Volume 22, Issue 4 (12-2019)
jha 2019, 22(4): 72-85 |
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Mousavi S E, Rojuee M, Ghayour Baghbani S M. The effect of entrepreneurial and learning orientation and entrepreneurial self-efficacy on business performance: A case study. jha 2019; 22 (4) :72-85
URL: http://jha.iums.ac.ir/article-1-3138-en.html
URL: http://jha.iums.ac.ir/article-1-3138-en.html
1- M.Sc. of Strategic Management, faculty of management and accounting, Imam Reza International University, Mashhad, Iran;
2- Management Department, faculty of management and accounting, Imam Reza International University, Mashhad, Iran ,mortezarojui@imamreza.ac.ir
3- Management Department, faculty of management and accounting, Imam Reza International University, Mashhad, Iran
2- Management Department, faculty of management and accounting, Imam Reza International University, Mashhad, Iran ,
3- Management Department, faculty of management and accounting, Imam Reza International University, Mashhad, Iran
Abstract: (3814 Views)
Introduction: Nowadays, changes in the field of competition and environmental uncertainty have led executives to pay more attention to factors affecting performance in order to take the advantage of leading opportunities in global markets. The purpose of this study was to investigate the effect of entrepreneurial orientation, learning orientation, and entrepreneurial self-efficacy on business performance.
Methods: This applied-descriptive study was conducted on managers, administrators, supervisors and experts of Samen Pharmaceutical Company in Mashhad. The population consisted of 187 people, 132 of whom were selected through stratified sampling method. Data were collected by using a standard questionnaire, the construct validity of which was assessed through confirmatory factor analysis. The reliability of the questionnaire was calculated as 0.8 using Cronbach's alpha. The data were then analyzed by SPSS and Amos software.
Results: According to the findings, entrepreneurial orientation and entrepreneurial self-efficacy directly affected the business performance (with coefficients of 0.18 & 0.33, respectively). Learning orientation (with a coefficient of 0.22) influenced organizational learning which affected business performance with a coefficient of 0.40. Moreover, entrepreneurial orientation, learning orientation, and entrepreneurial self-efficacy influenced business performance through organizational learning (with coefficients of 0.20, 0.08, and 0.16, in that order).
Conclusion: An increase in organizations’ desire for entrepreneurial and self-efficacy enhances learning and leads to a better performance.
Methods: This applied-descriptive study was conducted on managers, administrators, supervisors and experts of Samen Pharmaceutical Company in Mashhad. The population consisted of 187 people, 132 of whom were selected through stratified sampling method. Data were collected by using a standard questionnaire, the construct validity of which was assessed through confirmatory factor analysis. The reliability of the questionnaire was calculated as 0.8 using Cronbach's alpha. The data were then analyzed by SPSS and Amos software.
Results: According to the findings, entrepreneurial orientation and entrepreneurial self-efficacy directly affected the business performance (with coefficients of 0.18 & 0.33, respectively). Learning orientation (with a coefficient of 0.22) influenced organizational learning which affected business performance with a coefficient of 0.40. Moreover, entrepreneurial orientation, learning orientation, and entrepreneurial self-efficacy influenced business performance through organizational learning (with coefficients of 0.20, 0.08, and 0.16, in that order).
Conclusion: An increase in organizations’ desire for entrepreneurial and self-efficacy enhances learning and leads to a better performance.
Keywords: Entrepreneurial Orientation, Learning Orientation, Entrepreneurial Self- Efficacy, Organizational Learning, Business Performance
Type of Study: Research |
Subject:
Health Services Management
Received: 2019/11/8 | Accepted: 2019/12/31 | Published: 2019/12/31
Received: 2019/11/8 | Accepted: 2019/12/31 | Published: 2019/12/31
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