A new wave of change in societies, new technology and innovation has resulted in corporate responsibility, survival, value and performance to comply with the new requirements. To fulfil their missions and goals, organizations need to be innovative, proactive and in other words practice organizational entrepreneurship. Also it can be said that increasing new competitors, a sense of distrust in traditional management practices in organizations, leaving experts and qualified people pursuing their career as individual entrepreneurs can stimulate organization entrepreneurship. Entrepreneurship can occur in products and services, or processes. Hence organizations in order to take appropriate action to overcome environmental challenges need entrepreneurs and entrepreneurship. Since the units in the government sector are bureaucratic and conservative they cannot be considered as entrepreneurial. Although the governmental sector has no disagreement with the entrepreneurial type structures, in practice, the dominant culture, bureaucracy and traditional activities prevent organizational entrepreneurship. The present study is an attempt to present the conceptual model of entrepreneurship and its role in enhancing the performance of governmental Organizations in the city of Mashhad. The correlation between two variables of entrepreneurial behavior and entrepreneurial management and its impact on the performance of government organizations in Mashhad was also studied with the emphasis on the importance of organizational entrepreneurship in these organizations. The study was conducted on 70 government organizations in Mashhad. For analysis and the statistical tests for the study of relationships between variables, the SPSS and Smart PLS software were used. The main results of this study indicate that there is not entrepreneurial orientation and entrepreneurial Management in government organizations in Mashhad; hence, in these organizations, there is no organizational entrepreneurship.
This study investigates the relationship between paternalistic leadership and employee creativity in the tourism and hospitality industry, considering the mediating role of job embeddedness and the moderating role of career stage based on Social Exchange Theory and Conservation of Resources Theory. A paired survey questionnaire was developed and distributed to evaluate the research variables targeting managers and chefs of restaurants in a developing country. To analyze the data, structural equation modeling has been used. Findings demonstrate that job embeddedness has a positive effect on creativity as well as a mediating role between moral and benevolence leadership and creativity. Moreover, employees' career stage is positively linked to job embeddedness and creativity. This study contributes to the existing literature by studying the role that job embeddedness and career path play on employee creativity. Thus, reflecting on how the tourism and hospitality industry can be more innovative, considering the specific sociocultural features given that the study is conducted in a tourist city in a developing country.
Successful companies figure out that the most important elements in the organization are the ability to use the creativity of managers and employees through the recognition of their behaviors. One of the most important strategies for developing intrapreneurship in organizations is to improve and enhance the intrapreneurial behavior of employees, but what is deduced from the review of the history of the research is that most of the studies in the field of personality of entrepreneurs pointed to their characteristics and the type of properties is fewer studies, especially in developing countries and transition economies. The research is part of a series of research that seeks to identify and explore the components of intrapreneurial behavior in the organizations of Iran as a developing country, which is one of the economies in transition. This research is qualitative research in which a thematic analysis approach has been used. The statistical population of this project is selected among 170 competent firms. The findings of the study showed that 27 components of intrapreneurial behaviors in the organization, including 10 personality-based intrapreneurial behaviors and 17 effective entrepreneurial behaviors affected by the environment.
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