Entrepreneurship and Innovation Management Journal http://www.absronline.

org/eimj
ISSN: 2310-0079
Volume: 1, Issue: 1 (November 2013), Pages: 19-32
© 2013 Academy of Business & Scientific Research

A Study of Relationship between Organizational Structure and

Culture with Corporate Entrepreneurship

Malikeh Beheshtifar1* and Fatemeh Shariatifar2

1&2. Management Department, Rafsanjan Branch, Islamic AZAD University, Iran

This research investigates the relationship between organizational structure and

organizational culture and entrepreneurial executive in Birjand city - Iran is discussed.
Measuring instruments were 3 questionnaires. The results showed there is a direct
relationship between the two variables and the organizational culture and
entrepreneurship, there is no significant relationship between the concentration and
corporate entrepreneurship and between complexity and the level of entrepreneurship and
international dimensions of organizational culture, there is a direct relationship between
corporate entrepreneurship. The general conclusions demonstrate appropriate
organizational structure for implementing agencies to develop an entrepreneurial
corporate culture than special arrangements are needed.

Keywords: Structure, Organizational culture, Organizational culture, Entrepreneurship,

Corporate entrepreneurship

INTRODUCTION
Since 1980 the rush to focus on entrepreneurship
and innovation for the company to survive and
compete in the market appear to be more
entrepreneurial, entrepreneurial activities led the
company. Associated with processes and
bureaucracy of the corporate culture in the 1960s
and 1970s were increasingly regarded
entrepreneurship in large organizations, senior
business executives to enable them to engage in
the process of invention, innovation and
commercialization of their new products and
services. At the beginning of the 1960s and with
the sudden development of industry in the global
competition of entrepreneurial thinking and
processes in large companies than in the past was
emphasized and researchers have focused their
attention on how to instill entrepreneurial
administrative structure of large companies
(Ahmadpour Daryani, 2004). Also, according to
one of the values in the international environment
of competition and competitive advantage is
created. One of the most basic mechanism of
creation and competitive advantage in today's
dynamic environment filled with industry
developments, use of the system has been
improved and innovations in products and
production processes to achieve continuous
attention to quality and customer needs is
inevitable, to achieve this important, the CE is
necessary (Soltani, 1999). Search Results for
successful entrepreneurship can be regarded as an
entrepreneurial opportunity that arose from the
inappropriateness or technical knowledge is
available in the market. Using these proportions,
entrepreneurial organizations can achieve
entrepreneurial profits. Corporate entrepreneurial

*Corresponding author: Malikeh Beheshtifar

Management Department, Rafsanjan Branch, Islamic AZAD University, Iran.
E-Mail: M.beheshtifar@yahoo.com

