A Study on the Organizational Entrepreneurship: A Case Study in Ahvaz University of Medical Sciences, IR Iran

Abstract

Background: Organizational entrepreneurship focuses on proactive actions, which may lead to the new productions, new services and/ or new processes. Implementation of organizational entrepreneurship plans has many benefits including organizational cost reduction and the increase of organizational capital assets. Objectives: This study aimed to investigate the organizational entrepreneurship status in view of the managers of Ahvaz University of Medical Sciences. Materials and Methods: This cross-sectional study was performed on 67 of the managers of Ahvaz University of Medical Sciences. Data were gathered by a 30-item standard questionnaire. Reliability efficient of the questionnaire was 0.77. Ten dimensions of organizational entrepreneurship including innovation, conditions for demonstration of entrepreneurial behavior, detection and discovery of opportunities, level of flexibility, decision-making system, organizational learning, organizational culture, staff training, reward and incentive system and managerial support system for innovative ideas were studied. Finally, the data were analyzed by using the SPSS version 18. Data analyzing was performed by one-way ANOVA and χ² tests. Results: Among the 10 dimensions studies in this study, innovation (with mean score 11.47 ± 2.56) and decision making system (with mean score 11.47 ± 2.65 score) had the highest rank. The dimension of managerial support system for innovative ideas and organizational culture had the lowest ranks, respectively. Overall status of organizational entrepreneurship was desirable (with mean score 104.9 ± 24.4). In addition, the results showed that there was not a significant relationship between organizational entrepreneurship status and demographic and job characteristics of the managers, except educational level (P > 0.05). Conclusions:The status of the organizational entrepreneurship was assessed in view of managers in Ahvaz University of Medical Sciences. The overall evaluation resulted in a desirable scores; however, some dimensions of organizational entrepreneurship such as innovation and decision-making system had better status than other parameters.

Job adjustment predictive factors of healthcare midwives in health system reform in Iran

“…Investigating the job satisfaction of employees of health centers in Alborz and Ahvaz provinces in Iran, a study revealed that job satisfaction had a direct and strong effect on organizational commitment. Increased job satisfaction made employees feel more responsibility for the organization, which improved e ciency and personal satisfaction, and developed a positive and practical attitude towards organizational commitment and its governing principles as well as towards desire to stay in the organization (22). Determining the predictive effect of job satisfaction and job stress on the organizational commitment of midwives in another study in Iran, reported a direct relationship between all domains of organizational commitment and job satisfaction, and job satisfaction was proposed as a predictor of organizational commitment (38).…”

“…Moreover, it has been shown in some studies that job satisfaction and adjustment can be established to some extent in connection with the commitment of the individual to the organization (21). In two studies on the personnel of hospitals and health centers of Alborz and Ahvaz universities of medical sciences in Iran, researchers found that job satisfaction has a direct and strong effect on organizational commitment, so that increased job satisfaction made the personnel feel more responsible for their organizational structure (22). Also, another study on social security organization employees in Semnan province, indicated that there was no direct relationship between job adjustment and organizational commitment; however, these two factors had a signi cant indirect effect on each other through the mediating role of job satisfaction and organizational trust (23).…”

Job adjustment predictive factors of healthcare midwives in health system reform in Iran

“…Increased job satisfaction prompted employees to feel a greater sense of responsibility for the organization, resulting in enhanced productivity and personal fulfillment. It fostered a constructive and pragmatic outlook on organizational commitment, its guiding principles, and the desire to remain within the organization [ 22 ]. Another Iranian study found a direct correlation between all domains of organizational commitment and job satisfaction, and job satisfaction was suggested as a predictor of organizational commitment [ 40 ].…”

“…Moreover, several studies have demonstrated that job satisfaction and adjustment are, to some extent, influenced by an individual's commitment to the organization [ 21 ]. In two studies on the personnel of hospitals and health centers affiliated with the Alborz and Ahvaz Universities of medical sciences in Iran, researchers observed that job satisfaction has a direct and significant effect on organizational commitment, such that increased job satisfaction made the personnel feel more accountable for their organizational structure [ 22 ]. In addition, another study of social security organization employees in the province of Semnan found no direct relationship between job adjustment and organizational commitment; however, these two factors had a significant indirect effect on each other via the mediating role of job satisfaction and organizational trust [ 23 ].…”

Determining the effective factors on developing entrepreneurial managers in the Iranian health system: A qualitative study

“…[ 43 ] But in other study they believe that intrinsic factors of the organization, such as management support, freedom of action and autonomy, job independence, reward-reinforcement, time availability, and organizational boundaries, can affect the entrepreneurial behavior of employees. [ 44 ] Also, in other study indicated that lack of innovation climate and lack of individual motivation in the organizations influenced absence of entrepreneurial performance in the workplace. [ 45 ]…”