, and active participation rather than Information Technology, in order to adapt to the changing demands of the market and preserve indigenous knowledge to the sustainable development of local communities.
https://jed.ut.ac.ir/article_68126_d2593c2e9ba262127fd6b61750d4bec1.pdf
2018-09-16
261
280
10.22059/jed.2018.261160.652648
Community business
Kilim and Cloak hand-woven businesses of Mohammadieh neighborhood
Knowledge Management Process
soudeh
bayat
soudeh.bayat@gmail.com
1
Ph.D Student, Faculty of Management and Accounting, University of Allameh Tabataba’i, Tehran, Iran
AUTHOR
Hamid
Zargham Boroujeni
zargham@atu.ac.ir
2
Associate Professor, Faculty of Management and Accounting, University of Allameh Tabataba’i, Tehran, Iran
LEAD_AUTHOR
Hamza
khastar
hkhastar1@gmail.com
3
3Assistant Professor, Faculty of Management, University of Kharazmi, Tehran, Iran
AUTHOR
mohammadtaghi
taghavifard
dr.taghavifard@gmail.com
4
Associate Professor, Faculty of Management and Accounting, University of Allameh Tabataba’i, Tehran, Iran
AUTHOR
خواستار، حمزه (1388). "ارائه روشی برای محاسبه پایایی مرحله کدگذاری در مصاحبههای پژوهشی"، روششناسی علوم انسانی، 58، 161-174.
1
سلطانزاده، حسین و طالبی، مرضیه (1394). "معماری عبا بافیهای محمدیه بهعنوان فضایی برای حیات و اشتغال سالمندان"، همایش ملی بافتهای فرسوده و تاریخی شهری: چالشها و راهکارها، کاشان.
2
مرادزاده، عبدالباسط، قاسمی، محمد؛ سالارزهی، حبیب الله؛ یعقوبی، نورمحمد و بذرافشان جواد (1397). "اولویت بندی پیشرانهای توسعه اکوتوریسم کارآفرینانه با رویکرد توانمندسازی اجتماع محور"، توسعه کارآفرینی، 11 (1)، 179-161.
3
Al-Hawamdeh, s. (2003). knowledge management: cultivating knowledge professionals. Oxford: Chandos Publishing.
4
Amato, S. (2013). "Addressing indigenous (ICT) approaches in South-East Asia learning systems". Multicultural Education & Technology Journal, 7(1), 46-63.
5
Bolhassan, R. (2018). Safegarding Sarawak's intangible cultual heritage: a knowledge management approuach. (Ph.D), Victoria University of Wellington, New Zealand.
6
Braun, V. & Clarke, V. (2006). "Using thematic analysis in psychology", Qualitative research in psychology, 3(2), 77-101.
7
Chaiphar, W. Sakolnakorn, T. P. N. & Naipinit, A. (2013). "Local wisdom in the environmental management of a community: Analysis of local knowledge in Tha Pong village, Thailand", Journal of Sustainable Development, 6(8), 16.
8
Connell, N. Klein, J. H. & Powell, P. L. (2003). "It’s tacit knowledge but not as we know it: Redirecting the search for knowledge", Journal of the Operational Research Society, 54, 140-152.
9
Gupta, A. K. & Govindarajan, V. (2000). "Knowledge flows within multinational corporations", Strategic management journal, 21(4), 473-496.
10
Gupta, P. D. & Bhattacharya, S. (2016). "Impact of knowledge management processes for sustainability of small family businesses: Evidences from the brasware sectore of Moradabad (India)", Journal of information & knowledge management, 15(4), 1-46.
11
Hislop, D. (2005). Knowledge management in organization: A critical introduction. Oxford: Oxford university press.
12
Jonjoubsong, L. (2008). An integrated knowledge management model for community enterprises: a case study of a rural community enterprise in Thailand, (Ph.D), Victoria University of Wellington, New Zealand.
