Faculty of Entrepreneurship, University of TehranJournal of Entrepreneurship Development2008-226618120250421Presenting the model of enablers for the formation of knowledge-based ecosystemPresenting the model of enablers for the formation of knowledge-based ecosystem12710117610.22059/jed.2025.387756.654471FAYaserFaizi, Faculty of Business Administration, Emirates Branch, Islamic Azad University, Dubai, United Arab Emirates.HamidSaeidiDepartment of Business Management, Yadegar Imam Khomeini (RA) Shahrari Unit, Islamic Azad University, Tehran, IranFarizTaherikiaFaculty of Business Management, West Tehran Branch, Islamic Azad University, Tehran, Iran.0000-0001-7533-7490FereshtehLotfi ZadehFaculty of Business Management, Zanjan Branch, Islamic Azad University, Zanjan, Iran.Journal Article20250101Objective: Knowledge-based companies, despite their high importance in the economy, face many problems compared to large companies. For example, they are less likely to be able to get bank loans than large companies. Instead, they rely on internal funding or cash from friends and family to start and grow their companies early. The formation of business ecosystems is considered a very effective approach to the simultaneous growth of start-up companies; However, so far, not much research has been done on the factors affecting knowledge-based ecosystems. Therefore, the present study was conducted with the aim of providing a model of enablers for the formation of a knowledge-based ecosystem.<br /><br />Method: In terms of orientation, this research is of an applied type, which was carried out with a mixed (qualitative-quantitative) approach. The statistical sample included 25 business management experts, including university professors and managers of knowledge-based companies, which was carried out in a targeted non-random way using the snowball technique. The main tool for data collection in the qualitative part was a semi-structured in-depth interview and in the quantitative part, a paired comparison questionnaire. In order to determine the validity and reliability of the interviews, two methods of retesting and the agreement of two coders were used. Also, for coding, the Etrid Sterling (2001) coding method was used. Qualitative data analysis was done using Max Kyuda software. Hierarchical analysis process has been used in a small part to prioritize enabling factors.<br /><br />Results: Based on the obtained results, financial factors, government support, environmental factors, cooperation between companies and legal factors were identified as enablers of knowledge-based ecosystem formation. Also, the ranking of these enablers showed that the criterion of financing with a normalized weight of 0.339 has the highest priority, and the criterion of cooperation between companies, legal factors, environmental factors, and government support are in the next priorities, respectively.<br /><br />Conclusion: Knowledge-based companies should use the services of growth centers and science and technology parks at the beginning; Because such institutions provide companies with financial facilities (however small) with low interest rates. It is also necessary for the startup's management team to do extensive work to find angel investors to solve the company's financial problems. Technology parks and entrepreneurship support centers provide more opportunities for interaction between knowledge-based companies. Also, the active company in specialized and commercial exhibitions can provide a good basis for cooperation between these companies. Also, every year, a large number of training workshops on business law are held by institutions such as science and technology park, and participation in such meetings can improve managers' insight into the legal and legal conditions governing the business environment. It is also suggested that knowledge-based companies use the customer relationship management system to receive feedback from customers so that they can make the necessary changes in the company's products in accordance with the customers' demands, and also to raise more awareness about government facilities for knowledge-based companies so that the managers of such companies To be able to make better use of government facilities and opportunities.Objective: Knowledge-based companies, despite their high importance in the economy, face many problems compared to large companies. For example, they are less likely to be able to get bank loans than large companies. Instead, they rely on internal funding or cash from friends and family to start and grow their companies early. The formation of business ecosystems is considered a very effective approach to the simultaneous growth of start-up companies; However, so far, not much research has been done on the factors affecting knowledge-based ecosystems. Therefore, the present study was conducted with the aim of providing a model of enablers for the formation of a knowledge-based ecosystem.<br /><br />Method: In terms of orientation, this research is of an applied type, which was carried out with a mixed (qualitative-quantitative) approach. The statistical sample included 25 business management experts, including university professors and managers of knowledge-based companies, which was carried out in a targeted non-random way using the snowball technique. The main tool for data collection in the qualitative part was a semi-structured in-depth interview and in the quantitative part, a paired comparison questionnaire. In order to determine the validity and reliability of the interviews, two methods of retesting and the agreement of two coders were used. Also, for coding, the Etrid Sterling (2001) coding method was used. Qualitative data analysis was done using Max Kyuda software. Hierarchical analysis process has been used in a small part to prioritize enabling factors.<br /><br />Results: Based on the obtained results, financial factors, government support, environmental factors, cooperation between companies and legal factors were identified as enablers of knowledge-based ecosystem formation. Also, the ranking of these enablers showed that the criterion of financing with a normalized weight of 0.339 has the highest priority, and the criterion of cooperation between companies, legal factors, environmental factors, and government support are in the next priorities, respectively.<br /><br />Conclusion: Knowledge-based companies should use the services of growth centers and science and technology parks at the beginning; Because such institutions provide companies with financial facilities (however small) with low interest rates. It is also necessary for the startup's management team to do extensive work to find angel investors to solve the company's financial problems. Technology parks and entrepreneurship support centers provide more opportunities for interaction between knowledge-based companies. Also, the active company in specialized and commercial exhibitions can provide a good basis for cooperation between these companies. Also, every year, a large number of training workshops on business law are held by institutions such as science and technology park, and participation in such meetings can improve managers' insight into the legal and legal conditions governing the business environment. It is also suggested that knowledge-based companies use the customer relationship management system to receive feedback from customers so that they can make the necessary changes in the company's products in accordance with the customers' demands, and also to raise more awareness about government facilities for knowledge-based companies so that the managers of such companies To be able to make better