The relationship between the antecedents of entrepreneurial behavior and the mediating role of entrepreneurial organizational climate (case study: Parsian Gas Refining Company)

Document Type : Research Paper

Authors

1 Department of Technology, Faculty of Entrepreneurship, University of Tehran, Tehran, Iran

2 Department of Management, Faculty of Administrative Science and Economics , University of Isfahan, Iran

10.22059/jed.2024.367418.654284

Abstract

Objective: Entrepreneurship in itself is a behavior. Autonomous, proactive, innovative, competitive, and risk-taking behavior plays the main role in implementing entrepreneurial actions. In inorder the need to consider the factors that are necessary for the formation of entrepreneurial behavior, the lack of the role of entrepreneurial behavior in Iranian companies, and the lack of appropriate procedures for its foundation, conducting research in this field can be effective. Therefore, this research was conducted to determine the relationship between the antecedents of entrepreneurial behavior and the mediating role of entrepreneurial organizational climate in the Parsian Gas Refining Company of Fars province.
Method: The research is applied in terms of purpose and descriptive correlation based on nature and method. The statistical population consists of managers, supervisors, and employees of Parsian Gas Refining Company, which includes 385 people. According to the sampling formula of structural equation modeling, the sample size was considered to be 169 people. To collect data, questions from standard questionnaires were used, which were randomly distributed. To analyze the data, descriptive statistics were used and SPSS/24 and Smart PLS/3 software were used for the structural equation model. The content validity of the questionnaires was confirmed by using management experts and some organizational experts. Also, using confirmatory factor analysis, its construct validity was tested and confirmed. R2 criterion for endogenous variables is equal to and greater than 0.33, which indicates a strong fit of the structural model. Also, since the Q2 of the endogenous variables is higher than 0.33, the model has a high predictive power. The average of the shared values above is equal to 0.747 and the average R2 of the endogenous variables is equal to 0.727. To calculate the fit index of the general part of the model, the GOF criterion is equal to 0.736, which indicates a very strong and appropriate fit of the overall model. Since in the present research, the variable of entrepreneurial climate is a mediating variable, the current state of entrepreneurial climate was determined for normal data using the sample t-test and for non-normal data using the binomial test.
Results: The results of the hypothesis test showed that there is no positive and significant relationship between networking behavior and entrepreneurial behavior in the Parsian Gas Refining Company, which indicates the rejection of the first hypothesis. Organizational entrepreneurial climate has a positive and significant relationship with entrepreneurial behavior, which shows that the second hypothesis is confirmed. Entrepreneurial organizational structure does not have a positive and significant relationship with entrepreneurial behavior in the Parsian Gas Refining Company. Entrepreneurial organizational structure indirectly has a positive and significant relationship on entrepreneurial behavior with the mediating role of the organizational entrepreneurial climate, and the intensity of the mediating variable effect is equal to 0.79. Networking behavior indirectly has a positive and significant relationship on entrepreneurial behavior with the mediating role of entrepreneurial climate, and the intensity of the mediating variable effect is equal to 0.84. Therefore, out of five research hypotheses, two hypotheses were rejected and three hypotheses were confirmed.
Conclusion: Based on the findings of the research, it can be concluded that the creation and strengthening of networking behavior and the creation of flat organizational structures alone do not lead to the emergence of entrepreneurial behaviors; Rather, organizations and companies should provide a supportive environment for innovative and entrepreneurial actions through management support, appropriate reward system, access to sufficient resources, flexibility of organizational boundaries, and strengthening the risk-taking of managers, supervisors, and employees. It is also necessary for managers to pay more attention to the formation of purposeful extra-organizational networks that lead to innovation, opportunity identification, and strengthening risk-taking. Since maintaining such networks is valuable, it is necessary; Managers must effectively manage relationships, conflicts, ethical issues, and agreements in the network. The managers and employees of the company should be given this authority so that they can communicate with the employees and managers of other companies through the integrated knowledge management system. By creating an entrepreneurial climate and supporting the management, provide all employees with access to information and knowledge exchange in the direction of the organization's goals. Managers should familiarize themselves with the concepts and requirements of intrapreneurship, put entrepreneurial programs at the forefront of their work, provide the necessary context for the implementation and realization of intrapreneurship, and try to remove the structural and cultural barriers that prevent entrepreneurial and innovative actions in the company. To strengthen the climate of entrepreneurship and improve its dimensions, it is suggested that middle managers, supervisors, and employees be given free time to express innovative ideas, and the selection of these managers is based on experience and innovation, and innovative managers are encouraged for their innovative ideas. The culture of accepting and tolerating failure, risk, and mistakes in Parsian Gas Company spreads through training courses, including training courses to strengthen risk tolerance, teamwork, and case studies related to risk acceptance, tolerating uncertainty and failure, etc.
 

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Main Subjects

References

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