PRODUCTIVITY MANAGEMENT (BEYOND MANAGEMENT)
Year:2020 | Volume:14 | Issue:52 |Papers Count:8

Entrepreneurship and organizational orientation towards it is now considered an important method of enjoying a competitive climate to institutionalize innovation in the institutional organization and thereby bring about economic prosperity of the country. The purpose of this applied descriptive survey was to explore the relationship between organizational entrepreneurship, entrepreneurial orientation and organizational performance in industrial companies in Zanjan, Iran and to examine the effect of strategic entrepreneurship. The research population comprised all staff members working in the target industrial companies, from among whom a clustered sample of 304 was randomly selected. The research data were collected via the organizational and strategic entrepreneurship Likert scale questionnaire. The research data were further analyzed through Structural Equations Modelling and PLS software and the results showed that the organizational entrepreneurship and entrepreneurship orientation had a significant effect on strategic entrepreneurship which had a positive and significant impact on organizational performance. Moreover, the findings verified the indirect effects of organizational entrepreneurship and entrepreneurial orientation on organizational performance.

The organization of Corporate headquarters (CHQ), as the commanding brain in multi-business companies, is in a state of flux and adapts to external environment changes dynamically. The optimal management of its organizational dynamicity can profoundly impact productivity. Yet, close inspection of the existing literature indicates lack of a framework for managing organizational changes in CHQs. Hence, the purpose of this qualitative single case study is to bridge the gap and introduce a framework for managing the adaptation process in the CHQs. Initially, a specific and applied definition was offered for CHQ based on meticulous review of the related literature. Further, the construct was operationalized in the form of a questionnaire which was administered in one of petrochemical multi-business companies to serve the purpose of the study. The research data gleaned through open interview and studying related documents were submitted to thematic analysis. The findings underscored the CHQ’ s environmental requirements, fundamental changes, orienting elements, parenting and managerial style and the maturity curve as the most significant factors influencing the policymaking of the adaptation process. Challenges related to each of the factors and the ways of handling them are discussed and a framework is offered for managing the adaptation process in CHQs.

Research findings have revealed that entrepreneurial trends in Iranian state organizations have not succeeded and to rectify the situation entails reforming enhancing human resource management policies. Thus, based on Mirsepasi’ s Model which is one of the underlying principles of human resource management system, the present study intended to offer an appropriate model for absorbing, supplying and adjusting human resources that can promote entrepreneurship in Iranian state organizations. To this end, the service compensation system, job design and employment management were selected from Mirsepasi’ s Model and considered via confirmatory factor analysis. Based on expert judgement and Scott’ s reliability coefficient, innovation, proactivity and flexibility were also selected as dimensions of corporate entrepreneurship in Iranian public sectors. The research population consisted of 18 active ministries of the Islamic Republic of Iran that were stratified into five categories of educational, economic, political-authoritative, cultural, welfare and general service ministries. Unit of analysis in this study was managers and experts in human resource management departments who were selected using convenience sampling from a single randomly selected ministry from each category. Further, the entrepreneurial hindrances were considered in human resource absorption, supply and adjustment employing LISREL software. The Model presented here is claimed to support innovation, proactivity and flexibility as identified aspects of entrepreneurship in state organizations via service compensation system employment recruitment and job design.

An inevitable consequence of the information era is the rise in the number of various virtual organizations such as telecommuting which can be productive if a number of conditions are met. The current exploratory applied survey aimed to identify and rank order challenges in human resources which are among prerequisite conditions determining the extent of productivity and efficiency of telecommuting. The research data were collected employing a researcher-made questionnaire that was developed based on an extensive literature review to tap human resource challenges. The questionnaire was administered to the cluster sample comprising 144 managers and experts who had been selected randomly from a population of 230 at the challenge identification stage. In the ranking stage, a purposeful sample of 10 experts was selected to rank order the challenges. The data were further analyzed through Exploratory Factor Analysis, Principal Components Analysis and Analytic Hierarchy Process. The findings indicated that challenges relevant to occupation-related factors, personality traits, career quality, individualistic attitudes, professional qualifications and personal characteristics were respectively considered as the most important human resources challenges of telecommuters.