use of government facilities and opportunities.https://jed.ut.ac.ir/article_101176_0e97c682ec41db6f2f4a7133be3d24ac.pdfFaculty of Entrepreneurship, University of TehranJournal of Entrepreneurship Development2008-226618120250421A Phenomenographical Study of the Barriers to Implementing Merger and Acquisition Strategies in Iran's Entrepreneurial EcosystemA Phenomenographical Study of the Barriers to Implementing Merger and Acquisition Strategies in Iran's Entrepreneurial Ecosystem286610062510.22059/jed.2025.384775.654437FASoroushShaigan NarimanBusiness, Islamic studies and management faculty, Imam Sadiq University, Tehran, IranMohammadmahdiFesharakiBusiness,, Islamic studies and management faculty, Imam Sadiq University, Tehran, IranMohammadJavadiBusiness, Islamic studies and management faculty, Imam Sadiq University, Tehran, IranJournal Article20241103Objective: One of the key indicators of development within a country’s entrepreneurial ecosystem is the presence of essential infrastructure and foundational components necessary for successfully implementing and realizing large-scale merger and acquisition (M&A) strategies. These strategies, especially relevant in developing countries and emerging economies, play a vital role in fostering ecosystem growth, sustainability, and diversification by creating synergies, accessing new resources, and supporting innovation. Establishing a suitable foundation for the effective operation of M&A processes can significantly impact the overall advancement of a nation’s entrepreneurial ecosystem. This study, using a phenomenographical research approach, aims to identify the obstacles and contributing factors to the failure of M&A strategies within Iran's entrepreneurial ecosystem, offering insights into the unique challenges of this context and potentially guiding policymakers and practitioners.<br /><br />Method: To comprehensively identify the obstacles and factors that hinder the success of M&A strategies in Iran’s entrepreneurial ecosystem, researchers selected the phenomenographical method—a qualitative approach ideal for exploring participants’ diverse experiences. Data were collected through semi-structured interviews with ten individuals actively involved in Iran’s entrepreneurial ecosystem who have direct experience in M&A processes. Data collection continued until theoretical saturation was achieved, ensuring that insights were robust and representative. After data collection, key internal and external dimensions were extracted through systematic data analysis. The findings were then reviewed by the interviewees and a selection of experts in the field to ensure the validity and reliability of the study’s conclusions.<br /><br />Results: The findings from this study, categorized according to Isenberg’s entrepreneurial ecosystem model, are presented across six critical dimensions: policy, finance, culture, supports, human capital, and markets. Each of these dimensions reflects specific challenges and elements critical to understanding M&A strategy failure in Iran. The analysis identified 12 fixed elements and 85 variable elements, which were thoroughly examined to highlight the structural, financial, cultural, and managerial barriers affecting M&A processes. This detailed classification of elements offers a comprehensive understanding of the limitations and intricacies present within Iran’s entrepreneurial ecosystem.<br /><br />Conclusion: The results indicate that implementing M&A strategies within Iran’s entrepreneurial ecosystem faces extensive challenges and barriers. These challenges, systematically classified in alignment with Isenberg’s model, encompass 12 internal dimensions with fixed elements, such as 'facilitation tools,' 'regulatory and legal components,' 'macroeconomic and banking systems,' 'financial support and networking,' 'cultural alignment and organizational development,' 'structural and managerial barriers to cultural interactions,' 'institutional provision and coherence,' 'promotion and facilitation within the entrepreneurial ecosystem,' 'organizational improvement and development,' 'workforce attraction and motivation,' 'competition and business environment,' and 'growth and development opportunities.' This study emphasizes that understanding these obstacles is crucial for policymakers, entrepreneurs, and stakeholders seeking to strengthen M&A strategies in Iran. Addressing these multi-faceted barriers could enable a more resilient, adaptive, and growth-oriented entrepreneurial ecosystem, ultimately leading to enhanced economic development and innovation capacity at the national level.Objective: One of the key indicators of development within a country’s entrepreneurial ecosystem is the presence of essential infrastructure and foundational components necessary for successfully implementing and realizing large-scale merger and acquisition (M&A) strategies. These strategies, especially relevant in developing countries and emerging economies, play a vital role in fostering ecosystem growth, sustainability, and diversification by creating synergies, accessing new resources, and supporting innovation. Establishing a suitable foundation for the effective operation of M&A processes can significantly impact the overall advancement of a nation’s entrepreneurial ecosystem. This study, using a phenomenographical research approach, aims to identify the obstacles and contributing factors to the failure of M&A strategies within Iran's entrepreneurial ecosystem, offering insights into the unique challenges of this context and potentially guiding policymakers and practitioners.<br /><br />Method: To comprehensively identify the obstacles and factors that hinder the success of M&A strategies in Iran’s entrepreneurial ecosystem, researchers selected the phenomenographical method—a qualitative approach ideal for exploring participants’ diverse experiences. Data were collected through semi-structured interviews with ten individuals actively involved in Iran’s entrepreneurial ecosystem who have direct experience in M&A processes. Data collection continued until theoretical saturation was achieved, ensuring that insights were robust and representative. After data collection, key internal and external dimensions were extracted through systematic data analysis. The findings were then reviewed by the interviewees and a selection of experts in the field to ensure the validity and reliability of the study’s conclusions.<br /><br />Results: The findings from this study, categorized according to Isenberg’s entrepreneurial ecosystem model, are presented across six critical dimensions: policy, finance, culture, supports, human capital, and markets. Each of these dimensions reflects specific challenges and elements critical to understanding M&A strategy failure in Iran. The analysis identified 12 fixed elements and 85 variable elements, which were thoroughly examined to highlight the structural, financial, cultural, and managerial barriers affecting M&A processes. This detailed classification of elements offers a comprehensive understanding of the limitations and intricacies present within Iran’s entrepreneurial ecosystem.