13
Kvale, S. (1996). Interviews: An Introduction to qualitative research interviewing. Thousand Oaks, CA: Sage.
14
Maykut, P. & Morehouse, R. (1994). beginning qualitative research: A Philosophic and practical guide. London.
15
Moustaghfir, K. & Schiuma, G. (2013). "Knowledge, learning, and innovation: research and perspectives", Journal of Knowledge Management, 17(4), 495-510.
16
Nonaka, I. (1994). "A dynamic theory of organizational knowledge", creation organization science, 5(1), 14-37.
17
Sparrow, J. (2001). "Knowledge management in small firms", Knowledge and Process Management, 8(1), 3-16.
18
Tuamsuk, K. Phabu, T. & Vongprasert, C. (2013). "Knowledge management model of community business: Thai OTOP Champions", Journal of Knowledge Management, 17(3), 363-378.
19
Wong, K. & Aspinwall, E. (2004). "characterizing knowledge management in the smallbusiness environment", Journal of Knowledge Management, 8(3), 44-61.
20
Zack, M. H. (2002). Developing a knowledge strategy. In C.W. Choo and V.Bontis (Eds). New York: Oxford University Press.
21
ORIGINAL_ARTICLE
Identifying entrepreneurial competencies deterring sustainability in small and medium enterprises (case study: SMEs in Iranian food industry)
Small and medium enterprises (SMEs), as the motive power of economic and social development, play an essential role in the development process of societies. Having a powerful economic flow, power to adapt with changing environmental conditions the possibility of high competitiveness and diversity and innovation are one of the most important features of these types of enterprises. However, a significant percentage of these SMEs encounter with some difficulties during their life-cycle, resulting in their failure and losing their opportunities. According to the literature, entrepreneurs’ deterring competencies are partly responsible for these failures. the current study seeks to identify entrepreneurs’ competencies which deter the sustainability of their businesses. This exploratory study has been done implementing qualitative narrative interviews with a sample of 10 entrepreneurs in Iranian food industries who were purposefully selected and participated in the study. The interviews had been continued till when the theoretical saturation has been granted. The research data were first collected through event-based interviews and a biographical study of entrepreneurs, and finally the findings were obtained by coding method. As a result, 7 deterring competencies of entrepreneurs which interfere with their businesses’ sustainability have been identified as following: self-conceit, wavering, analytical failure, misconduct, business skills failure, job dissatisfaction, and lack of experience.
https://jed.ut.ac.ir/article_68111_342216e375c389215c4338637d43ea33.pdf
2018-09-11
281
300
10.22059/jed.2018.210290.651890
Competency
entrepreneurial competencies deterring
SME
sustainability
elham
taki
radan_elham@yahoo.com
1
M.A.Entrepreneurship. University of Kashan
LEAD_AUTHOR
Morteza
rezaeizadeh
morteza.rezaeizadeh@ul.ie
2
Assistant Professor, Department of Higher Education, Shahid Beheshti University, Tehran, Iran & Adjunct Lecturer, School of Education, University of Limerick, Ireland
AUTHOR
hadi
notash
notash.hadi@gmail.com
3
Ph.D., Faculty of Entrepreneurship, University of Tehran, Tehran, Iran
AUTHOR
آراستی، زهرا، غلامی، مهرنوش (1389). علل شکست کارآفرینان در ایران، توسعه کارآفرینی، شماره 3 (2): 163-184.
