Entrepreneurial Management and Its Organizational Functions

Document Type : Original Article

Authors
Neda Moammaei 1
Seyed Fakhrodin Taherzade Moosavian 2
Aliasghar khosravi 3
1 Range management faculty, Mazandaran university, sari, Iran.
2 Management Researcher, Tajhiz Sanat Negin Pasargad Industrial and Mining Research Center, Ahvaz, Iran.
3 management Group-ADIB MAZANDARAN university-Sari-Iran
10.22034/jmek.2025.152140
Abstract
In the information age, the primary competitive advantage of organizations lies in their entrepreneurial capital. In today’s advanced world, entrepreneurship is rapidly evolving into the core strategic edge for modern enterprises. The escalating role of entrepreneurship, innovation, and emerging technologies in forging strategic advantages, coupled with the critical value of entrepreneurial resources in organizational administration, has positioned entrepreneurship management at the very heart of corporate strategic policies. Accordingly, paying special attention to entrepreneurship management is essential for realizing organizational objectives. Therefore, elucidating the position of entrepreneurship management and its key functions within organizations constitutes the main objective of the present study. The research methodology employed is descriptive-analytical, relying on library-based data collection through the review of valid scientific documents, articles, and academic resources. The findings indicate that entrepreneurship management, by integrating entrepreneurial capital across various organizational sectors, directly and positively impacts vital concepts. These include customer orientation, organizational learning, the elevation of organizational culture, intelligent leadership and decision-making, business process redesign, new entrepreneurial production, and the transformation of implicit entrepreneurship into explicit forms. Ultimately, this integration enhances operational performance and facilitates the achievement of desired goals. However, organizations cannot reap the benefits of these functions without a clearly defined strategy for utilizing entrepreneurship management. Thus, formulating comprehensive strategic policies and establishing technological and cultural infrastructures are absolutely imperative for the successful implementation of this management paradigm.
Keywords
Entrepreneurship Management
Competitive Advantage
Organizational Learning
Organizational Culture
Entrepreneurial Production
Subjects
Allard, S. (2004). Knowledge creation. In C. W. Holsapple (Ed.), Handbook on knowledge management 1: Knowledge matters (pp. 367–379). Springer. https://doi.org/10.1007/978-3-540-24746-3_18
Bennet, A., & Bennet, D. (2003). The partnership between organizational learning and knowledge management. In C. W. Holsapple (Ed.), Handbook on knowledge management 1: Knowledge matters (pp. 439–455). Springer. https://doi.org/10.1007/978-3-540-24746-3_23
Bukowitz, W. R., & Williams, R. L. (1999). The knowledge management fieldbook. Financial Times Prentice Hall.
Carneiro, A. (2001). The role of intelligent resources in knowledge management. Journal of Knowledge Management, 5(4), 358–367. https://doi.org/10.1108/EUM0000000006533
Choki, K. (2021). Smart decision making in knowledge society.
De Long, D. W., & Fahey, L. (2000). Diagnosing cultural barriers to knowledge management. Academy of Management Executive, 14(4), 113–127. https://doi.org/10.5465/AME.2000.3979820
El Sawy, O. A., & Josefek, R. A. (2004). Business process as nexus of knowledge. In C. W. Holsapple (Ed.), Handbook on knowledge management 1: Knowledge matters (pp. 425–438). Springer. https://doi.org/10.1007/978-3-540-24746-3_22
Gandhi, S. (2004). Knowledge management and reference services. The Journal of Academic Librarianship, 30(5), 368–381. https://doi.org/10.1016/j.acalib.2004.06.003
Hargadon, A. B. (1998). Firms as knowledge brokers: Lessons in pursuing continuous innovation. California Management Review, 40(3), 209–227. https://doi.org/10.2307/41165951
Havens, C., & Knapp, E. (1999). Easing into knowledge management. Strategy & Leadership, 27(2), 15–19. https://doi.org/10.1108/10878579910261625
Holsapple, C. W., & Joshi, K. D. (2004). A knowledge management ontology. In C. W. Holsapple (Ed.), Handbook on knowledge management 1: Knowledge matters (pp. 89–124). Springer. https://doi.org/10.1007/978-3-540-24746-3_6
Huang, Y. C. (2013). Entrepreneurial opportunity discovery.
Jafari, M. (2020). Entrepreneurship management and organizational transformation. Academic Publications. [In Persian]
Juki, A. (2016). Entrepreneurship as a vital factor.
Kardanāei-J, A. (2005). Peter Drucker and entrepreneurship management. SAMT Publications. [In Persian]
Malhotra, R. (2001). Effective customer relationship management by customer knowledge management. In Handbook of customer relationship management.
McKeen, J. D., & Smith, H. A. (2003). Making IT happen: Critical issues in IT management. John Wiley & Sons.
Mohammadi, M. (2020). Creativity and innovation in organizations. Academic Publications. [In Persian]
Mohammadian, A. (2016). The learning organization and entrepreneurship management. University of Tehran Press. [In Persian]
Malekpour, A. (2011). Entrepreneurship: Lifestyle and character. Society and Culture Publications. [In Persian]
Nonaka, I., & Takeuchi, H. (1995). The knowledge-creating company: How Japanese companies create the dynamics of innovation. Oxford University Press. https://doi.org/10.1093/oso/9780195092691.001.0001
Nonaka, I., & Toyama, R. (2003). The knowledge-creating theory revisited: Knowledge creation as a synthesizing process. Knowledge Management Research & Practice, 1(1), 2–10. https://doi.org/10.1057/palgrave.kmrp.8500001
Okunoye, A. (2013). Knowledge management and global diversity: A framework to support organizations in developing countries [Doctoral dissertation, University of Turku].
Probst, G., Raub, S., & Romhardt, K. (2000). Managing knowledge: Building blocks for success. John Wiley & Sons.
Rezaei, A. (2017). Fundamentals of entrepreneurship management and information technology. Behineh Publications. [In Persian]
Salari, Z. (2015). Organizational learning and entrepreneurship management. Quarterly Journal of Management and Entrepreneurship Studies, 2(2), 45–62. [In Persian]
Senker, J. (1995). Tacit knowledge and models of innovation. Industrial and Corporate Change, 4(2), 425–447. https://doi.org/10.1093/icc/4.2.425
Shah-Hosseini, A. (2011). Entrepreneurship and business development. Aij Publications. [In Persian]
Swan, J. (2004). Knowledge management in action? In C. W. Holsapple (Ed.), Handbook on knowledge management 1: Knowledge matters (pp. 271–296). Springer. https://doi.org/10.1007/978-3-540-24746-3_14
Turban, E., McLean, E., & Wetherbe, J. (2006). Information technology for management: Transforming organizations in the digital economy (5th ed.). John Wiley & Sons.
Wah, L. (1999). Making knowledge stick. Management Review, 88(5), 24–29.
Hadizadeh, J. (2012). Fundamentals of entrepreneurship and business plan. Shomal Paydar Publications. [In Persian]
Zarei-Matin, H. (2016). Organizational culture and entrepreneurship management. Journal of Organizational Culture Management, 14(2), 120–135. [In Persian]

  • Receive Date 14 October 2024
  • Revise Date 01 November 2024
  • Accept Date 17 December 2024