<br /><br />Conclusion: The results indicate that implementing M&A strategies within Iran’s entrepreneurial ecosystem faces extensive challenges and barriers. These challenges, systematically classified in alignment with Isenberg’s model, encompass 12 internal dimensions with fixed elements, such as 'facilitation tools,' 'regulatory and legal components,' 'macroeconomic and banking systems,' 'financial support and networking,' 'cultural alignment and organizational development,' 'structural and managerial barriers to cultural interactions,' 'institutional provision and coherence,' 'promotion and facilitation within the entrepreneurial ecosystem,' 'organizational improvement and development,' 'workforce attraction and motivation,' 'competition and business environment,' and 'growth and development opportunities.' This study emphasizes that understanding these obstacles is crucial for policymakers, entrepreneurs, and stakeholders seeking to strengthen M&A strategies in Iran. Addressing these multi-faceted barriers could enable a more resilient, adaptive, and growth-oriented entrepreneurial ecosystem, ultimately leading to enhanced economic development and innovation capacity at the national level.https://jed.ut.ac.ir/article_100625_7afb1e7ec853148372cf3ef78c189d97.pdfFaculty of Entrepreneurship, University of TehranJournal of Entrepreneurship Development2008-226618120250421Conceptualizing team coaching: from origin to evolutionConceptualizing team coaching: from origin to evolution678810173610.22059/jed.2025.384013.654430FAAmirhoseinBagherieh MashadiEntrepreneurship Development Department, Faculty of Entrepreneurship, University of Tehran, Tehran, IranMohammadAziziEntrepreneurship Development Department, Faculty of Entrepreneurship, University of Tehran, Tehran, IranJournal Article20241118Objective: Teams play a crucial role in the effectiveness of organizations. In recent years, the focus of learning and development has shifted from solely emphasizing individual growth to enhancing the learning and development of entire teams, ultimately increasing their effectiveness. This shift has resulted in extensive literature examining various team learning and development interventions, Team coaching is a management practice designed to help team members work more effectively together. However, it is still a poorly defined and conceptualized phenomenon that exists at the intersection of interventions and team development. The growing body of literature on team coaching makes it necessary to conduct bibliometric analyses to summarize the field. The purpose of this research is to examine the scientific contributions related to team coaching.<br /><br />Method: This research is a descriptive and applied study that employed bibliometric methods. The Scopus database was utilized to collect data from 65 scientific documents published between 2005 and 2024. For visualization purposes, VOSviewer and R software were employed. The study provides descriptive information regarding various factors, such as the number of published articles and associated subject areas, utilizing both co-authorship and co-occurrence methods. Additionally, it identifies key indicators of team coaching based on keywords identified in the previous stage. The significance of each indicator was assessed through a questionnaire and a Likert scale, along with insights from a group of 16 experts.<br /><br />Results: The application of team coaching has been developed across various subject areas, particularly within the fields of business. The most influential countries in this domain are America, England, and Germany. Since 2017, there has been a steady increase in scientific publications on team coaching, with the highest number recorded in 2022. The most cited article is Hackman and Wagman’s (2005) titled "Team Coaching Theory”. Through bibliometric analyses, a set of keywords has been identified that reflects the key themes in team coaching. These include leadership, teamwork, mentoring, collaboration, awareness, alertness, learning, team innovation, team building, well-being, skill, motivation, employee experience, decision-making errors, individual coaching, competence, coaching functions, beliefs, group dynamics, procedures, process evaluation, and goals. Additionally, team coaching indicators derived from these keywords can be grouped into four categories: 1. Characteristics and Skills of the Coach: communication development, conflict management, possessing adequate knowledge and skills, questioning and awareness enhancement skills, facilitation skills, intellectual maturity, a spirit of learning and development, listening skills, diagnostic and analytical skills, targeted interviewing, personal counseling, environmental analysis, and adopting a systemic perspective; 2. Characteristics of the Coachees: an appropriate team structure, psychological safety, aligning team performance with organizational needs, members' knowledge and skills, commitment and responsibility, the use of effective work strategies, a positive team atmosphere, openness to others' opinions, and mutual trust among members; 3. Team Coaching Actions: improving performance, clarifying performance goals and expectations, analyzing performance, providing feedback, transferring knowledge, questioning and raising awareness, motivating progress and development, identifying and utilizing talents, increasing employee commitment, supporting employees when needed, fostering constructive relationships, and managing conflicts; 4. Goals and Outcomes: enhancing self-awareness, boosting awareness, improving knowledge and skills, elevating performance, increasing commitment and effort, fostering team cooperation and coordination, enhancing communication, improving team effectiveness. After assessing the components of team coaching, it was found that the highest importance score was associated with psychological safety, while the lowest score was related to defining goals and performance expectations.<br /><br />Conclusion: Team coaching is an interdisciplinary approach that has seen a significant upward trend in scientific research. Currently, no document in Iran has been indexed in Scopus specifically focused on team coaching. Based on this, it is recommended to prioritize research in this area, which could enhance the development of organizational resources across various industries. Team coaching is an activity centered around teamwork and team learning, led by a team leader to improve both individual and team performance. This process may also involve an external coach who collaborates with a group of managers or employees within a team. The team coaching process helps teams align around a common goal, create an inspiring vision, and build healthy relationships within the team. It involves defining roles, fostering accountability for both behaviors and outcomes, and making constructive decisions that align with team and organizational objectives. Overall, team coaching accelerates team performance and serves as a valuable tool for enabling individuals to work together more effectively to achieve shared goals in the workplace. As a result, teams across different industries can attain higher performance outcomes by leveraging the benefits of team coaching.<br /><br />Keywords: development, Learning, Leadership, performance, GroupObjective: Teams play a crucial role in the effectiveness of organizations. In recent years, the focus of learning and development has shifted from solely emphasizing individual growth to enhancing the learning and development of entire teams, ultimately increasing their effectiveness. This shift has resulted in extensive literature examining various team learning and development interventions, Team coaching is a management practice designed to help team members work more effectively together. However, it is still a poorly defined and conceptualized phenomenon that exists at the intersection of interventions and team development. The growing body of literature on team coaching makes it necessary to conduct bibliometric analyses to summarize the field. The purpose of this research is to examine the scientific contributions related to team coaching.