The relationship between organizational learning and organizational entrepreneurship in Noord and Lule Safa factories

Dissertation for Master's degree (M.A)

Field of study: public administration (transformational orientation)

Abstract

In this research, the relationship between organizational learning and organizational entrepreneurship in Noordulule Safasaveh company has been investigated. In this regard, organizational learning based on Nifa's model and organizational entrepreneurship based on Scarborov and Zimmerer's model have been investigated. The statistical population in this research is all the employees and personnel of Safa rolling mills and tube factories in the number of 1115 people. To determine the sample size, the sample size was calculated using the Cochran sample size formula and random sampling method, and 150 people were selected. Due to the incompleteness of 7 questionnaires, the sample size was reduced to 143 people. This research is applied in terms of purpose and in terms of survey and correlation method. Two questionnaires were used to collect information about employees' attitudes towards organizational learning and organizational entrepreneurship. Cronbach's alpha coefficient was used to determine the reliability of the questionnaires and content validity was used to determine the validity of the questionnaire. To analyze the data and information, at the level of descriptive statistics, indicators such as frequency and percentage, drawing tables and graphs, and at the level of inferential statistics, Pearson's correlation coefficient has been used. The results of the research are as follows: 1- There is a positive and significant relationship between organizational learning and organizational entrepreneurship in Safsawah Nordolule company. Keywords: organizational learning. , Organizational Entrepreneurship, Noordulule Safasaveh Company

Chapter One: General Research

Introduction:

With the beginning of the 21st century, a new era of organizational life and structural evolution has emerged. The increase in environmental changes and developments, such as the increasing development of technology, the increase in the intensity of competition throughout the business chains, the increasing change in the expectations of customers and stakeholders and their satisfaction, prompts the organization to adapt to their environment in order to maintain growth and development. In this way, a new concept called organizational learning entered the vocabulary of management, which quickly attracted the attention of managers and management scientists in the theoretical and scientific fields. [1]

In some definitions, organizational learning is defined as a key process through which the organization learns, and this learning means any change in organizational models that leads to the improvement or maintenance of the organization's performance. If people in the organization continuously review their work methods in order to increase performance standards, will be much faster and cheaper in order to better perform the tasks ahead and thus have a correct understanding of the ongoing activities that realizes the same organizational learning and finally this makes the achievement of the organization's goals accessible. The needs of the audience are growing. [2]

Undoubtedly, in today's highly competitive world, companies must take innovative and risky actions to deal with environmental challenges in order to be more successful in this competitive world. Safa Rolling and Pipe Company is also considered as one of the companies that operates in a competitive environment and, considering the competitive advantage, launches new products in the market or produces current products with new methods in the market. Considering the concept of organizational learning and its role in the development of organizational capabilities, as well as the role of organizational entrepreneurship in achieving success and improving the performance of organizations, in the upcoming research, we will seek to investigate the relationship between organizational learning and organizational entrepreneurship in Nord and Lule Safa Company. Such an image of learning is very different from what is common in everyday conversations. Real learning penetrates into people's hearts and minds and causes awareness and behavior change. Man recreates himself through learning and empowers him to do things he has not been able to do so far. Such learning gives a person the ability to effectively communicate with the world outside of the mind, and in this way, new perspectives beyond him.Such learning gives a person the ability to communicate effectively with the world outside the mind and in this way puts new perspectives before him, expands his capabilities and adds to his creativity and innovation. Organizational learning is a phenomenon that belongs to the 1990s that Petersenge proposed. Regarding the creation of learning organizations, it can be said: the change and evolution of organizational environments is the reason for the emergence of such organizations. To maintain themselves in today's changing environment, they need to get out of static and non-dynamic structures and transform towards learning organizations. In other words, in order to succeed in creating a better future, an organization must be cultivated that effectively pursues learning. In order to maintain the survival of their organization, managers need to coordinate with transformations and developments and look at learning as a valuable phenomenon. It expresses the ability of intellectual development and productivity, which is achieved through commitment to it for continuous improvement, throughout the organizations.[3]

Learning and acquiring team knowledge is considered one of the competitive courses for today's organizations. In other words, organizational learning[1] is a long-term activity that turns conditions into competitively beneficial conditions. What our employees learn affects the future of our organization. According to Ganz: Today's performance is the result of yesterday's learning and tomorrow's performance is the result of today's learning (Windsor [2], 2001, 3).[4]

Today, education and learning are two basic principles for individual, organizational and society development, which, due to the increasing changes and developments, the need for it is felt more than ever. It should be noted that teaching and learning in organizations do not have the same concept. The main difference is that learning is continuous, dynamic and flexible, while training is episodic and pre-planned. The most important step to move towards a learning organization is for managers to have an open and clear perspective in addition to accepting change, otherwise they will not be able to teach others. The next step is to create an educational system in accordance with the organization's strategies and goals.

Mostly, the organizations that follow the structure of the learning organization have come to believe that for organizational learning, the steps of designing the knowledge structure and designing the performance, implementing the designed system, individual learning, generating new knowledge, and capturing knowledge must be completed. The important point is that no organization is ever completely a learning organization, but nevertheless it seems necessary to pay attention to various steps to become a learning organization from different perspectives. Organizational learning is a dynamic process, which enables the organization to quickly adapt to change. This process includes the generation of new knowledge, skills and behaviors and is enhanced by cross-functional sharing and collaborative learning. The results of these two principles are the creation of a culture of learning and a common culture among all employees. Learning is an important component of innovation and includes the need to internalize and disseminate information. [5]

Saban1 considers organizational learning to be an important and vital component for innovation through which a new product is developed. He suggests, before the organization can improve its innovative behavior, the management should analyze the common learning in the organization. [5]

Organizational learning supports creativity, ideas and new knowledge and increases the ability to understand and use them. The role of learning in innovation and entrepreneurship can be defined as maintaining knowledge about previous activities and experiences, therefore, systematic learning from past experiences is the basic foundation for effective management of the improvement and development processes of new products and innovation. [5]

Some researchers have described how to create subsidiary entrepreneurial organizations within the framework of parent organizations and believe that what can be found in common among all types of entrepreneurs is performing a high-risk activity and the goal of generalizing the entrepreneurial process in Organizations actually give priority to activities with high risk compared to the current plans of the organization. What makes some organizations superior is the competitive advantage, that is, the readiness to enter a new management paradigm (competitive environment) and exit from the old management paradigm (stability and balance). In the meantime, the winner is the organization that provides the necessary tools to achieve the goals set for this new world.