Modeling the Development of Organizational Entrepreneurship in Government Organizations (Case study: Social Security Organization)

Subject Areas : Strategic Management Researches

Moein Soleimani ^{1 *} , abdolkarim fatahi ²

1 - PhD Candidate in Entrepreneurship, Faculty of Economics and Entrepreneurship, Department of Management and Entrepreneurship, Razi University, Kermanshah, Iran
2 - MS, Business Management, Razi University, Kermanshah, Iran

Received: 2022-05-29 Accepted : 2022-12-06 Published : 2022-11-22

Keywords: social security organization, Intrapreneurship, Kermanshah province, Mixed approach,

Abstract :

In the present study, the phenomenon of intrapreneurship in the Social Security Organization of Kermanshah province has been investigated. The prevailing approach of the research was mixed that in the qualitative part, the systematic approach of the Grounded Theory method was used and in the quantitative part, the survey method was used. Sampling method and data collection tool in the purposeful qualitative part of the snowball with a semi-structured interview and in the quantitative part a whole number with a researcher-made questionnaire. Based on the results of the qualitative and quantitative part of the research, the categories and the average ranking of the categories of the phenomenon of intrapreneurship in the Social Security Organization of Kermanshah province are as follows: Causal conditions include human capital prone to self-fulfillment (2.97), the need to develop a forward-looking vision (2.83), the need to improve the financial performance (2.13) and increasing the size of the organization (2.07); Background conditions include dynamic organizational structure (1.43 and intrapreneurship culture (1.57); Facilitating intervening conditions include management support for intrapreneurship behaviors (2.17), supportive leadership style of influencers (2.28) and the existence of appropriate infrastructure and organizational resources (1.55); Restrictive intervening conditions including laws and policies governing government organizations (1/72), organizational conflict (2/07) and organizational control (2/22); Strategies include formulation of support for entrepreneurial behaviors (5/63), improving incentive and reward systems (5/20), planning to balance organizational conflict (5/40), developing a problem-solving system (5/33), improving continuous entrepreneurial characteristics of employees and managers (5/55), improvement of the research and development system (3/63), management of resistance to change (5/67), improvement of organizational communication (4/27) and suitability of performance evaluation planning with entrepreneurial activities (4/02); The results include improving the organization's social capital (1.49) and productivity and achieving the organization's goals (1.51). At the end, operational measures were suggested for the development of intrapreneurship.

References:

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