توسعه منابع انسانی مبتنی بر کارآفرینی سازمانی در بنگاه‌های صنعتی

هدف پژوهش حاضر مطالعه توسعه منابع انسانی مبتنی بر کارآفرینی سازمانی در سازمان‌های صنعتی و ارائه یک مدل پیشنهادی برای آن است. برای تحقق هدف پژوهش از رویکرد کیفی و روش تحقیق موردی بهره گرفته ‌شد. مطلعان کلیدی این پژوهش را کلیه مدیران شرکت‌های موردبررسی که در سِمت مدیریت، حداقل 5 سال سابقه کاری داشته و با توسعه منابع انسانی و کارآفرینی سازمانی آشنا باشند و نیز خبرگان دانشگاهی آشنا به توسعه منابع انسانی و کارآفرینی سازمانی تشکیل داده‌اند. درمجموع 23 نفر از این افراد به روش گلوله برفی شناسایی شدند. جهت گردآوری اطلاعات از مصاحبه‌های نیمه‌ساختاریافته استفاده شد و اطلاعات کسب‌شده با روش تحلیل تفسیری مورد تحلیل قرار گرفتند. یافته‌های پژوهش در 4 طبقه اصلی به دست آمد: 1) پیش‌نیازهای سازمانی رفتار کارآفرینانه؛ 2) فعال‌کننده‌های رفتار کارآفرینانه؛ 3) توسعه‌دهنده‌های رفتار کارآفرینانه؛ 4) تقویت‌کننده‌های رفتار کارآفرینانه. مبتنی بر این چهار عامل اصلی مدل توسعه منابع انسانی مبتنی بر کارآفرینی سازمانی در سازمان‌های صنعتی تدوین شد.

Human Resource Development based on Enterprise Entrepreneurship in Industrial Firms

1 INTRODUCTIONRegarding market globalization and its increasing pressures, the organizations should develop a constant ability to meet the customers’ needs and wants to survive. Different market needs arouse endless changes in the lifecycle, shape, quality, and price of products and services. This issue is especially important for industrial organizations that are generally established to generate revenue. In this situation and given such challenges as rapid obsolescence of goods and products, reduced lifecycle, and increased potential fluctuations, the question is what solutions the organizations need to achieve competitive advantage to survive.2 THEORETICAL FRAMEWORKAccording to research evidence, entrepreneurship s one of the most important tools that can ensure the organizations’ survival and help them solve their problems. organizational entrepreneurship is a process through which all the employees perform the role of an entrepreneur and perform individual and group activities continuously, quickly, and easily. many studies are conducted to examine the various factors affecting organizational entrepreneurship such as managerial support, organizational structure, culture, and communication, control and evaluation, human resource development, knowledge management, human resource subsystems, and so forth. meanwhile, human resource development is considered as one of the most important affecting factors of organizational entrepreneurship. human resource development is closely related to organizational entrepreneurship, meaning that organizational entrepreneurship includes organizational learning, performance enhancement through collaboration, creativity, and individual commitment. this study aims to propose a model for human resource development, at the individual and organizational level, based on organizational entrepreneurship in industrial organizations.3 METHODOLOGYThis research is a case study based on a qualitative design. the required data were collected through indepth interviews with several academic experts and senior and middle managers in the field of human resource development and organizational entrepreneurship of industrial companies located in khorasan razavi province. twentythree persons were selected and interviewed to reach theoretical saturation.4 RESULTS DISCUSSIONOut of 23 interviews, 389 open codes, 21 concepts, and four components were identified as follows. prerequisites of human resource entrepreneurial behavior, the first component, includes entrepreneurial mindset, entrepreneurial organizational culture, internal and external organizational cognition, individuals’ entrepreneurial characteristics, core competencies, entrepreneurial strategic vision, entrepreneurial strategic planning, entrepreneurial mission statement, and matrix organizational structure. the second component represents the activators of human resource entrepreneurial behavior, including organizational entrepreneurshipbased rules and regulations, highlevel organizational entrepreneurshipbased expectations, clarity and transparency of organizational roles, and entrepreneurshipbased performance appraisal. the third component i.e., the enhancers of human resources entrepreneurial behavior is comprised of human resource development strategies, organizational networking, knowledge management, talent management, and technological infrastructures. component four represents providing entrepreneurial behavior enhancers and includes the motivators, human resource subsystem strategies, and top management support. the obtained model of entrepreneurshipbased human resource development includes seven steps as the following: 1) assessing the organizational prerequisites of entrepreneurial behavior, 2) defining the activators of entrepreneurial behavior, 3) presenting problembased projects at the individual and organizational level, 4) determining the developmental requirements of the organization’s human resources, 5) activating the developers of entrepreneurial behavior, 6) providing the boosters of entrepreneurial behavior, and 7) evaluating the results and performance at the individual and organizational levels.5 CONCLUSIONS SUGGESTIONSThe organization’s tendency to be an entrepreneur organization has a positive effect on human resource development. if an organization wants to become an entrepreneur organization, it has to develop its human resource. according to research results, some implications are provided for human resource development as entrepreneurshipbased strategies of industrial enterprises. the first is to transform the structure of the organization into a matrix structure because teams and workgroups are emphasized by organizational entrepreneurship. on the other hand, in any project, active employees are required to support each other’s learning and to develop team members to achieve the project goal. the second strategy is to design an entrepreneurshipbased performance appraisal system. in other words, employees should be evaluated based on entrepreneurial indices. in this regard, it is recommended to benchmark the worldrenowned companies. the last strategy is to provide entrepreneur employees with specific opportunities for growth and development instead of providing them with specific content since entrepreneurs are selfdeveloped individuals. organizations should consider this issue in their organizational training and development strategies.