1
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45
ORIGINAL_ARTICLE
The Effect of Entrepreneurial Orientation on Strategic Learning: Defining the Role of Effectuation Strategy
This research studies the role of effectuation strategy on strategic learning by focusing on the role of effectuation strategy. Strategic learning involves the firm's ability to create, collect, and interpret strategic knowledge and act on that knowledge in order to make strategic change. While existing literature introduces strategic learning as the inevitable consequences of an entrepreneurial orientation, there are conflicting results in literature if formal approach or flexible approach of strategy formation has a positive impact on this relationship. The present study focuses on effectuation strategy as a flexible and control-based orientation in developing a strategy and studies the mediating role of effectuation strategy in the relationship between entrepreneurial orientation and strategic learning. This study is a applicable research and descriptive/correlation research. The data of this study were collected through distribution of standard questionnaires among the owners and senior managers of 210 knowledge-based firms in the field of information technology that were selected randomly from 444 cases. In order to test the research hypotheses, we use structural equation modeling for quantitative data analysis using Smat PLS 03 software. The results of the data analysis show that in a firm with an entrepreneurial orientation, the adoption of effectual strategies of experimentation and flexibility positively affects strategic learning whereas effectual strategy of pre-commitment negatively affects strategic learning.
https://jed.ut.ac.ir/article_68086_a59462ac37d1f656e3f24f1da45d159d.pdf
2018-08-23
301
320
10.22059/jed.2018.258325.652598
Effectuation Strategy
Entrepreneurial Orientation
Strategic Learningو Knowledge-based Companies
Somayeh
Taghvaee
s_taghvaee78@yahoo.com
1
Phd Student, Faculty of Entrepreneurship, University of Tehran, Tehran, Iran
AUTHOR
Seyed Reza Hejazi
Hejazi
rehejazi@ut.ac.ir
2
Associate Professor, Faculty of entrepreneurship/ University of Tehran, Tehran, Iran
LEAD_AUTHOR
داوری، علی؛ رضازاده، آرش. (1392). مدلسازی معادلات ساختاری با نرمافزار PLS.
1
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2
مبینی دهکردی، علی؛ نانکلی، علیرضا؛ جامه بزرگی، محمدجواد (۱۳۹۵)، بررسی تأثیر گرایش کارآفرینانه بر بین المللی سازی شرکتهای موجود در صنعت شیشه و بلور ایران با نقش میانجی گری فرهنگ سازمانی، توسعه کارآفرینی، 9(4):۷۱۱-۷۲۹.
3
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4
Arend, R. J., Sarooghi, H., and Burkemper A. (2015). Effectuation as ineffectual? Applying the 3E theory-assessment framework to a proposed new theory of entrepreneurship. Academy of Management Review, 40 (4), 630-651.
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36
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38
Sarasvathy, S. D. (2001). Causation and effectuation: toward a theoretical shift from economic inevitability to entrepre- neurial contingency. Academy of Management Review,26(2): 243–263.
39
Sarasvathy, S., Kumar, K., York, J. G., and Bhagavatula, S. (2014). An effectual approach to international entrepreneurship: Overlaps, challenges and provocative possibilities. Entrepreneurship Theory and Practice, 38(1), 71–93.
40
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41
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42
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43
Werhahn, D., Mauer, R., Flatten, T. C., and Brettel, M. (2015). Validating effectual orientation as strategic direction in the corporate context. European Management Journal, 33(5), 305-313.
44
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45
ORIGINAL_ARTICLE
Effect of Entrepreneurship and Business Environment Policies on Entrepreneurship Development
Entrepreneurial activities depend on encouraging environment to increase the number of entrepreneurs, and growth of businesses. Studies proved that business environment has direct effect on entrepreneurship development. Therefore, improvement of environmental factors are vital for sustainable growth of private sector. This research has been designed to investigate the effect of 1) entrepreneurship and business environment policies on entrepreneurship development and 2) assess the status que of these policies. Conceptual model comprises entrepreneurship policies, business environment policies and short and long term development. The research is applied based on aim and a correlation survey based on data gathering tools. Questionnaires were distributed among 417 specialists and mangers of public sector including: Ministry of Economic Affairs and Finance; Ministry of Cooperatives, Labor and Social Welfare; Ministry of Industry, Mine & Trade; Ministry of Science, Research and Technology; Country’s Program and Budget Organization, and the Islamic Parliament Research Center. Data analyzed based on confirmatory factor analysis, path analysis, and t-test. The results proved the relationships of conceptual model to be acceptable but entrepreneurship and business environment policies faced barriers for development of entrepreneurship.
