MirAli Seyyed Naghavi; Mohamad Khosravi; Hamed Dehghanan; Vahid Nasehifar
Abstract
This research is a mixed-exploratory and goal-oriented, applied-developmental study and its purpose is to identify components, indicators, metrics to evaluate intellectual capital in knowledge-based companies. In the qualitative section, with the help of Semi-structured interviews, a deeper assessment ...
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This research is a mixed-exploratory and goal-oriented, applied-developmental study and its purpose is to identify components, indicators, metrics to evaluate intellectual capital in knowledge-based companies. In the qualitative section, with the help of Semi-structured interviews, a deeper assessment of the perception and attitude of the target community was conducted. In addition, the necessary information about the research objectives was obtained by reviewing the research literature (field study) and through Delphi method and expert questionnaire by 12 professors, experts and managers of knowledge-based companies, the conceptual model was approved and the questionnaire was finalized for testing. . In the quantitative part of the research, the data obtained from the qualitative part were compiled in the form of a questionnaire and completed by 153 managers of knowledge-based companies located in Tehran Science and Technology Park. Finally, four components of human capital - structural capital - communication capital - innovation capital and 17 The index and 78 related metrics were identified and classified and the relationships between the components were evaluated and finalized using the structural equation model.
Soltanali Shahriyari; Mohammad Shahrabi Farahani
Abstract
In recent years, implement of social responsibility has become a challenge for many businesses. One of the most important question about corporate social responsibility is its impact on corporate performance. Although, many studies have investigated this relationship, no consensus has been yet reached ...
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In recent years, implement of social responsibility has become a challenge for many businesses. One of the most important question about corporate social responsibility is its impact on corporate performance. Although, many studies have investigated this relationship, no consensus has been yet reached about it. This study aims to examine the impact of corporate social responsibility on the firm's performance through the mediating variables of innovation and social capital. This research in terms of the purpose is Practical, in terms of how to collect information is Descriptive-Correlation based on structural equation modeling. The statistical population of this study is all of the investment banks in Iranian Institutional Investors Association (IIIA). Measuring tool was a questionnaire with 44 questions which 62 companies responded to it. Construct validity was assessed using convergent and discriminant validity and reliability was assessed by using Cronbach's alph and composite reliability. Data analysis was performed with SmartPLS3 software. Although the impact of social responsibility on innovation has not been accepted, the results show that social responsibility has an impact on firm performance both directly and through the mediator variable of social capital. Therefore, it is suggested that enhance social capital in addition to formulating and implementing social responsibility can imrove firm perfoamnce.
Seyed Mehdi Alvani; Saeed Safari; Reza Kohan Hoosh Nejad; Saeed Khodamoradi
Abstract
According to the dynamism and complexity of today's business environment, the importance of applying entrepreneurial thinking and actions and creating entrepreneurial organizations is evident. Nowadays, organizations have particular considerations to corporate entrepreneurship due to its role in gaining ...
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According to the dynamism and complexity of today's business environment, the importance of applying entrepreneurial thinking and actions and creating entrepreneurial organizations is evident. Nowadays, organizations have particular considerations to corporate entrepreneurship due to its role in gaining sustainable competitive advantage through innovation, risk taking and strategic renewal of organizations. With regard to the fact that providing conditions for implementation of extra dimensions has attracted the attention of many researchers, the purpose of this study was with a comprehensive approach to identify and prioritize the factors affecting corporate entrepreneurship in food industries. CE can identify and develop value creation opportunities in the food industry. The first statistical population of this research consisted of 714 participants including executives, professionals and entrepreneurial organizationexperts in the food industries of Behrouz, Zamzam, Pak, Golestan, Mohsen, which have been selected as sample in random, according to Cochran Formula 250. The second statistical population was selected within 16 experts and professors of entrepreneurship management in universities to prioritize the factors. The research is applicable in aim, and descriptive-correlative in conduction. The Structural Equation Modeling and Fuzzy Hierarchy Analyze process techniques were used to analyze information. The results show that the four organizational, individual, strategic and environmental factors have positive effects on corporate entrepreneurship in entrepreneurial companies in the food industry and the fact that organizational factors are more important in this regard.
