Methodological development to choose the most effectiveness function of entrepreneurial outsourcing

Authors

1 PhD student in Entrepreneurship, Faculty of Management and Accounting, Ali Abad Katoul Branch, Islamic Azad University, Ali Abad katoul, Iran

2 Associate Professor of Management, Aliabad Katoul Branch, Islamic Azad University, Aliabad Katoul, Iran

3 Assistant Professor, Faculty of Management and Economics, Golestan University

4 Assistant Professor of Management, Aliabad Katoul Branch, Islamic Azad University, Aliabad Katoul, Iran

Abstract

Entrepreneurial outsourcing is a new theory in the field of entrepreneurship and is a tool for sharing the risks and risks of business investment. The importance of entrepreneurial outsourcing, especially for large-scale companies, is theoretically clear, but the lack of fundamental studies with a practical and operational approach in this area is felt. The purpose of this research is to develop methodology for choosing the most effectiveness function of entrepreneurial outsourcing which formulated under themes of bureaucratic culture base on diverse analysis. The statistical population of the study included two qualitative and quantitative sections, in which 14 experts in the fields of management and entrepreneurship participated in the form of panel members and in the quantitative section, 25 managers and deputies in different layers of the gas company in Golestan province also participated as a case study. The basis of the analysis in this study was content analysis in order to identify the functional components of entrepreneurial outsourcing and propositions of bureaucratic culture themes. Raff's analysis set was also used for matrix analysis to identify the most important stimulus for promoting entrepreneurial outsourcing in the first section, and in the second section to select the most effective entrepreneurial outsourcing function under the theme of bureaucratic culture. The results showed that the most important proposition of bureaucratic culture is the proposition of codified systems and the most effective function of entrepreneurial outsourcing in Golestan Gas Company was strategic function.