https://jed.ut.ac.ir/article_68073_78e7ff4d05698189b51d87f72b2b442d.pdf
2018-08-23
321
339
10.22059/jed.2018.250927.652467
Entrepreneurship Development
Entrepreneurship Policy
Business environment
Iran
Ali
Davari
ali_davari@ut.ac.ir
1
Assistant Professor, Faculty of entrepreneurship, University of Tehran
LEAD_AUTHOR
Ghasem
Ramezanpor Nargesi
ghasem_nargesi@yahoo.com
2
Assistant Professor,
AUTHOR
Raheleh
Afrasiabi
r.afrasiabi@ut.ac.ir
3
PhD student, Faculty of entrepreneurship, University of Tehran,Tehran, Iran
AUTHOR
Elaheh
Davari
minoo_davari@yahoo.com
4
M.A. Entrepreneurship,Faculty of entrepreneurship, University of Tehran,Tehran, Iran
AUTHOR
داوری علی؛ سفیدبری، لیلا و باقرصاد، وجیه (1396). عوامل اکوسیستم کارآفرینی ایران بر اساس مدل آیزنبرگ، توسعهکارآفرینی، دورة، 10(1): 120-100.
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37
ORIGINAL_ARTICLE
Analyzing Dimensions of Born International (BI) Enterprises in the field of Information and Communication Technology (ICT) in Iran
International business development is one of the most important means of economic development. While international companies are expanding their market share in the global market, the concept of Born Global is not widespread in Iran yet. In this research, attempts have been made to analyze the distinguishing dimensions of globally-established ICT enterprises in Iran. The case study strategy and qualitative explanatory method have been selected for this applied research. Data was collected through 68 interviews, observation and review of documents from 6 Iranian and 4 European companies and many experts in the field of ICT during 26 months. In order to conduct research, cluster sampling has been used and the statistical population was ICT firms. The research findings showed that "Entrepreneur entity," "Firm," "State," and "Economic ecosystem" are the four most effective dimensions in creating BI. Meanwhile, the "Entrepreneur Entity" is the most important feature in the success of a firm in international affairs, and contrary to some researches, governmental supports has an unfavorable role in entering into international markets.
https://jed.ut.ac.ir/article_68074_330ec38ac9ea3f32d5dc82ec827ff63a.pdf
2018-08-23
341
360
10.22059/jed.2018.257093.652636
Born International
Entrepreneur Entity
Economic Ecosystem
ICT
davood
feiz
feiz1353@gmail.com
1
Associate Professor , Economic, Management and Administration Faculty of Semnan University
LEAD_AUTHOR
Ali Akbar
Jalali
drjalali@gmail.com
2
Professor , Electrical Engineering, Iran University of Science & Technology, Tehran, Iran
AUTHOR
azim
zarei
a_zarei@semnan.ac.ir
3
Associate Professor , Economic, Management and Administration Faculty of Semnan University
AUTHOR
ehsan
souri
ehsan.souri@gmail.com
4
Ph.D. Student , Economic, Management and Administration Faculty of Semnan University
AUTHOR
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1
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2
شاه آبادی، ابوالفضل و هانیه ثمری (1395). تأثیر نوآوری بر صادرات صنایع مبتنی بر فناوری برتر کشورهای منتخب در حال توسعه و توسعه یافته، تحقیقات اقتصادی، 51 (3): 611-633.