Leather is one of the most attractive and profitable industries and business in the world, because creates value added to its activists. However, the condition of the leather industry in Iran is different from the expected position and is still far from the desired level of production and export. The purpose of this study is to create and expand the importance of the national brand among the manufacturers of "Tabriz Leather" brand and to examine the consequences of this process and to help the brand productivity of companies. The present research is practical in terms of purpose and descriptive survey in terms of method. The statistical population of this research is all customers and consumers of Tabriz leather brand in the province of East Azerbaijan. The results of this research show that Brand Prestige has a positive and significant effect on Brand Attractiveness, while the effect of this variable (Brand Prestige) has not been confirmed on Customer Brand Identification. Also, the variables of Brand Distinction, Brand Social Benefits, and Brand Experiences affect the Brand Attractiveness variable and the Brand Attractiveness variable affects as well as the Customer Brand Identification variable and Brand Productivity. The results of this study indicated that Brand Distinction and Brand Experience have a significant effect on Customer Brand Identification And Customer Brand Identification has a positive and significant effect on brand productivity, but the effect of brand social benefits on customer brand recognition was not confirmed. The final results of this article show that in order to create brand productivity and other influential brand variables among consumers, should be considered in the brand management area.

Organizations whose performance is being rapidly improved are considered one of the most prominent features of today's societies. The most important asset in any organization is attention to human resources which is considered to be a competitive advantage in successful organizations since it can impact the success of the organizational performance, promote psychic capital and reduce organization-family conflicts. This field study set out to investigate the impact of psychic capital on work-family conflict and organizational performance. The research data were collected by administering a standardized questionnaire to a stratified random sample of 138 managers and employees at Real Estate Registration Office in Mashhad. The sample size was determined based on Morgans’ Table. The collected data were analyzed via Structural Equation Modeling, Partial Least Squares techniques and Smart-PLS software. The findings indicated significant impacts from most of variables. Hypotheses 1, 2, 4, 6 & 8 verified negative impacts and hypotheses 5 & 7 verified positive impacts. That is to say, the employees’ psychic capital was found to improve organizational citizenship behavior. The same variable, however, negatively impacted work-family conflict; that is, employees’ rich psychic capital and the support they received from the organization could reduce work-family conflict. Moreover, the intention to quit one’ s job was also found to have a negative impact on organizational performance. In other words, the higher the intention to quit, the lower the organizational performance which is directly influenced by the employees. The findings can assist managers to realign their planning towards improved and motivated human resource.

Capital productivity concerns the measurement of management power in making optimal use of capital as one of the important and limited company resources. In companies with highly efficient capital productivity, stocks are expected to offer higher returns and the explanatory power of the models proposed to predict stock returns is assumed to increase. The purpose of this study was, thus, to examine the extent to which capital productivity might influence the explanatory power of stock market predictive models and to scrutinize this viable effect at various stages of corporate life cycle. The Operating Profit Ratio (ROIC) was used to operationalize Capital productivity, the Tripartite Factor Model (Fama & Franch, 1993) and the Pentagonal Factor Model (Fama & Franch, 2013) were employed to predict stock returns and corporate life cycle was categorized via the Dickinson Cash Flow (2011). The research sample comprised 110 companies with specific descriptive characteristics selected from among all those listed on the Tehran Stock Exchange during a ten-year period from 2005 to 1394. The results of the hypothesis testing analyses demonstrated that capital productivity affects the relationship between market factor and risk-free growth at all stages of the life cycle, but size was found significantly correlated with risk merely at the maturity stage of the life cycle.

The expansion of cities along with the diversity of citizenship needs, on the one hand, and the development of information and communication technology, on the other, have highlighted the need to employ ERP systems in municipalities and urban organizations. Therefore, this applied library survey aimed to initially identify effective factors that may impact ERP Implementation and secondly prioritize and evaluate the influence and effectiveness of identified factors. To serve the identification purpose, valid domestic and international electronic data bases were search were done in the Persian and foreign scientific databases were searched to detect critical success factors in ERP Implementation that were further divided into 24 dimensions. Based on the Fuzzy Screening, 11 factors out of the 24 dimensions served as a basis for pairwise comparison of the factors and determining the impact and effectiveness. The research population was the senior managers of Qom municipality from whom 9 experts in planning and information technology were selected from the central Qom Municipality and FAVA Organization to form the research sample. The gleaned research data were analyzed via the DEMATEL method, Excel and MATLAB software. The most influential factors were found to be Culture and Organizational Features (R-C=1/24) including Vision (R-C=0/56), Staff skills (R-C=0/53), Top management support (R-C=0/41) and Communication (R-C=0/06), are influential factors and change management (R-C=-0/88), Vendor (R-C=-0/67), Control and evaluation (R-C=-0/52), Implementation strategy (R-C=-0/29), Costs (R-C=-0/23) and Project Team (R-C=-0/20). Moreover, the most influenceable factor was found to be Change Management (R-C=-0/88) including five factors of salespersons (R-C=-0/67), control and evaluation (R-C=-0/52), implementational strategy (R-C=-0/29), costs (R-C=-0/23) and project executive team (R-C=-0/20). Finally, top management support (R+C=10/54) and Vision (R+C=8/37) were found to be the most and the least interacting factors.