The Relationship between Intellectual Capital and Organizational Entrepreneurship Physical Education Departments at Universities in Kerman (A case study)

Author Name(s): Seyed Ahmad Nejad sajadi*, Farzane Rahmani, Sharifian Esmaii
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Abstract

This study aimed to investigate the relationship between intellectual capital and organizational entrepreneurship in physical education departments at universities in Kerman. This was correlational field study. The population consisted of staff of physical education departments at universities in Kerman in 2014 (N= 103). All of them were selected as sample. The research tool included Bontis’s Intellectual Capital Questionnaire (1998) and Yaghoubi’s Organizational Entrepreneurship Questionnaire (2007); their validity was confirmed by Zarinkoub (2007) and Yaghoubian (2007) and their reliability was estimated to be 0.94 and 0.90, respectively. Using SPSS, the descriptive statistics and inferential statistics (one sample t-test, correlation coefficient) were used for analyzing the data. The findings showed that the intellectual capital explained 65% of variance in organizational entrepreneurship of staff in physical education departments at universities in Kerman. The final research model had good fitness. The organization may improve its intellectual capital to develop its organizational entrepreneurship.

Keywords

Intellectual Capital, Entrepreneurship, Physical Education Departments at Universities.

Introduction

As a new phenomenon in economy, today, the entrepreneurship plays an important role in economic development and progress of countries. The attention to entrepreneurship has increased the dynamism, productivity, value of work, and effort spirit in society. The entrepreneurship encourages the people to do creative and entrepreneurial activities and this leads to growth and development in community. The entrepreneurship is the foundation of development. It creates economic and spiritual values for individuals, organizations, and society at national and international levels, has many economic, social, cultural, and political consequences, and may solve many challenges of society. Along with the influence of bureaucracy on corporate culture in 1960s and 1970s, the entrepreneurship was increasingly considered by senior managers in large organizations to invent, innovate, and commercialize their new products and services (Heidari et al, 2011, 30).

Schumpeter states that the major corporate entrepreneurship activities include development of new goods and services, introduction of new production techniques, identifying new markets, finding new resources, and development and improving the organization (Samad Aghayi, 1999, 20).

Conclusion

This study aimed to investigate the impact of intellectual capital on organizational entrepreneurship of staff in physical education departments of universities in Kerman. The findings showed that the intellectual capital and its dimensions and organizational entrepreneurship and its dimensions are in good condition; the structural capital was in weak condition. The findings also showed that the intellectual capital has significant positive impact on organizational entrepreneurship of staff in physical education departments of universities in Kerman (0.65). Also, the dimensions of intellectual capital have a significant impact on organizational entrepreneurship of staff in physical education departments of universities in Kerman. The human capital and relationship capital explain 66.2% of variance in organizational entrepreneurship. The findings showed that all three dimensions of intellectual capital have a significant impact on organizational entrepreneurship. It was argued the investment to improve and develop intellectual capital of staff in physical education departments of universities may have positive impact on organizational entrepreneurship. These are consistent with findings of Salar and Yaghubian (2012), Rezaei Doulatabadi (2012), Husseini et al (2012), Hosseinpour and Ahoupay (2013) Abolhasani et al (2012), Zare Harofteh ( 2014), Shekari and Shafaei Roya (2014), Choupani and colleagues (2012), Safari and colleagues (2014), and Abzari et al (2012); this is probably due to similarity in studied population. According to findings, it can be said that paying attention to intellectual capital management may develop organizational innovation. This is inconsistent with findings of Akbari (2012) and Eldojaili (2012); they showed that the customer capital have no significant impact on organizational innovation. This inconsistency is probably due to differences in technology, publications, organizations, and processes of studied population. Since modern countries pay special attention to economy and management knowledge, economy-oriented entrepreneurship, and entrepreneurs, the improvement of entrepreneurship and creating a favorable environment for its development may cause dramatic growth, success, and excellence in organizations and act as a tool for economic development of countries, especially developing countries. Since most of the corporate policies are formulated for entrepreneurship development, the entrepreneurial activities in organization in the light of strengthening intellectual capital may lead to achieving goals such as increased profitability, strategic renewal, fostering innovation, knowledge acquisition for future, international success, more effectiveness, increased efficiency, development of competitive advantage, and improvement of overall performance of organization. Considering the research findings about the impact of intellectual capital on organizational entrepreneurship, as one of the organization’s valuable resources, it is very significant that future studies investigate the role of mediating variables which may promote the impact of intellectual capital on organizational entrepreneurship predominantly.

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