<br /><br />Method: This research is a descriptive and applied study that employed bibliometric methods. The Scopus database was utilized to collect data from 65 scientific documents published between 2005 and 2024. For visualization purposes, VOSviewer and R software were employed. The study provides descriptive information regarding various factors, such as the number of published articles and associated subject areas, utilizing both co-authorship and co-occurrence methods. Additionally, it identifies key indicators of team coaching based on keywords identified in the previous stage. The significance of each indicator was assessed through a questionnaire and a Likert scale, along with insights from a group of 16 experts.<br /><br />Results: The application of team coaching has been developed across various subject areas, particularly within the fields of business. The most influential countries in this domain are America, England, and Germany. Since 2017, there has been a steady increase in scientific publications on team coaching, with the highest number recorded in 2022. The most cited article is Hackman and Wagman’s (2005) titled "Team Coaching Theory”. Through bibliometric analyses, a set of keywords has been identified that reflects the key themes in team coaching. These include leadership, teamwork, mentoring, collaboration, awareness, alertness, learning, team innovation, team building, well-being, skill, motivation, employee experience, decision-making errors, individual coaching, competence, coaching functions, beliefs, group dynamics, procedures, process evaluation, and goals. Additionally, team coaching indicators derived from these keywords can be grouped into four categories: 1. Characteristics and Skills of the Coach: communication development, conflict management, possessing adequate knowledge and skills, questioning and awareness enhancement skills, facilitation skills, intellectual maturity, a spirit of learning and development, listening skills, diagnostic and analytical skills, targeted interviewing, personal counseling, environmental analysis, and adopting a systemic perspective; 2. Characteristics of the Coachees: an appropriate team structure, psychological safety, aligning team performance with organizational needs, members' knowledge and skills, commitment and responsibility, the use of effective work strategies, a positive team atmosphere, openness to others' opinions, and mutual trust among members; 3. Team Coaching Actions: improving performance, clarifying performance goals and expectations, analyzing performance, providing feedback, transferring knowledge, questioning and raising awareness, motivating progress and development, identifying and utilizing talents, increasing employee commitment, supporting employees when needed, fostering constructive relationships, and managing conflicts; 4. Goals and Outcomes: enhancing self-awareness, boosting awareness, improving knowledge and skills, elevating performance, increasing commitment and effort, fostering team cooperation and coordination, enhancing communication, improving team effectiveness. After assessing the components of team coaching, it was found that the highest importance score was associated with psychological safety, while the lowest score was related to defining goals and performance expectations.<br /><br />Conclusion: Team coaching is an interdisciplinary approach that has seen a significant upward trend in scientific research. Currently, no document in Iran has been indexed in Scopus specifically focused on team coaching. Based on this, it is recommended to prioritize research in this area, which could enhance the development of organizational resources across various industries. Team coaching is an activity centered around teamwork and team learning, led by a team leader to improve both individual and team performance. This process may also involve an external coach who collaborates with a group of managers or employees within a team. The team coaching process helps teams align around a common goal, create an inspiring vision, and build healthy relationships within the team. It involves defining roles, fostering accountability for both behaviors and outcomes, and making constructive decisions that align with team and organizational objectives. Overall, team coaching accelerates team performance and serves as a valuable tool for enabling individuals to work together more effectively to achieve shared goals in the workplace. As a result, teams across different industries can attain higher performance outcomes by leveraging the benefits of team coaching.<br /><br />Keywords: development, Learning, Leadership, performance, Grouphttps://jed.ut.ac.ir/article_101736_c5e72da7b6985157f64c584f9e3157d5.pdfFaculty of Entrepreneurship, University of TehranJournal of Entrepreneurship Development2008-226618120250421The effect of glass ceiling on women's entrepreneurship index in Iranian society
(Capiola functions approach)The effect of glass ceiling on women's entrepreneurship index in Iranian society
(Capiola functions approach)8911810187010.22059/jed.2025.380896.654404FASaeedKianpoorDepartment of Economics, Payame Noor University(PNU), Tehran, IranAmir AliFarhangDepartment of Economics, Payame Noor University(PNU), Tehran, IranRezaShamsollahiDepartment of Economic Sciences, Ayatollah Boroujerdi University, Boroujerd, IranJournal Article20240815Currently, policymakers in the economic field acknowledge the significance of women's contribution towards achieving societal objectives. The glass ceiling phenomenon refers to an array of negative mindsets that hinder women's involvement in managerial tasks. Thus, this study aims to explore how the glass ceiling impacts the women's entrepreneurship index in Iranian society from 2008 to 2023 through the use of Capiola functions. The findings indicate that there is an asymmetric relationship between the research variables, with Capiola Town offering the most accurate explanation based on maximum likelihood values, Akaike information criterion, minimum mean squared error, and Nash balance in comparison to the entrepreneurship index, women in parliament, and participation rate. This finding indicates that the entrepreneurship index, the number of women in parliament, and the participation rate all have a series of positive components. According to the results obtained, a rise in the number of women in parliament and women's participation rate will result in a boost in women's entrepreneurship. Moreover, closing the gender wage gap and promoting more women to positions in parliament and on corporate boards also results in a rise in female entrepreneurship. formation criterion, minimum mean squared error, and Nash balance in comparison to the entrepreneurship index, women in parliament, and participation rate. This finding indicates that the entrepreneurship index, the number of women in parliament, and the participation rate all have a series of positive components. According to the results obtained, a rise in the number of women in parliament and women's participation rate will result in a boost in women's entrepreneurship. Moreover, closing the gender wage gap and promoting more women to positions in parliament and on corporate boards also results in a rise in female entrepreneurship. riterion, minimum mean squared error, and Nash balance in comparison to the entrepreneurship index, women in parliament, and participation rate. This finding indicates that the entrepreneurship index, the number of women in parliament, and the participation rate all have a series of positive components. According to the results obtained, a rise in the number of women in parliament and women's participation rate will result in a boost in women's