تحلیل مؤلفه های کارآفرینی سازمانی مراکز آموزش جهاد کشاورزی (مقاله علمی وزارت علوم)
درجه علمی: نشریه علمی (وزارت علوم)
آرشیو
چکیده
مطالعه حاضر با هدف شناسایی مؤلفه های کارآفرینی سازمانی در مراکز آموزش جهاد کشاورزی با رویکردی آمیخته (کیفی کمّی) انجام شده است. برای جمع آوری داده ها در مرحله کیفی از تکنیک مصاحبه نیمه ساختاریافته با 17 نفر از خبرگان حوزه های مدیریت آموزشی، کارآفرینی سازمانی و آموزش کشاورزی استفاده شد. داده ها با استفاده از تکنیک نمونه گیری گلوله برفی و تا نیل به اشباع نظری جمع آوری شدند. برای تحلیل داده ها از روش تحلیل مضمون استفاده شد. برای تحلیل داده های کیفی از نرم افزار MAXQDA استفاده شد. برای جمع آوری داده ها در فاز کمّی از پرسش نامه ای استفاده شد که از تلخیص نتایج فاز کیفی تدوین شده بود. بر مبنای جدول کرجسی مورگان، از میان 270 نفر از اعضای هیأت علمی رشته های کارآفرینی و کشاورزی در مراکز آموزش جهاد کشاورزی، 154 نفر به روش تصادفی مورد مطالعه قرار گرفتند. داده ها با استفاده از تکنیک مدل سازی معادلات ساختاری در محیط نرم افزار Smart pls تحلیل شدند. نتایج نشان داد که کارآفرینی سازمانی در مراکز مورد مطالعه مشتمل بر هفت بعد است که به ترتیب اهمیت عبارتند از مؤلفه های فرهنگی و اجتماعی، مالی و پشتیبانی، خدمات پژوهشی، سیاست گذاری و برنامه ریزی، ساختار آموزشی، ارائه خدمات و خدمات نشر. بر اساس نتایج، توجه به ابعاد فرهنگی و اجتماعی، مالی و پشتیبانی و خدمات پژوهشی در یک مجموعه علمی پژوهشی همچون مراکز آموزش جهاد کشاورزی از اهمیت بیشتری برخوردار است. به طور کلی، تمرکز بر ارتقاء فرهنگ سازمانی و حمایت فکری و مالی از کارکنان و ذی نفعان می تواند ارکان کارآفرینی سازمانی را تقویت نماید.Analysis of Organizational Entrepreneurship Components in Agricultural Jahad Training Centers
IntroductionToday's organizations are facing extensive national and international changes and threats. They operate in a complex environment and need to maintain their competitive position. In this regard, paying attention to performance improvement strategies is important for most organizations. Currently, many organizations pay attention to performance improvement strategies through the development of organizational entrepreneurship approach. This approach is defined as a capacity that people can act beyond the control of management in an organizational context to create spaces of creativity and solidarity and find new ways of doing work. Beyond the fact, organizational entrepreneurship can be seen as the originator of new risky businesses within the organization, which helps to modernize the organization in a wider area through the use of new combinations of resources.The implementation of the entrepreneur system within an organization requires attention to the various dimensions of organizational entrepreneurship and the culture that governs that organization. In this regard, the components of organizational entrepreneurship have been examined from different perspectives and within different organizations. In one perspective, the components of organizational entrepreneurship include structural components (including organizational structure, strategies, reward system, research and development, and control), behavioral (content) components (organizational culture, leadership style, human resource training) and environmental (contextual) components. ) (relationship with clients, socio-cultural environment and administrative environment) In this regard, the dual view of organizational factors (structure, culture, management support, reward, communication and strategic control) and individual (attitude of managers towards entrepreneurship) is emphasized.In general, the literature shows that the components of organizational entrepreneurship are different from the point of view of several factors such as organizational culture, the type and nature of organizational activity, the type and style of management (private or public) and the status of employees. Extensive studies in the field of identifying the components of entrepreneurship have mainly focused on government organizations and universities, and they have less considered the organizations in charge of the agricultural sector, which are different in terms of the nature of the activity. This is despite the fact that organizations in charge of the agricultural sector, such as Academic Jahad, are different from some educational centers such as universities in terms of their functional nature and work missions. In this way, the entrepreneurship components in these organizations are also different from each other. Therefore, the main question is, what are the entrepreneurship components that are appropriate for organizations in charge of the agricultural sector, including the Academic Jahad of the agricultural sector? In addition, most of the previous studies have been conducted quantitatively and few of them have used qualitative approaches; Meanwhile, the need for a more comprehensive study is felt to combine these two approaches in order to identify the components of organizational entrepreneurship more deeply. Therefore, in response to the aforementioned research gap and in order to gain a deeper understanding of the components of organizational entrepreneurship, this study, focusing on Agricultural Jahad training centers, takes help from a mixed research approach. The results of this research can be important in the development of individual and organizational entrepreneurship in the agricultural sector.Materials and Methods The present study is based on a mixed paradigm (qualitative-quantitative). At first, the qualitative phase of the research was carried out based on thematic analysis method. Thematic analysis is a process for analyzing textual data through which diverse and scattered data are transformed into rich and detailed data. In this research, three steps include (1) collecting and reviewing textual data, (2) picking up and understanding irrelevant information and (3) coding and data analysis were noted. MAXQDA software was used for qualitative data analysis. To ensure the correctness of the coding, an external evaluator (one of the researchers familiar with the field of entrepreneurship and active in the agricultural sector) was asked to check the compatibility of the codes with the text and their corresponding categories. Also, in order to check the validity of the qualitative results, the quantitative phase of the research was considered in the form of a cross-sectional survey. The codes obtained from the qualitative