Keywords


  1. احمدپور داریانی، م. 1391. کارآفرینی (تعاریف، نظریات و الگوها). انتشارات جاجرمی. تهران.
  2. امین‌بیدختی، ع. (1388). نقش بنگاه‌های کوچک و متوسط صنعتی از خلق فرصت‌های کارآفرینی. نشریه کاو­ش‌های مدیریت بازرگانی، 1 (2): 32-19.
  3. حسینی، س. ح.، باددست، ب. 1390. بررسی ارتباط بین فرهنگ سازمانی با کارآفرینی سازمانی (مطالعه موردی بانک ملت استان گلستان – گرگان). مدیریت فرهنگی، 5 (۱۴): 100-114.
  4. دهقانی‌پوده، ح.، چشم‌براه، م.، ترابی، ح.، کریمی‌گوارشکی، م. ح.، حسنوی، ر. 1396. تعیین و اولویت‌‏بندی شاخص‏های مؤثر بر برون­سپاری پروژه‏های تحقیق و توسعه محصولات با سامانه‌های پیچیده (مورد مطالعه: سازمان صنایع هوایی). مدیریت توسعه فناوری، 5 (3): 139-168.
  5. سپهوند، ر.، ساعدی، ع.، شریعت‌نژاد، ع. 1398. تحلیل اثر فرهنگ بوروکراتیک بر تنبلی سازمانی با نقش میانجی بدبینی سازمانی. مدیریت فرهنگ سازمانی، 17 (4): 549-567.
  6. غفاری، ر.، رستم‌نیا، ی. 1396. اینرسی سازمانی و تنبلی اجتماعی؛ کژکارکرد‌های فرهنگ سازمانی بوروکراتیک. مدیریت دولتی، 9 (2): 307-332.
  7. فرهنگی، ن.، عباسی، ط.، غفورنیا، م. 1398. ارزیابی برون­سپاری فعالیت‌های بخش خدمات مشترکان شرکت آب و فاضلاب استان هرمزگان با رویکرد پویایی‌شناسی سیستم. مدیریت صنعتی، 11 (32): 111-132.
  8. قاسمی، ا.، مهاجرانی، ع. ‌ا.، حقیقیان، م. ۱۳۹۹. بررسی تأثیرات مؤلفه‌های اجتماعی و محیط نهادی بر توسعه کارآفرینی. مطالعات محیطی هفت حصار، ۸ (۳۱): ۷۵-۸۳
  9. مقیمی، س. م. ۱۳۸۹. تحول فرهنگ مدیریت دولتی از فرهنگ بوروکراتیک به فرهنگ کارآفرینانه (مطالعه موردی: ستاد مرکزی وزارت نیرو). راهبردهای بازرگانی-دانشور (رفتار سابق)، ۸ (۴۱): ۲۹۳-۳۱۰.
  10. موسوی، س. ن.، عارف‌نژاد، م.، فتحی چگنی، ف.، سپهوند، م. 1399. تحلیل اثر فرهنگ بوروکراتیک بر نامرئی شدن کارکنان با نقش میانجی رهبری منفعلانه (مورد مطالعه: سازمان‌های دولتی استان لرستان). مدیریت فرهنگ سازمانی، 18 (2): 273-296.
  11. Attride-Stirling, J. 2001. Thematic networks: an analytic tool for qualitative research. Qualitative Research, 1 (3): 385-405.‏
  12. Banerjee, A., Hanna, R., Kyle, J., Olken, B. A., & Sumarto, S. 2019. Private Outsourcing and Competition: Subsidized Food Distribution in Indonesia. Journal of Political Economy, 127(1): 101-137.
  13. Belak, J. 2016. Management and governance: organizational culture in relation to enterprise life cycle. Kybernetes, 45 (4): 680-698.
  14. Bhuiyan, F., Baird, K., Munir, R. 2020. The association between organizational culture, CSR practices and organizational performance in an emerging economy, Meditari Accountancy Research, 28 (6): 977-1011.
  15. Bruccoleri, M., Perrone, G., Mazzola, E., and Handfield, R. 2019. The magnitude of a product recall: offshore outsourcing vs. captive offshoring effects. International Journal of Production Research, 57(13): 4211-4227.
  16. Dwiyanto, A. 2011. Mengembalikan Kepercayaan Publik Melalui Reformasi Birokrasi. Jakarta: PT. Gramedia Pustaka Utama.
  17. Edvardsson, I, R., Durst, S., Oskarsson, G, K. 2019. Strategic outsourcing in SMEs. Journal of Small Business and Enterprise Development, 27 (1): 73-84.
  18. Forouharfar A. (2020) Entrepreneurial Bureaucracy. In: Farazmand A. (eds) Global Encyclopedia of Public Administration, Public Policy, and Governance. Springer.
  19. Franco-Rodriguez, C., & Rivera, C. F. 2019. Entrepreneurial Spirit in Family Business Successors: The Case of Mexico. In Handbook of Research on Ethics, Entrepreneurship, and Governance in Higher Education (pp. 398-413). IGI Global.
  20. Gayarre, J, L. 1992. From bureaucratic company to entrepreneurial management: A process of change. The International Executive, 34 (1): 81-101.
  21. Globerman, S., & Vining, A. R. 2017. The outsourcing decision: A strategic framework. In Global outsourcing strategies (pp. 27-40). Routledge.
  22. Goldschmidt, D., & Schmieder, J. F. 2017. The rise of domestic outsourcing and the evolution of the German wage structure. The Quarterly Journal of Economics, 132 (3): 1165-1217.
  23. Gross, A., Holtzblatt, M., & Javalgi, R. 2013. Professional Occupations, Knowledge-Driven Firms, and Entrepreneurship: A National and Regional Analysis. Business Economic, 48 (2): 246–259.
  24. Größler, A., Timenes Laugen, B., Arkader, R., Fleury, A. 2013. Differences in outsourcing strategies between firms in emerging and in developed markets. International Journal of Operations & Production Management, 33 (3): 296-321.
  25. Jain, A. K. 015. Volunteerism and organizational culture: Relationship to organizational commitment and citizenship behaviors in India. Cross Cultural Management: An International Journal, 22 (1): 116-144.
  26. Karlsson, M., Denk, T., & Åström, J. 2018. Perceptions of organizational culture and value conflicts in information security management. Information and Computer Security, 16 (2): 213-229.
  27. Korsgaard, S., Anderson, A. & Gaddefors, J. 2016. Entrepreneurship as re-sourcing: Towards a new image of entrepreneurship in a time of financial, economic and socio-spatial crisis. Journal of Enterprising Communities: People and Places in the Global Economy, 10 (2):178-202.
  28. Kumar, N., & Sharma, D, D. 2018. The role of organizational culture in the internationalization of new ventures. International Marketing Review, 35 (5): 806-832.
  29. Martín-Rojas, R., Fernández-Pérez, V., & García-Sánchez, E. 2017. Encouraging organizational performance through the influence of technological distinctive competencies on components of corporate entrepreneurship. International Entrepreneurship and Management Journal, 13 (2): 397–426.
  30. Molnar, A. (2018). Strategic management and innovative applications of e-government. IGI Global, Hershey.
  31. Monsson, C, K., & Jørgensen, S, B. 2016. How do entrepreneurs’ characteristics influence the benefits from the various elements of a business incubator? Journal of Small Business and Enterprise Development, 23 (1): 224-239.
  32. Nguyen, V, T., Siengthai, S., Swierczek, F., & Bamel, U, K. 2019. The effects of organizational culture and commitment on employee innovation: evidence from Vietnam’s IT industry. Journal of Asia Business Studies, 13 (4): 719-742.
  33. Saha, S., and Kumar, S.P. 2018. Organizational culture as a moderator between affective commitment and job satisfaction: Empirical evidence from Indian public sector enterprises. International Journal of Public Sector Management, 31(2): 184-206.
  34. Santana, M.D. 2017. Promoting entrepreneurship: a growing instrument of soft-diplomacy in the MENA region. IEMD. Mediterranean Yearbook. Strategic Sectors: Economy & Territory, 2 (2): 251–254.
  35. Siswadi, E. 2012. Birokrasi Masa Depan: Menuju Tata Kelola Pemerintahan yang Efektif dan Prima. Bandung: Mutiara Press.
  36. Tayauova, G. 2012. Advantages and disadvantages of outsourcing: analysis of outsourcing practices of Kazakhstan banks. Social and Behavioral Sciences, 41: 188- 195.
  37. Teräväinen, V.J., and Junnonen, J.M. 2019. The promoters and the barriers for organizational culture change in a Finnish construction company. Construction Innovation, 19 (4): 672-688.
  38. Urbaniec, M., and Żur, A. 2020. Business model innovation in corporate entrepreneurship: exploratory insights from corporate accelerators. International Entrepreneurship and Management Journal, 9(3), 379–396.
  39. Volkova, N., and Chiker, V. (2020). What demographics matter for organizational culture, commitment and identification? A case in Russian settings. International Journal of Organizational Analysis, 28(1): 274-290.