entrepreneurship. Moreover, closing the gender wage gap and promoting more women to positions in parliament and on corporate boards also results in a rise in female entrepreneurship. <br /><br />results obtained, a rise in the number of women in parliament and women's participation rate will result in a boost in women's entrepreneurship. Moreover, closing the gender wage gap and promoting more women to positions in parliament and on corporate boards also results in a rise in female entrepreneurship. results obtained, a rise in the number of women in parliament and women's participation rate will result in a boost in women's entrepreneurship. Moreover, closing the gender wage gap and promoting more women to positions in parliament and on corporate boards also results in a rise in female entrepreneurship.Currently, policymakers in the economic field acknowledge the significance of women's contribution towards achieving societal objectives. The glass ceiling phenomenon refers to an array of negative mindsets that hinder women's involvement in managerial tasks. Thus, this study aims to explore how the glass ceiling impacts the women's entrepreneurship index in Iranian society from 2008 to 2023 through the use of Capiola functions. The findings indicate that there is an asymmetric relationship between the research variables, with Capiola Town offering the most accurate explanation based on maximum likelihood values, Akaike information criterion, minimum mean squared error, and Nash balance in comparison to the entrepreneurship index, women in parliament, and participation rate. This finding indicates that the entrepreneurship index, the number of women in parliament, and the participation rate all have a series of positive components. According to the results obtained, a rise in the number of women in parliament and women's participation rate will result in a boost in women's entrepreneurship. Moreover, closing the gender wage gap and promoting more women to positions in parliament and on corporate boards also results in a rise in female entrepreneurship. formation criterion, minimum mean squared error, and Nash balance in comparison to the entrepreneurship index, women in parliament, and participation rate. This finding indicates that the entrepreneurship index, the number of women in parliament, and the participation rate all have a series of positive components. According to the results obtained, a rise in the number of women in parliament and women's participation rate will result in a boost in women's entrepreneurship. Moreover, closing the gender wage gap and promoting more women to positions in parliament and on corporate boards also results in a rise in female entrepreneurship. riterion, minimum mean squared error, and Nash balance in comparison to the entrepreneurship index, women in parliament, and participation rate. This finding indicates that the entrepreneurship index, the number of women in parliament, and the participation rate all have a series of positive components. According to the results obtained, a rise in the number of women in parliament and women's participation rate will result in a boost in women's entrepreneurship. Moreover, closing the gender wage gap and promoting more women to positions in parliament and on corporate boards also results in a rise in female entrepreneurship. <br /><br />results obtained, a rise in the number of women in parliament and women's participation rate will result in a boost in women's entrepreneurship. Moreover, closing the gender wage gap and promoting more women to positions in parliament and on corporate boards also results in a rise in female entrepreneurship. results obtained, a rise in the number of women in parliament and women's participation rate will result in a boost in women's entrepreneurship. Moreover, closing the gender wage gap and promoting more women to positions in parliament and on corporate boards also results in a rise in female entrepreneurship.https://jed.ut.ac.ir/article_101870_c6c2992bb64598f2bda508ee195a757d.pdfFaculty of Entrepreneurship, University of TehranJournal of Entrepreneurship Development2008-226618120250421The effect of entrepreneural bricolage on the growth performance of start-ups; the mediating role of market ambidexterity and the moderating role of technological turbulenceThe effect of entrepreneural bricolage on the growth performance of start-ups; the mediating role of market ambidexterity and the moderating role of technological turbulence11914310160310.22059/jed.2025.390671.654492FAنیماسلطانی نژادDepartment of New Business, Faculty of Entrepreneurship, University of Tehran, Tehran, IranFatemehMohammadiDepartment of Management, Faculty of Economic and Administrative Sciences, University of Qom, Qom, IranJournal Article20250217Objective: In the process of growth and development, start-ups often face resource constraints. Overcoming resource scarcity is crucial for the survival and development of this type of business. Entrepreneurs can expand their networks and access more resources by using entrepreneurial bricolage, which allows them to explore entrepreneurial opportunities in a timely manner and increases their chances of survival and development. Also, start-ups usually face new needs and uncertain competition in the market. Therefore, to survive and grow in this complex environment, these businesses must use existing experiences and knowledge on the one hand and seek new opportunities on the other. This means that businesses must be ambidextrous and consider the challenges of technological turbulence. In this regard, the present study was formed with the primary aim of investigating the effect of entrepreneurial bricolage on the growth performance of start-ups, and then the mediating role of market ambidexterity and the moderating role of technological turbulence were examined.<br /><br />Method: The present study is applied in terms of its purpose and seeks solutions to improve growth performance in the business world, especially in the field of tourism start-ups. This study is defined as a quantitative study by nature. Quantitative studies are usually conducted to measure relationships between variables and analyze numerical data, and this method was used in this study to measure the relationships between entrepreneurial bricolage, growth performance, market ambidexterity, and technological turbulence. Also, this study is a descriptive correlational research in terms of the data collection method. In correlational studies, the inherent goal is to examine the relationship between variables and determine the intensity and direction of the effect. The data collection tool in this study was a standard questionnaire. In order to facilitate access, 420 questionnaires were distributed among managers and experts of tourism start-ups in the cities of Isfahan, Shiraz, and Yazd, and 384 acceptable questionnaires were collected. The questionnaire included questions to measure entrepreneurial bricolage, growth performance, market ambidexterity, and technological turbulence. Data analysis was performed using structural equation modeling with the help of SmartPLS software version 3. This software allows researchers to examine complex relationships between latent and manifest variables.