Davood Hossin Poor; Mohammad Abdollahi
Volume 24, Issue 78 , December 2015, , Pages 109-126
Abstract
This study aimed to identify the impact of human capital on entrepreneurial behavior of the knowledge-based companies and was performed in Science and Technology Park of Tehran University in 1393. The survey population was 64 managers of knowledge-based companies, and according to Morgan table the sample ...
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This study aimed to identify the impact of human capital on entrepreneurial behavior of the knowledge-based companies and was performed in Science and Technology Park of Tehran University in 1393. The survey population was 64 managers of knowledge-based companies, and according to Morgan table the sample size was 56 individuals. Method of data gathering is based on two standard questionnaires to measure research variables. Data analysis was conducted in two parts: measurement model and a sturtural part. In the measurement model, the technical charactersitics of questionnaries inculuding reliability, validity, convergent and divergent validity were examined and necessary amendments were adopted. In the structure, the structure coefficients of the model were used to evaluate research hypotheses. Results indicate a positive and significant impact of human capital and its dimensions on the entrepreneurial behavior of the firms. It was conclude that human capital is a potential source of competitive advantage for knowledge-based companies. Which eventually led to the development of these companies and also enhance the situation of entrepreneur in these firms.
seyed mehdi alvani; davoud hoseynpour
Volume 18, Issue 54 , August 2007, , Pages 1-38
Abstract
Decision making by managers of different organizations is not something merely quantitative but it needs synthesizing and processing quantitative data and qualitative knowledge. With regard to the nature of the problem, dynamic behavior of managers, and complexities of strategic decision ...
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Decision making by managers of different organizations is not something merely quantitative but it needs synthesizing and processing quantitative data and qualitative knowledge. With regard to the nature of the problem, dynamic behavior of managers, and complexities of strategic decision making, artificial neuron networks may be a good help for decision makers. These networks are helpful since they copy and represent the natural ones. The value of neural network technology lies in its application for recognizing patterns, learning, classification, generalization, summarizing and interpreting incomplete inputs. Neural networks are potential factors for providing some human characteristics which are used in problem solving. Simulation using logical and analytical techniques and decision support systems or even expert systems is difficult. The aim of this paper is, as well as presenting new findings, to describe the application of artificial neural networks in strategic decision making by managers. In this paper, the artificial neural networks are discussed to use a decision model within comparative strategic decision making in management. It describes the way networks are applied and accepted within strategic decision making. In chapter one the literature of artificial neuron networks is reviewed. In the second chapter, the principal idea of strategic decision making framework and, on the third, how to make a decision model based on artificial neuron networks are discussed. On the whole, the main purpose of the paper is to understand the human natural neuron networks and to reconstrnct this function artificially to use it in strategic decision making. In summary, artificial neuron networks learn from experience. They are used for making complex and repetitive decisions. They focus on the known patterns and are able to decide and predict on the basis of the previous instances. In future, decision making techniques of artificial network will be applied for all strategic cases and for every strategic case a unique artificial network will be planned and different decisions will be made.