Abdollah Aaghaie; Atieh Hajarian,
Volume 23, Issue 74 , June 2014, , Pages 99-113
Abstract
According to recent researches, management innovation, which includes the activities or new structures affecting the managerial nature, is an important source of competitive advantage in organizations. This study focuses on management innovation in organizational basis and two main capabilities including ...
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According to recent researches, management innovation, which includes the activities or new structures affecting the managerial nature, is an important source of competitive advantage in organizations. This study focuses on management innovation in organizational basis and two main capabilities including diagnostic capability and implementation capability are studied as the key capabilities in implementing this innovation. As it is obvious, remarkable role of managers in organizations has the serious effect on management innovation. After studying recent and ongoing related researches and disputing with many elites over this subject, a conceptual model was designed and a questionnaire with 63 questions including dimensions of two main capabilities to implement management innovation was prepared in order to administrative and academic elites pass judgment on the importance of each diagnostic and implementation capabilities and their related dimensions. Furthermore, comparing the results with Harder Model (2011) it became obvious that despite Harder’s theory which declares that diagnostic capability was important for top managers and administrative ones had key role in implementation capability, in our examined society, academic elites focused on diagnostic capability and managers in organizational hierarchy concern for implementation capability and methods for implementing an innovation. In other words, management innovation capabilities relate to the academic level of managers instead of their executive level in organizations.
Bahman Hajipour; Morteza Kord
Volume 21, Issue 64 , August 2011, , Pages 141-166
Abstract
Pursuit of superior financial performance is one of the most important issues for firms and management researchers. This study examines the relationship among organizational learning, innovation and financial performance, and that whether this relationship improves in the context ...
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Pursuit of superior financial performance is one of the most important issues for firms and management researchers. This study examines the relationship among organizational learning, innovation and financial performance, and that whether this relationship improves in the context of strategic alliances. We tested our model on a sample of 105 partnering firms, applying structural equation modeling based onPartial Least Squares (PLS) methodology. Results suggest a significant and positive relationship among organizational learning, innovation and financial performance. Also, it is manifested that this relationships becomes stronger in cases of firms partnering together.
mohammadreza gholamian; somayeh faghih mirzaee
Volume 19, Issue 59 , September 2009, , Pages 127-150
Abstract
In this century, something that cause benefit of competition in organizations is human resources with quality, creativity and activity. Trough knowledge workers as important capability for organization to gain benefit competition and also main invisible asset. Nowadays old capital substitute with knowledge. ...
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In this century, something that cause benefit of competition in organizations is human resources with quality, creativity and activity. Trough knowledge workers as important capability for organization to gain benefit competition and also main invisible asset. Nowadays old capital substitute with knowledge. Therefore, knowledge is not just a benefit competitive resource. But the only source and asset competitive. If an organization cannot use the correct form of knowledge as personal or organizational, tacit or explicit, in correct position then in competitive field will encounter with problems. Unfortunately, organization has some parts of internal knowledge and other sections depends on individuals. This duality between individual knowledge and organizational knowledge wants different strategies knowledge
mahmoud reza esmaeeli
Volume 13, Issue 49 , August 2006, , Pages 56-75
Abstract
Innovation is the putting aside of old patterns; for this purpose we must create an appropriate context. In this paper organizing for innovation, which is necessary for creating innovation, is studied. Any organization-cannot be able to create innovation; only "entrepreneurially organizations and ...
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Innovation is the putting aside of old patterns; for this purpose we must create an appropriate context. In this paper organizing for innovation, which is necessary for creating innovation, is studied. Any organization-cannot be able to create innovation; only "entrepreneurially organizations and adhocracy organizations" can create innovation. However, entrepreneurially organizations cannot create innovation at a high level, only adhocracy organizations can create innovation at a high level. In this study, two types of adhocracy are sought: operating adhocracy and administrative adhocracy.As a consequence, innovation is studied at small and large organizations.