<br /><br />Results: The results of data analysis confirm the main and secondary hypotheses of the study. The first hypothesis of the study, which examined the effect of entrepreneurial bricolage on the growth performance of new businesses, was significantly confirmed. This finding indicates that entrepreneurial bricolage alone cannot have a sufficient effect on the growth performance of new tourism businesses, but market ambidexterity also plays a role in this regard. In addition to confirming the first hypothesis, the results of statistical analyses also indicate the confirmation of the second hypothesis of the study. This hypothesis examines the effect of entrepreneurial bricolage on market ambidexterity. The third hypothesis examined the effect of market ambidexterity on the growth performance of new tourism businesses, which the results of statistical analyses indicate the confirmation of the third hypothesis of the study. The fourth hypothesis of the study examined the mediating role of market ambidexterity in the relationship between entrepreneurial bricolage and the growth performance of new tourism businesses, which the results of statistical analyses indicate the confirmation of the fourth hypothesis of the study. The fifth, sixth, and seventh hypotheses of the research are about the moderating role of technological turbulence in the relationships between the research variables, and the results of statistical analyses indicate confirmation of this hypothesis and proof of the moderating role of technological turbulence in these relationships.<br /><br />Conclusion: The results of this research can help tourism start-ups to promote their growth performance by considering entrepreneurial bricolage capabilities, market ambidexterity, and technological turbulence. The use of bricolage allows businesses to exploit emerging opportunities despite having very few resources. With the improvement of entrepreneurial bricolage, the growth performance of tourism start-ups also increases, and this relationship is enhanced by market ambidexterity and technological turbulence. Market ambidexterity serves as a crucial theoretical tool for start-ups to navigate the opportunity paradox of simultaneously satisfying an existing market need and exploring a potential market. On the other hand, active companies face a constantly innovative and uncertain environment. This means that companies will constantly change their competitive strategies in the processes of product creation and production because the competitive boundaries are constantly changing. Technology turbulence is characterized by features such as “short product development cycles and rapid technology obsolescence.” These conditions can create opportunities for companies to gain a competitive advantage by changing or improving their products.Objective: In the process of growth and development, start-ups often face resource constraints. Overcoming resource scarcity is crucial for the survival and development of this type of business. Entrepreneurs can expand their networks and access more resources by using entrepreneurial bricolage, which allows them to explore entrepreneurial opportunities in a timely manner and increases their chances of survival and development. Also, start-ups usually face new needs and uncertain competition in the market. Therefore, to survive and grow in this complex environment, these businesses must use existing experiences and knowledge on the one hand and seek new opportunities on the other. This means that businesses must be ambidextrous and consider the challenges of technological turbulence. In this regard, the present study was formed with the primary aim of investigating the effect of entrepreneurial bricolage on the growth performance of start-ups, and then the mediating role of market ambidexterity and the moderating role of technological turbulence were examined.<br /><br />Method: The present study is applied in terms of its purpose and seeks solutions to improve growth performance in the business world, especially in the field of tourism start-ups. This study is defined as a quantitative study by nature. Quantitative studies are usually conducted to measure relationships between variables and analyze numerical data, and this method was used in this study to measure the relationships between entrepreneurial bricolage, growth performance, market ambidexterity, and technological turbulence. Also, this study is a descriptive correlational research in terms of the data collection method. In correlational studies, the inherent goal is to examine the relationship between variables and determine the intensity and direction of the effect. The data collection tool in this study was a standard questionnaire. In order to facilitate access, 420 questionnaires were distributed among managers and experts of tourism start-ups in the cities of Isfahan, Shiraz, and Yazd, and 384 acceptable questionnaires were collected. The questionnaire included questions to measure entrepreneurial bricolage, growth performance, market ambidexterity, and technological turbulence. Data analysis was performed using structural equation modeling with the help of SmartPLS software version 3. This software allows researchers to examine complex relationships between latent and manifest variables.<br /><br />Results: The results of data analysis confirm the main and secondary hypotheses of the study. The first hypothesis of the study, which examined the effect of entrepreneurial bricolage on the growth performance of new businesses, was significantly confirmed. This finding indicates that entrepreneurial bricolage alone cannot have a sufficient effect on the growth performance of new tourism businesses, but market ambidexterity also plays a role in this regard. In addition to confirming the first hypothesis, the results of statistical analyses also indicate the confirmation of the second hypothesis of the study. This hypothesis examines the effect of entrepreneurial bricolage on market ambidexterity. The third hypothesis examined the effect of market ambidexterity on the growth performance of new tourism businesses, which the results of statistical analyses indicate the confirmation of the third hypothesis of the study. The fourth hypothesis of the study examined the mediating role of market ambidexterity in the relationship between entrepreneurial bricolage and the growth performance of new tourism businesses, which the results of statistical analyses indicate the confirmation of the fourth hypothesis of the study. The fifth, sixth, and seventh hypotheses of the research are about the moderating role of technological turbulence in the relationships between the research variables, and the results of statistical analyses indicate confirmation of this hypothesis and proof of the moderating role of technological turbulence in these relationships.<br /><br />Conclusion: The results of this research can help tourism start-ups to promote their growth performance by considering entrepreneurial bricolage capabilities, market ambidexterity, and technological turbulence. The use of bricolage allows businesses to exploit emerging opportunities despite having very few resources. With the improvement of entrepreneurial bricolage, the growth performance of tourism start-ups also increases, and this relationship is enhanced by market ambidexterity and technological turbulence. Market ambidexterity serves as a crucial theoretical tool for start-ups to navigate the opportunity paradox of simultaneously satisfying an existing market need and exploring a potential market. On the other hand, active companies face a constantly innovative and uncertain environment. This means that companies will constantly change their competitive strategies in the processes of product creation and production because the competitive boundaries are constantly changing. Technology turbulence is characterized by features such as “short product development cycles and rapid technology obsolescence.” These conditions can create opportunities for companies to gain a competitive advantage by changing or improving their