ارزیابی نقش میانجی کارآفرینی اجتماعی در تاثیر سرمایه اجتماعی و سرمایه انسانی بر عملکرد عملیاتی

در محیط پیچیده و متلاطم امروزی، هدف اصلی هر کسب‌وکار، دست یافتن به مزیت رقابتی برتر و بهبود عملکرد سازمان است. مهم‌ترین منابعی که می تواند برای سازمان مزیت رقابتی پایدار ایجاد کند، سرمایه انسانی و سرمایه اجتماعی است. ازاین‌رو در پژوهش حاضر، تاثیر سرمایه اجتماعی و سرمایه انسانی بر عملکرد عملیاتی دانشگاه شهید چمران با در نظر گرفتن نقش میانجی کارآفرینی اجتماعی بررسی شده است. در این پژوهش که از نوع توصیفی - همبستگی است، داده های مورد نیاز از طریق پرسشنامه از نمونه ای متشکل از 390 نفر از کارکنان و کارشناسان فعال در دانشگاه شهید چمران اهواز جمع آوری شد. روایی محتوایی پرسشنامه را گروهی از خبرگان بررسی و تایید کردند. پایایی پرسشنامه نیز با استفاده از ضریب آلفای کرونباخ تایید شد. جهت بررسی داده‌ها از آزمون های توصیفی و مقایسه‌ای در نرم‌افزار spss و آزمون معادلات ساختاری در نرم‌افزارsmart pls3 استفاده شده است. نتایج نشان داد که سرمایه اجتماعی و سرمایه انسانی  بر کارآفرینی اجتماعی و عملکرد عملیاتی تاثیر مثبت و معنی داری دارند. همچنین نتایج آزمون میانجی نشان داد که کارآفرینی اجتماعی در رابطه بین سرمایه اجتماعی و سرمایه انسانی بر عملکرد عملیاتی، نقش میانجی ناقص دارد.

Investigating the mediating role of social entrepreneurship for social and human capital to affect operational performance

Extended abstract 1INTRODUCTIONToday’s situations have made entrepreneurial activities a necessary issue for organizations. social entrepreneurship includes innovative programs to improve the livelihoods of those who lack business and financial resources or who have limited access to social service opportunities. Human capital is the tacit or explicit knowledge of employees as well as their ability to produce knowledge from individual behaviors and attitudes, education, experiences, skills, and abilities. On the one hand, human capital is the most important capital for organizations. On the other hand, researches show that, by improving the employees’ attitudes and behaviors, the proper use of social and human capital has an impact on improving employees’ job performance. Accordingly, the purpose of the current study was to investigate the effect of human and social capital on the operational performance of the shahid chamran university of ahvaz through its social entrepreneurship. 2THEORETICAL FRAMEWORKSocial entrepreneurship is a concept derived from entrepreneurship but has different goals and objectives than entrepreneurship. The purpose of social entrepreneurship is to solve or encourage a social issue in order to create a sustainable solution. Social entrepreneurship refers to businesses that solve critical social problems in a sustainable and different way with charities and nonprofit organizations. In other words, it creates products and services that improve the lives of lowincome and disadvantaged people, while also earning an income to maintain and grow themselves. social capital is the sum of material and spiritual resources that allow employees to have a stable network of institutionalized relationships resulting in mutually beneficial cooperation. Social capital has three dimensions: structural, cognitive, and communicative. Human capital is a set of entrepreneurial and managerial skills like employees’ creativity and leadership. organizations with much human capital act more innovatively and solve customer problems faster. Operational performance is the basis for evaluating progress toward achieving predetermined goals and helping the organization identify its strengths and weaknesses and take effective actions. this approach potentially enables the organization to compete effectively in today’s competitive business environment. 3METHODOLOGYThe present research is a descriptive correlational study in regard to nature and is an applied study in terms of purpose. The library method was used to review related literature and theoretical basis, and a questionnaire was used to collect field data. The statistical population of the study was comprised of staff, experts, and managers of shahid chamran university. based on morgan’s table, a sample size of 400 was calculated for distributing the questionnaires, among which 390 people returned the questionnaire. 4RESULT DISCUSSIONResearch findings indicated that 73.9% of respondents were female. In terms of education, 5% of them had diplomas, 13.02% associates, 51.28% bachelors, 28.71% masters, and 1% doctoral degrees. Regarding the age, 8.7% of them were 20 to 25 years old, 17.17% were 26 to 30, 51.79% were 31 to 35, 12.5% were 36 to 40, and 9% were above 41. testing the relationship between variables confirmed all the direct hypotheses. in terms of indirect relationships, analyses indicated the mediating role of social entrepreneurship in the association of social capital and human capital with operational performance. 5CONCLUSIONS SUGGESTIONFindings showed that social and human capital had positive and significant effects on social entrepreneurship. the other research findings were that social and human capital had significant effects on operational performance. Moreover, social entrepreneurship led to the improved operational performance of the shahid chamran university of ahvaz. Regarding the limitations of this research, it can be said that the current study has considered a limited number of influential variables. It is suggested that future research examine the other organizational variables such as creativity, innovation, etc. on the other hand, this study was conducted in one university and cannot be generalized to all universities. therefore, it is suggested to repeat the current research in several universities to increase the predictive power of the results. Additionally, it is suggested to repeat the present research in other governmental or nonprofit organizations.