3
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45
ORIGINAL_ARTICLE
Identification of different dimensions of entrepreneurial intention in poor people based on the capabilities approach
Despite the presence of a large body of literature on entrepreneurial intention, apparently there is no consensus among scholars over the factors effective in the formation of entrepreneurial intention. The process of the formation of entrepreneurial intention in poor people is expected to be different from that in affluent people. Hence, this qualitative study used the framework of the capability approach to study the factors effective on the formation of entrepreneurial intention in poor people. In this qualitative study, 17 people who had a history of living in poverty and were involved in entrepreneurial activity at the time of the study were identified and interviewed to investigate the factors motivating them to form entrepreneurial intention. The results of this study showed that, in addition to well-known factors, there are other exclusive factors that are effective in the formation of entrepreneurial intention in poor people.
https://jed.ut.ac.ir/article_68132_3ed393792a21d06db7cf070bba66d312.pdf
2018-09-11
361
380
10.22059/jed.2018.68132
Entrepreneurial Intention
poverty
poor
capabilities approach
conversion factors
Masoud
Moradi
moradi.masoud@gmail.com
1
PHD Student, Faculty of Entrepreneurship, University of Tehran
AUTHOR
Narges
Imanipour
nimanip@ut.ac.ir
2
Associate professor, Department of New Venture and Business Creation, Faculty of Entrepreneurship, University of Tehran, Tehran, Iran
LEAD_AUTHOR
Zahra
Arasti
arasti@ut.ac.ir
3
Associate professor,Department of Entrepreneurship Development, Faculty of Entrepreneurship, University of Tehran, Tehran, Iran
AUTHOR
Reza
Mohammadkazemi
r_mkazemi@ut.ac.ir
4
Associate professor, Department of New Venture and Business Creation, Faculty of Entrepreneurship, University of Tehran, Tehran, Iran
AUTHOR
آراستی، زهرا (1385). زنان کارآفرین ایرانی، ساختارهای فرهنگی- اجتماعی مؤثر در ایجاد کسبوکارهای کار آفرینانه. زن در توسعه و سیاست، 14(4): 93-120.
1
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2
رحمانیانکوشککی، مهدی، چیزری، محمد، و هواسی، علی (1391). بررسی عوامل اثرگذار بر قصد کارآفرینانة دانشجویان کشاورزی دانشگاه آزاد ایلام. توسعه کارآفرینی، 5(1): 125-144.
3
کردنائیج، اسدالله، شاهطهماسبی، اسماعیل، و کریمی، محمد (1393). بررسی تأثیر مؤلفههای زمینهای بر قصد کارآفرینانه در دانشجویان کشور، با تأکید بر قومیت دانشجویان، توسعه کارآفرینی، 7(3): 509-528.
4
کریمی، سعید (1394). بررسی آثار مستقیم، غیرمستقیم و تعدیلی محیط نهادی بر قصد کارآفرینانه دانشجویان کشاورزی. توسعه کارآفرینی، 8(2): 371-390.
5
کریمی، سعید؛ بیمنز، هارم؛ چیذری، محمد و مولدر، مارتین (1391). بررسی تأثیر عوامل محیطی و فرهنگی بر قصد کارآفرینانة دانشجویان کشاورزی. توسعه کارآفرینی، 5(3): 105-124.
6
مرادی، محمدعلی؛ زالی، محمدرضا و پرنیان، راضیه (1394). تأثیر سرمایه اجتماعی بر قصد کارآفرینانه (مطالعة موردی: دانشجویان کارشناسی ارشد دانشکده مهندسی برق و کامپیوتر دانشگاه تهران). توسعه کارآفرینی، 8(1): 1-19.
7
Ajzen, Icek. (1991). The theory of planned behavior. Organizational behavior and human decision processes, 50(2), 179-211.
8
Alvarez, Sharon A, & Barney, Jay B. (2014). Entrepreneurial opportunities and poverty alleviation. Entrepreneurship theory and practice, 38(1), 159-184.
9
Chen, Shouming, Shen, Yuliang, Naznin, Papiya, Wang, Hui, & Wu, Sibin. (2014). Types of poverty and entrepreneurial intention in Bangladesh. Social Behavior and Personality: an international journal, 42(5), 857-867.