products.https://jed.ut.ac.ir/article_101603_e603895d47bfc53226112ccc3f847b41.pdfFaculty of Entrepreneurship, University of TehranJournal of Entrepreneurship Development2008-226618120250421Phenomenological study of Existential roots and themes in EntrepreneurshipPhenomenological study of Existential roots and themes in Entrepreneurship14417410097810.22059/jed.2025.388589.654476FAJahangirYadollahi FarsiDepartment of Business Creation, Faculty of Entrepreneurship, University of Tehran, Tehran, Iran.RezaMohammadKazemiDepartment of Business Creation, Faculty of Entrepreneurship, University of Tehran, Tehran, Iran.AliKhademorezaDepartment of Business Creation, Faculty of Entrepreneurship, University of Tehran, Tehran, Iran.Journal Article20250110Objective: Entrepreneurship, is an interdisciplinary and young research field. This developing field has a major capacity and need for conceptualization, in itself and in connection with other fields of knowledge, so that new questions are raised in it and new answers are also found from the connection and combination of other sciences with it. Thus, the body of knowledge of this field can be deepened and expanded.<br /><br />The aim of this research is to see through the entrepreneurial action from a completely new perspective and raise the question whether entrepreneurship, as a personal action and phenomenon, can have existential themes and roots? Meaning that, in the mental layers of entrepreneurial action, which includes beliefs, motivations, intentions, desires, and purposes, the entrepreneur seeks answers for the existential drivers, and whether his actions overlaps with the fundamental themes of existentialism?<br /><br />This research seeks to understand entrepreneurship, as an empirical and personal phenomenon, in its most fundamental subjective and intuitive layers. For that, it is needed to understand the lived world of the entrepreneur from the existential perspective in order to clarify different way to view entrepreneurial action.<br /><br /><br /><br />Method: Considering the subject, objective and question, this is a qualitative research, its ontology is subjectivist, its epistemology is non-probative, its paradigm is interpretive intellectual and its strategy and methodology phenomenology.<br /><br />Since this research has taken the first step towards phenomenological study of entrepreneurial actions based on existentialism, it is a fundamental research in that seeks to explore uncover concepts and themes.<br /><br />The position of the researcher is an empathetic observer, which is most compatible with the paradigm of interpretivism and the strategy of phenomenology. The statistical population of this research is the entrepreneurs of small and medium-sized enterprises in Tehran. the entrepreneurial nature of these businesses is based on key indicators including; Innovative product, service and activity in a specific field for the first time and before other competitors; Entering a new market, creating a new market, growing rapidly in the market or in the number of human resources; decision-making and actions in uncertainty; And the activities based on the principles of effectuation.<br /><br />After developing the research protocol, 5 interviews were conducted from which the research data were extracted. The sampling methods of the research were non-random and multi-stage, and in addition to that, having experience in the phenomenon of entrepreneurship and the desire and ability of interviewee to describe that experience were highly considered. Collecting information from the sample population was done through in-depth, semi-structured or unstructured phenomenological interviews.<br /><br />Validity and reliability methods of this research contains (internal validity): getting opinions of two participants about the findings, (external validity): articulating some parts of the findings in the form of quotations. (Internal reliability): checking the processes of information gathering, coding and reviewing data multiple times by the researcher and (external reliability): the comparison of raw data and analyzed data.<br /><br /><br /><br />Results: After analyzing the information collected from the literature review and conducting phenomenological interviews, 51 existential themes related to entrepreneurial action were deduced and extracted. Many of these 51 themes had subcategory themes themselves. Thus the description of each theme was determined. Also, by integrating and combining these themes in a bottom-up approach, 8 main clusters of existential themes related to entrepreneurial action were determined, containing; Being-in-the-world; time; communication and co-existence (being-in-the-human-world); from facticity to standing out; building oneself and one's world through action in the path of authenticity; freedom, responsibility and choice; meaning in entrepreneurship and death.<br /><br /><br /><br />Conclusion: As a result of the research, 51 existential themes categorized in 8 main clusters related to entrepreneurial action were uncovered and identified. The high repetition of these themes in the interviews indicates the theoretical saturation and also a rich roots of existentialism in entrepreneurial action and the phenomenon of entrepreneurship. These 51 themes and 8 main clusters reveal the main interrelated concepts between entrepreneurial action and existentialism and indicate the deep connection between these two fields of knowledge and concepts. Furthermore, it was found out that the existential themes mentioned in this research, consciously or unconsciously existed in the mental layers of the interviewed entrepreneurs and provided a basis, meaning and reason for their decision making and entrepreneurial action.Objective: Entrepreneurship, is an interdisciplinary and young research field. This developing field has a major capacity and need for conceptualization, in itself and in connection with other fields of knowledge, so that new questions are raised in it and new answers are also found from the connection and combination of other sciences with it. Thus, the body of knowledge of this field can be deepened and expanded.<br /><br />The aim of this research is to see through the entrepreneurial action from a completely new perspective and raise the question whether entrepreneurship, as a personal action and phenomenon, can have existential themes and roots? Meaning that, in the mental layers of entrepreneurial action, which includes beliefs, motivations, intentions, desires, and purposes, the entrepreneur seeks answers for the existential drivers, and whether his actions overlaps with the fundamental themes of existentialism?<br /><br />This research seeks to understand entrepreneurship, as an empirical and personal phenomenon, in its most fundamental subjective and intuitive layers. For that, it is needed to understand the lived world of the entrepreneur from the existential perspective in order to clarify different way to view entrepreneurial action.<br /><br /><br /><br />Method: Considering the subject, objective and question, this is a qualitative research, its ontology is subjectivist, its epistemology is non-probative, its paradigm is interpretive intellectual and its strategy and methodology phenomenology.<br /><br />Since this research has taken the first step towards phenomenological study of entrepreneurial actions based on existentialism, it is a fundamental research in that seeks to explore uncover concepts and themes.