Perceived Organizational Support and Perceived Organizational Performance Mediated by Corporate Entrepreneurship

Abstract

The blood of each economic is corporate entrepreneurship. Current research has investigated the link from the middle managers' viewpoint on the sector of Iranian technology generation between perceived organizational support and perceived organizational performance mediated by corporate entrepreneurship (CE). Scholars appraised vital internal organizational elements which impact middle managers in the CEE; like, work discretion, time availability, rewards, management support, and organizational boundaries. Corporate entrepreneurship (CE) has three is components; such as, proactiveness, risk taking, and product innovation. In result, perceived organizational implementation was assessed as: performance of innovation, market, and financial. In current study 500 validated questionnaires has been provided by middle managers. Finally, this research has present recommendations for better understanding of relation between perceived organizational support and perceived organizational performance mediated by corporate entrepreneurship.

What Drives Sustainable Organizational Performance? The Roles of Perceived Organizational Support and Sustainable Organizational Reputation

“…From this standpoint, it can be well expected that POS directly affects corporate entrepreneurship, innovation, and sustainability; since such positive feelings about the organization and its supportive nature can positively impact employees' receptivity towards the organization's efforts to introduce and implement corporate innovation. Holt et al [4] suggest that compassionate distinctiveness such as managerial support, job discretion, appreciation, and flexible intra-organizational restrictions are crucial organizational fundamentals influencing personal and corporate innovative performance [1].…”

“…Despite being two hot topics in academia and among scholars, organizational support and sustainable performance have been comparatively less researched than necessary [1,15,16]. However, it is a well-known fact that the employees of an organization can be motivated and directed towards further productivity and efficiency leading to sustained individual and organizational performance by providing them well-guided organizational support [1,2,13]. Therefore, we believe that more and more theoretical and empirical investigations with guiding and conclusive results and recommendations are quite essential.…”

“…Organizational support indicates the developed perceptions of the employees regarding the extent to which an organization values their contributions and the sum of apprehension exhibited towards their welfare. The founding idea of perceived organizational support (POS) originated from social exchange theory, and developed to clarify the maintenance of interpersonal connection in the perspective of the job environment [1]. Once the employees can evaluate the organizational support they obtain, they act accordingly with a norm of reciprocity.…”

“…Such creativity and innovation, in most cases, can increase financial and brand reputation (for example, through inventing a new product or upgrading an existing product) in the industry, which in turn contribute to SOP of a manufacturing organization. Although being hot and worthy topics to study, it can be evident from the existing literature that those topics are mostly underexplored and there is a lack of pertinent research in academia regarding these three variables [1].…”