10
Choo, Stephen, & Wong, Melvin. (2006). Entrepreneurial intention: Triggers and barriers to new venture creations in Singapore. Singapore Management Review, 28(2), 47-64.
11
Dahalan, Norziani, Jaafar, Mastura, & Rosdi, Siti Asma’Mohd. (2015). Attitude and Entrepreneurial Intention Among Rural Community: the Mediating Role of Entrepreneurial Opportunity Recognition. Paper presented at the SHS Web of Conferences.
12
Davidsson, Per. (1995). Determinants of entrepreneurial intentions.
13
Elfving, Jennie, Brännback, Malin, & Carsrud, Alan. (2009). Toward a contextual model of entrepreneurial intentions Understanding the entrepreneurial mind (pp. 23-33): Springer.
14
Gries, Thomas, & Naudé, Wim. (2011). Entrepreneurship and human development: A capability approach. Journal of Public Economics, 95(3), 216-224.
15
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16
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17
Hattab, Hala W. (2014). Impact of Entrepreneurship Education on Entrepreneurial Intentions of University Students in Egypt. Journal of Entrepreneurship, 23(1), 1-18.
18
Hindle, Kevin, Klyver, Kim, & Jennings, Daniel F. (2009). An “informed” intent model: Incorporating human capital, social capital, and gender variables into the theoretical model of entrepreneurial intentions Understanding the entrepreneurial mind (pp. 35-50): Springer.
19
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20
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22
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23
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24
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25
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26
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27
Shook, Christopher L, & Bratianu, Constantin. (2010). Entrepreneurial intent in a transitional economy: an application of the theory of planned behavior to Romanian students. International Entrepreneurship and Management Journal, 6(3), 231-247.
28
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29
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30
ORIGINAL_ARTICLE
The effect of intellectual capital on organizational ambidexterity: Explanation of moderating role of innovative culture (Electricity Industry in the country)
The purpose of this paper is to explore the effects of intellectual capital on Organizational Ambidexterity dimensions (exploration and exploitation) as well as the moderating effect of Mediating innovative culture in electricity industry. The research method is descriptive - correlation. the research statistical population constitute 90 manufacturing company’s managers in the electricity industry in the country select as the subjects. Data were collected via three standard questionnaires with 42 questions. to assess dimensions, Organizational Ambidexterity Scale proposed by jansen et al (2006), intellectual capital Scale was developed by Bontis (1998), and innovative culture Scale was developed by Deshpandé, Farley & Webster (1993) was employed. This study applies SmartPLS3 to investigate the research model. The results showed that intellectual capital and intellectual capital demensions has positive effects on Organizational Ambidexterity. In addition to, this study finds that innovative culture is the moderating factor between intellectual capital and Organizational Ambidexterity.
https://jed.ut.ac.ir/article_68076_5677d6861481f8c6ff010c00956e8976.pdf
2018-08-23
381
400
10.22059/jed.2018.262908.652672
Organizational Ambidexterity
Intellectual Capital
Innovative Culture
Usef
Vakili
usef_vakili@yahoo.com
1
Assistant Professor, Faculty of Management, Kharazmi University, Tehran, Iran
LEAD_AUTHOR
soltanali
shahriari
sashariari@khu.ac.ir
2
Assistant Professor, Faculty of Management, Kharazmi University, Tehran, Iran
AUTHOR
ابراهیم پور، مصطفی، مرادی، محمود و ممبینی، یعقوب (1393). تأثیر دوسوتوانی سازمانی بر عملکرد صنایع تولیدی: بررسی نقش پویاییهای محیطی، فصلنامه علوم مدیریت ایران، سال نهم، شماره ۳۶، صص.۵۳-۷۵.