phase (33 codes) were designed in the form of a closed-answer questionnaire based on a five-level Likert scale. The statistical population of this research included 270 faculty members of entrepreneurship and agriculture at Jahad Agriculture University, 154 of them were selected as a sample using the Karjesi-Morgan table and studied using simple random sampling. The t statistic was used to evaluate the factor loadings obtained in this model. The validity and reliability of the constructs were also considered using Cronbach's alpha, average variance extracted and composite reliability.Results and discussion In the qualitative phase of the research, the open coding process was started by reviewing the text of the interviews several times. In the first step, the coding process resulted in the emergence of 233 codes. These codes were summarized in the form of 33 more abstract concepts through continuous comparison and identification of hidden events among them. Finally, the summarized abstract concepts were classified into seven components based on semantic relationships. Research services with the number of references 35, refers to the set of services related to contracts that are concluded in order to conduct applied research. These contracts are usually done with universities, business and private sectors. The purpose of concluding such contracts is that Agricultural Jahad training centers align themselves with these fields in their organizational dimensions by gaining a deep understanding of the fields of entrepreneurship and its scientific dimensions. It should be noted that these researches are conducted with the aim of strengthening the practical foundations of the field of entrepreneurship. Based on the results, publishing services are also recognized as one of the important dimensions of organizational entrepreneurship with 39 references. In fact, one of the components of entrepreneurship in an entrepreneurial organization is that the relevant organization can publish content that familiarizes its users and beneficiaries with the fields of entrepreneurship and facilitates the creation of creativity and emergence of new ideas in their minds. It should be noted that in addition to the content of the publications, their number is also important in order to achieve entrepreneurial goals. The reason to this is that moving towards an entrepreneurial organization requires regular and accurate access of the employees of that organization to sufficient knowledge and information to foster creativity and new ideas. The results show that policymaking and planning with 31 references are other components of organizational entrepreneurship. This component oversees the issue that achieving an entrepreneurial organization in the studied centers requires a comprehensive look based on detailed planning in the fields related to the content of educational courses, financial and legal resources, content transfer methods and content continuity. Also, the results show that the financial and support component with 31 references is important in the field of organizational entrepreneurship. In fact, in addition to the need to attract financial resources from various actors such as the government and the private sector, supporting employees and stakeholders to move towards being creative is a necessity. These supports can be in the form of sharing successful experiences, providing expert advice and intellectual support. This issue can be considered as a component of providing consulting services.Conclusions Based on the results of the research, research services are considered as a relatively important component regarding organizational entrepreneurship. Although at first glance, research services are considered as one of the inherent duties of organizations in charge of education; it should be kept in mind that the direction and content of researches can make research services at the service of organizational entrepreneurship as a requirement. The results of the research showed that policy making and planning are necessary to some extent for an organization to enter the field of entrepreneurship. This means that the organization should have the ability to manage and determine its policies based on the organizational mission. The research results showed that the educational structure is considered as an important component in organizational entrepreneurship. The importance of structural components has been noted in various studies. In general, based on the results of the research, the following suggestions are made to strengthen the dimensions of organizational entrepreneurship in agricultural education centers: 1- Considering the importance of cultural and social components in the field of organizational entrepreneurship, it is necessary to improve individual and organizational culture in order to stimulate creativity and innovation at the organizational level. For this purpose, it is necessary to consider employee participation, creating a network of interactions and focusing on individual values. 2- It is suggested that the design of educational content evaluation charter as well as the performance of employees should be taken into consideration so that the requirements of strengthening organizational entrepreneurship can be predicted and realized more appropriately. The reason is that obtaining sufficient information about the performance of employees on the one hand and their feedback from the educational content on the other hand can determine the direction of the implementation of entrepreneurial components. 3- Providing financial and intellectual support to employees and stakeholders can stimulate organizational entrepreneurship. Financial support should be aimed at creative and new ideas in order to stimulate entrepreneurship at the organization level. Intellectual support should also be provided in the form of consulting services. 4- Adjusting the organizational structure and reducing bureaucracy and removing cumbersome rules is one of the important factors in the development of teamwork that can increase the level of participation and improve the network of interactions for gaining experience, sharing knowledge and forming cooperation networks. This issue also helps to improve the organizational culture.
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