<br /><br />The position of the researcher is an empathetic observer, which is most compatible with the paradigm of interpretivism and the strategy of phenomenology. The statistical population of this research is the entrepreneurs of small and medium-sized enterprises in Tehran. the entrepreneurial nature of these businesses is based on key indicators including; Innovative product, service and activity in a specific field for the first time and before other competitors; Entering a new market, creating a new market, growing rapidly in the market or in the number of human resources; decision-making and actions in uncertainty; And the activities based on the principles of effectuation.<br /><br />After developing the research protocol, 5 interviews were conducted from which the research data were extracted. The sampling methods of the research were non-random and multi-stage, and in addition to that, having experience in the phenomenon of entrepreneurship and the desire and ability of interviewee to describe that experience were highly considered. Collecting information from the sample population was done through in-depth, semi-structured or unstructured phenomenological interviews.<br /><br />Validity and reliability methods of this research contains (internal validity): getting opinions of two participants about the findings, (external validity): articulating some parts of the findings in the form of quotations. (Internal reliability): checking the processes of information gathering, coding and reviewing data multiple times by the researcher and (external reliability): the comparison of raw data and analyzed data.<br /><br /><br /><br />Results: After analyzing the information collected from the literature review and conducting phenomenological interviews, 51 existential themes related to entrepreneurial action were deduced and extracted. Many of these 51 themes had subcategory themes themselves. Thus the description of each theme was determined. Also, by integrating and combining these themes in a bottom-up approach, 8 main clusters of existential themes related to entrepreneurial action were determined, containing; Being-in-the-world; time; communication and co-existence (being-in-the-human-world); from facticity to standing out; building oneself and one's world through action in the path of authenticity; freedom, responsibility and choice; meaning in entrepreneurship and death.<br /><br /><br /><br />Conclusion: As a result of the research, 51 existential themes categorized in 8 main clusters related to entrepreneurial action were uncovered and identified. The high repetition of these themes in the interviews indicates the theoretical saturation and also a rich roots of existentialism in entrepreneurial action and the phenomenon of entrepreneurship. These 51 themes and 8 main clusters reveal the main interrelated concepts between entrepreneurial action and existentialism and indicate the deep connection between these two fields of knowledge and concepts. Furthermore, it was found out that the existential themes mentioned in this research, consciously or unconsciously existed in the mental layers of the interviewed entrepreneurs and provided a basis, meaning and reason for their decision making and entrepreneurial action.https://jed.ut.ac.ir/article_100978_e221aa09568631cc495edabd0ad337b0.pdfFaculty of Entrepreneurship, University of TehranJournal of Entrepreneurship Development2008-226618120250421Identifying and prioritizing the challenges of cooperative businesses in the post-crisis era; A study for targeted policy makingIdentifying and prioritizing the challenges of cooperative businesses in the post-crisis era; A study for targeted policy making17519510211510.22059/jed.2023.351424.654098FAMarziyehBakhtiariFarhangian University, Shahid Rajaei Campus,, Qazvin,, IranGHOLAM HOSSEINHOSSEININIANew Business Department, Faculty of Entrepreneurship, University of Tehran, Tehran, IranJournal Article20221120The research, which is an applied study in terms of goal, and was conducted by a mixed-methods methodology (qualitative-quantitative) study in terms of data collection. The data collection instrument was a systemic document review in the qualitative phase and an expert questionnaire in the quantitative phase. So, The data for the qualitative phase were collected from the documents on business resilience in the Covid-19 crisis derived from all documents in the databases of Web of Science, Scopus, Google Scholar, and Elsevier were studied up to in the spring of 2021. They documents by the consensus method amounted to 53 documents in the spring of 2021 including 47 articles, 4 book sections, and 3 reports, which were reviewed by subjecting to three coding steps (open, axial, and selective) in the MAXQDA2020 software package to identify the challenges of business resilience during the Covid-19 crisis. In the quantitative phase, the challenges were ranked by an expert questionnaire instrument and using the fuzzy analytic hierarchy process (FAHP). The statistical population in this phase was composed of 20 political, organizational, and academic experts, who were selected by the purposive technique.The data in the quantitative phase were collected by the purposive method for which the opinions of 20 experts were collected by a questionnaire and were subjected to fuzzy pairwise comparisons. The data were analyzed in the qualitative phase by the content analysis method in three coding stages using the Maxqda2020 software package. The analysis in the quantitative phase was performed by the fuzzy analytic hierarchy process (FAHP). Based on the results, the resilience of businesses is faced with global challenges, regional and political challenges, macroeconomic challenges, enterprise-level challenges, and family-level challenges. The paper provides some applied practical recommendations based on the ranking of the challengesThe research, which is an applied study in terms of goal, and was conducted by a mixed-methods methodology (qualitative-quantitative) study in terms of data collection. The data collection instrument was a systemic document review in the qualitative phase and an expert questionnaire in the quantitative phase. So, The data for the qualitative phase were collected from the documents on business resilience in the Covid-19 crisis derived from all documents in the databases of Web of Science, Scopus, Google Scholar, and Elsevier were studied up to in the spring of 2021. They documents by the consensus method amounted to 53 documents in the spring of 2021 including 47 articles, 4 book sections, and 3 reports, which were reviewed by subjecting to three coding steps (open, axial, and selective) in the MAXQDA2020 software package to identify the challenges of business resilience during the Covid-19 crisis. In the quantitative phase, the challenges were ranked by an expert questionnaire instrument and using the fuzzy analytic hierarchy process (FAHP). The statistical population in this phase was composed of 20 political, organizational, and academic experts, who were selected by the purposive technique.The data in the quantitative phase were collected by the purposive method for which the opinions of 20 experts were collected by a questionnaire and were subjected to fuzzy pairwise comparisons. The data were analyzed in the qualitative phase by the content analysis method in three coding stages using the Maxqda2020 software package. The analysis in the quantitative phase was performed by the fuzzy analytic hierarchy process (FAHP). Based on the results, the resilience of businesses is faced with global challenges, regional and political challenges, macroeconomic challenges, enterprise-level challenges, and family-level challenges. The paper provides some applied practical recommendations based on the ranking of the challengeshttps://jed.ut.ac.ir/article_102115_7ab37f107f29d64ec7e634ff4605bf3c.pdf