1
حقیقی، محمد، دهقانی سلطانی، مهدی و فارسیزاده، حسین. (1396). تبیین نقش دوسوتوانی سازمانی در تأثیرگذاری فرهنگ نوآور و حافظه سازمانی بر عملکرد توسعه محصول جدید. فصلنامه پژوهشهای مدیریت عمومی، سال دهم، شماره ۳۸، 223-197.
2
Birkinshaw, J., & Gupta, K., (2013). Clarifying the distinctive contribution of ambidexterity to the field of organization studies. The Academy of Management Perspectives, 27) 4(, pp. 287-298.
3
Bontis, N., (1998). Intellectual capital: An exploratory study that develops measures and models. Management Decision, 36 )42(, 63-76.
4
Cao, Q., Gedajlovic, E., & Zhang, H., (2009). Unpacking organizational ambidexterity: dimensions, contingencies, and synergistic effects, Organization Science, 20 (4), 781-796.
5
Dobni, C. B., (2008). Measuring innovation culture in organizations: The development of a generalized innovation culture construct using exploratory factor analysis, European Journal of Innovation Management, 11(4), 539-559.
6
Deshpande, R., Farley, J. U., & Webster, F. E., (1993). Corporate Culture, Customer Orientation, and Innovativeness in Japanese Firms: A Quadrad Analysis. Journal of Marketing, 57(1), 23-37
7
Fu, N., Ma, Q., Bosak, J., Flood, P., (2016). Intellectual capital and organizational ambidexterity in Chinese and Irish professional service firms, Journal of Organizational Effectiveness: People and Performance, 3(2), 94-114.
8
Gibson, C.B., & Birkinshaw, J., (2004). The antecedents, consequences, and mediating role of organizational ambidexterity. Academy of Management Journal, 47(2), 209-226.
9
Gupta, A. K., Smith, K. G., & Shalley, C. E., (2006). The interplay between exploration and exploitation. Academy of Management Journal, 49(4), 693-706.
10
Hülsheger, U.R., Anderson, N., & Salgado, J. F., (2009). Team-level predictors of innovation at work: A comprehensive meta-analysis spanning three decades of research. Journal of Applied Psychology, 94(5), 1128-1145.
11
Jansen, J.J.P., Simsek, Z., & Cao, Q., (2012). Ambidexterity and performance in multiunit contexts: Cross-level moderating effects of structural and resource attributes. Strategic Management Journal, 33(11), 1286-1303.
12
Jansen, J.J.P., van den Bosch, F.A.J., & Volberda, H.W., (2006). Exploratory innovation, exploitative innovation, and performance: Effects of organizational antecedents and environmental moderators. Management Science, 52(11), 1661-1674.
13
Jaskyte, K., (2004). Transformational leadership, organizational culture, and innovativeness in nonprofit organizations, Nonprofit Management & Leadership, 15(2), 153-68.
14
Jiang, K., Lepal, D. P., Han, K., Hong, Y., Kim, A., & Wrinkler, A., (2012). Clarifying the construct of human resource systems: Relating human resource management to employee performance. Human Resource Management Review, 22, 73–85.
15
Kang, S. C., & Snell, S.A., (2009). Intellectual capital architectures and ambidextrous learning: A framework for human resource management. Journal of Management Studies, 46(1), 65-92.
16
Kang, S. C., Snell, S.A., & Swart, J., (2012). Options-based HRM, intellectual capital, and exploratory and exploitative learning in law firms’ practice groups. Human Resource Management, 51(4), 461-485.
17
Ketkar, S. & Sett, P.K., (2009). HR flexibility and firm performance: Analysis of a multi-level causal model, The International Journal of Human Resource Management, 20(5), 1009–1038.
18
Kostopoulos, K. C., Bozionelos, N., & Syrigos, E., (2015). Ambidexterity and unit performance: Intellectual capital antecedents and cross-level moderating effects of human resource practices, Human Resource Management, 54(1), 111–132.
19
March, J.G., (1991). Exploration and exploitation in organizational learning, Organization Science, 2(1), 71-87.
20
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