• صفحه اصلی
  • شناسایی و اولویت بندی عوامل موثر بر تدوین خط مشی کارآفرینانه (مطالعه موردی: بانک سپه)

اشتراک گذاری

آدرس مقاله


کد مقاله : IMJ-2010-1451 (R3) بازدید : 174 صفحه: 35 - 56

نوع مقاله: پژوهشی

شناسایی و اولویت بندی عوامل موثر بر تدوین خط مشی کارآفرینانه (مطالعه موردی: بانک سپه)

محورهای موضوعی : مدیریت صنعتی

Mohsen Daraei ghadikolaei 1 , Ali Mehdizadeh Ashrafi 2 , Toroj Mojibi Mikalaei 3 , Farshad Haj Alian 4

1 - 1. PhD Student in Public Administration, Faculty of Management, Islamic Azad University, Firoozkooh Branch, Iran
2 - Department of Management,,Faculty of Humanities,,Islamic Azad University,Firoozkooh Branch, Firoozkooh , Iran
3 - Assistant Professor, Department of Management, Faculty of Management, Islamic Azad University, Firoozkooh Branch,
4 - 4. Associate Professor, Department of Management, Faculty of Management, Islamic Azad University, Firoozkooh Branch, Iran.

تاریخ دریافت : 1399/07/21 تاریخ پذیرش : 1399/09/12 تاریخ انتشار : 1399/10/01

کلید واژه: بانک سپه, تحلیل سلسله مراتبی فازی, عوامل خط مشی های کارآفرینی, خط مشی کارآفرینی,

چکیده مقاله :

امروزه کارآفرینی به عنوان موتور رشد و توسعه سازمان‌ها و جوامع شناخته شده است، از این‌رو سازمان ها موظفند خط مشی های گوناگونی را در راستای ایجاد، حمایت و توسعه کارآفرینی تدوین نمایند. در این پژوهش به شناسایی و اولویت بندی عوامل موثر تدوین خط مشی های کارآفرینانه در بانک سپه به عنوان قدیمی ترین و یکی از بانک های تجاری ایران پرداخته می شود. این تحقیق در دو مرحله کیفی و کمی انجام خواهد شد. به اینصورت که ابتدا با مطالعه کتابخانه ای انواع مدل های خط مشی با عوامل آن شناسایی خواهند شد. در ادامه از طریق مصاحبه با خبرگان بانکی و دانشگاهی در حوزه تدوین خط مشی گذاری، عوامل اصلی تدوین خط مشی گذاری در بانک سپه شناسایی و نهایی گردید. در ادامه از روش تحلیل سلسله مراتبی فازی (FAHP) به اولویت بندی مولفه ها و زیر مولفه ها در تدوین خط مشی کارآفرینانه پرداخته می شود، به طوریکه نتایج تحقیق حاکی از آن است که برای مولفه ها "فرآیند" و برای زیر مولفه ها "اطلاع رسانی" در اولویت اول قرار می گیرند.

چکیده انگلیسی:

Today, entrepreneurship is known as the engine of growth and development of organizations and societies, so organizations are required to develop various policies to create, support and develop entrepreneurship. In this research, the effective factors of formulating entrepreneurial policies in Sepah Bank as the oldest and one of the commercial banks in Iran are identified and prioritized. This research will be done in two qualitative and quantitative stages. In this way, first, by studying the library, various policy models with its factors will be identified. Then, through interviews with banking and academic experts in the field of policy development, the main factors of policy development in Sepah Bank were identified and finalized. In the following, the Fuzzy Hierarchical Analysis (FAHP) method prioritizes the components and sub-components in the formulation of entrepreneurial policy, so that the research results indicate that for the components "process" and for the sub-components "Information" are the first priority.

منابع و مأخذ:


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Pourezat, A.A., Baqeri, M.R., Mazaheri , M.M., Miab, S.B. (2013). Preparation of a Futuristic Cultural Policymaking System through Synergizing the Models. Strategy for Culture,6(22).
Rhoades, L., Eisenberger, R. (2002). Perceived organizational support: A review of the literature, Journal of Applied Psychology, 87 (4), 698-714.
Safari Dashtaki, M., Zare, R., Nikbakhsh, M. A. (2018).  Explaining the Structural Factors Influencing the Formation of Policy Networks; (A Survey on Iranian Entrepreneurship System). Journal of Public Administration. 10(1), 109 – 136, (In Persian).
Shafizadeh, H., Mohseni, H, S., Jamshidi, L. (2011).Cultural bedrock for entrepreneurship development in universities and higher education institutions. Cultural Engineering Quarterly, 6(57), (In Persian).
ShamsiGoushki, M., Ziaiee, M., Rezghishirsavar, H., Mosleh, M. (2019). Rating the Entrepreneurial Components of Resilient Economy by AHP: Designing Appropriate Entrepreneurial Model for Resistive Economy. Management Researches, 12(45), 237-260. doi: 10.22111/jmr.2019.25402.4013. (In Persian).
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Sharifzadeh, F., Ghorbani Zadeh, V., Seyyed Naghavi, M., Hosseinpouri, M. (2016). Evaluating the Components Affecting Policy Making in the Oil and Gas Industry from the Perspective of Entrepreneurship. Quarterly Journal of Public Organzations Management, 4(3), 133-145, (In Persian).
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Stewart. J., Ayres. R (2001), Systems theory and policy practice: An exploration. Springer, 34(1), 79–94.
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Wetzels, R., Raaijmakers, J. G. W., Jakab, E., &Wagenmakers, E.–J., (2009), How to quantify support for and against the null hypothesis: A flexibleWinBUGS implementation of a default Bayesian ttest, Psychonomic Bulletin &Review, 16: 752-760
Wolcott. &Lippitz, M. (2007).The four models of corporate entrepreneurship, Mitsloan management review, l49(1), 75-82.
Yüksel, I. (2012). Developing a Multi-Criteria Decision Making Model for PESTEL Analysis. International Journal of Business and Management, 7(24), 52-66.
Zahra, S.A., Jennings, D. F., &Kuratko, D.F. (1999). The antecedents andconsequences of firm-level entrepreneurship: the state of the field, Entrepreneurship: Theory& Practice, 24(2),45-64.
Zahra, S.A., Covin, J. (1995). Contextual influences on the corporate entrepreneurship -performance relationship: a longitudinal analysis, Journal of business venturing, 10(10), 43-58.
Zahra, Sh. A. (1993). Environment, Corporate Entrepreneurship, and Financial Performance: A Taxonomic Approach. Journal of Business Venturing, 8 (4), 319-340.
Zampetakis, L.A., Beldekos, P., Moustakis, V.S. (2009), Day-today entrepreneurship within organizations: Te role of trait Emotional Intelligence and Perceived Organizational Support. European Management Journal, 27,165-175.

_||_

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    2.
  2. Anderson, A.R., (2011), "The university’s role in developing Chinese entrepreneurship", Journal of Chinese Entrepreneurship, 3(3),175-184.
    3.
  3. Antoncic, B, &Hisrich, R. D. (2004). "Corporate Entrepreneurship Contingencies and Organizational Wealth Creation", Journal of Management Development, 23(6), 518-550.    
    4.
  4. Antoncic, B. and Hisrich, R.D. (2001).Intrapreneurship: constructrefinementandcross-cultural validation, Journal of Business Venturing, 16(5), 495-527.
    5.
  5. Armeli, S., Eisenberger, R., Fasolo, P. & Lynch, P. (1998), Perceived organizational support and police performance. The moderating influence of socio emotional needs. Journal of Applied Psychology, 83, 297–288.    
    6.
  6. Barclay, D., Higgins, C. & Thompson, R. (1995). The partial least squares approach to causal modeling: personal computer adoption and use as an illustration, technological studies, 2 (2), 285-309.    
    7.
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    8.
  8. Covin, J.G. & Miles, M.P. (1999). Corporate entrepreneurship and the pursuit of competitive advantage, Entrepreneurship Theory and Practice, 23(3), 47-64.
    9.
  9. Covin, J.G. &Slevin, D.P. (1991). Strategic Management of Small Firms in Hostile and Benign Environments. Strategic Management Journal, 10, 75–87.    
    10.
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    11.
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    13.
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    14.
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    15.
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    16.
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    17.
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    53.
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    54.
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    55.
  55. Zahra, S.A., Jennings, D. F., &Kuratko, D.F. (1999). The antecedents andconsequences of firm-level entrepreneurship: the state of the field, Entrepreneurship: Theory& Practice, 24(2),45-64.
    56.
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    57.
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    58.
  58. Zampetakis, L.A., Beldekos, P., Moustakis, V.S. (2009), Day-today entrepreneurship within organizations: Te role of trait Emotional Intelligence and Perceived Organizational Support. European Management Journal, 27,165-175.
    59.

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