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Relationship between Organizational Structure and Culture
orientation is a strategy that involves recreating
products, processes, services, strategies, and even
the whole organization (Hayton, 2005). Corporate
entrepreneurship is the process through which
organizations are realizing the opportunities and
the production of innovative ways to create value
added are settled (Samad Aghaie, 1999). In this
study, CE is the order of the entrepreneurship
within the organization. Entrepreneurship and
economic activity in terms of what the company is
called periodically that isn’t without obstacles and
problem. Several restrictions towards
entrepreneurship in companies there are, however,
many of these barriers and their unintended
consequences and feedbacks from the traditional
management techniques considered. In some
cases, these barriers are so destructive that people
prefer to avoid the entrepreneurial behavior of the
firm (Ahmadpour Daryani, 2004). Major obstacles
in the entrepreneurial process, including the
following:
Complexity: If the organization is a convolution in
the horizontal plane (the number of jobs and tasks)
or in the vertical plane (number of managerial
positions) and organizational communication, is
more regular and formal, greatly reduces the
possibility of group interaction, and this makes the
organization's goal for his Entrepreneurship (Zare
Mehrjerdi et al, 2010).
Recognition: In situations where the organization
is highly formalized, people do not have freedom,
do not have the flexibility to accept and tolerate
different behaviors on the part of employees will
be lost. In these circumstances, the learning will
play a role in performance improvement plans and
the employee will lose the desire to learn, while
the entrepreneur, learning, flexibility and
acceptance of risk the organization is a guiding
principle in other words, the entrepreneur can be
interpreted in terms that accepting that risk,
decision-making and judgment, and in doing good
to their members give permission to use their
creativity for individual issue (Zare Mehrjerdi et
al, 2010).
Focus: Entrepreneurial organizations in the
decision-making authority should be delegated to
units and individuals to be at the right time, the
right to design and implement, the focus is lost
Beheshtifar & Shariatifar
and the creativity, talent and mental strength and
performance experts such organizations,
decentralization will appear transparent. Yet
another aspect of the content, especially as
technology and focus on the surface, so that the
impact is much larger than the size of the
organization or takes advantage of the experienced
professionals and networking technology have to
be commensurate with the issue of delegation and
decentralization, it is more meaningful. If
employees are required to meet the special risks
related to the decentralization of authority is less,
will provide more (Zare Mehrjerdi et al, 2010).
Organizational culture: Organizational culture
represents a collection of values, beliefs and norms
that the organization has in common with the
workers. Characteristics of entrepreneurial
organizations are Flexibility or entrepreneurial
culture, through the flexibility and strategic focus
to the external environment and strive to make our
customers' needs. In this culture, norms, and
beliefs that are approved by the signal in the
environment that can be identified and interpreted
and according to it, the appropriate response or
behavior indicated that went. Such an organization
must be in new projects, react quickly And the
ability to restructure and to perform a new task,
set it to take a new behavior (Zare Mehrjerdi et al,
2010). A community foundation promoting
entrepreneurial culture can provide suitable and
conducive to growth and development, especially
in organizations to create jobs. Stimulate
entrepreneurship through the creation of all-round
development of society and the promotion of
social values and the production of wealth, it
allows more investment in all aspects of culture. It
is obvious that the penetration depth of the
entrepreneurial culture, all related subcultures: the
culture, the culture of collaboration and teamwork,
creativity and innovation culture, the culture of
working capital, particularly venture capital,
building courage and risk-taking culture and
society formed (Golestan Hashemi, 2003). On the
other hand the influence of culture on
entrepreneurial processes and phenomena, the
cross also has entrepreneurship is essentially a
decisive role in the culture of entrepreneurship is a
key element of our culture. For example, when
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Entrepreneurship and Innovation Management Journal
ISSN: 2310-0079
Volume: 1, Issue: 1, Pages: 19-32
inventions like the telegraph and electric light
bulb...
With the mass production stage entrepreneurial
activities and public use were radically impact the
way of life and have led to new forms of
civilization (Golestan Hashemi, 2003). In general,
the relationship between entrepreneurship and
culture are two sides of the debate. On the one
hand, the result of entrepreneurship impact on
society. On the other hand, the entrepreneurial
process and culture that influenced the culture and
the basics can make the basic changes. Any
organization culture and structure are inflexible; to
establish cooperation and unity during the crisis
can be confusing, while that allows organizations
to establish relationships between the informal and
flexible, especially in its structure can be expected,
and growth factors positively and effectively to
encourage creativity and innovation
(entrepreneurship) in your organization to create.
Accordingly, appropriate organizational structure
and organizational culture are being considered as
well as the goals of facilitating and strengthening
entrepreneurship in organizations, while this
could be due to the growth and development of
the country. Therefore, these results it is important,
in emphasizing the importance of
entrepreneurship, entrepreneurship and
community organizations were developing a
strong engine. What becomes of vital importance,
and to clear up the engine for the development of
entrepreneurship. Start the engine is enough to
clear but to continue to fuel its activities should
always be prepared for the conditions they work
perfect. Organizations need to be flexible enough
to cater for all possible conditions. Creating a
culture of entrepreneurship helps organizations to
achieve the flexibility and also helps to have an
idea of the condition and should be
institutionalized in the organization helps
creativity. So, we can increase the efficiency of CE
requires an appropriate organizational structure
and culture. Organizational culture and readiness
to accept change if the structure does not have the
flexibility, cooperation, interaction between
departments and this is the lowest level of
entrepreneurship is reduced. With understanding
the importance of this issue, which seems to focus
on the structure and organizational culture and
organizational entrepreneurship in order to
improve performance and achieve organizational
goals, especially in complex and dynamic
environment of today is very important.
RESEARCH FRAMEWORK
In this study, organizational structure and
corporate culture as predictor variables and CE as
criterion variables are examined. The
organizational structure of entrepreneurial
behavior (explore opportunities to facilitate
opportunities to pursue opportunities) encourages
basic elements necessary for successful
entrepreneurial organization. As Bourglman
pointed out that, management mechanism has a
structural variety. The key to creating an
entrepreneurial structure can contain several
essential factors that are including promoting
culture and right environment. An entrepreneurial
environment that helps to promote and facilitate
opportunities as well as the motivation of the
employees to raise in order to make optimal use of
opportunities exist within an ideology (an
ideology that employees can be committed to it
and get out of the way social capital). This requires
an organizational philosophy that the orientation
of the individuals involved, the operational level
communication and innovation. The importance of
communication focus, commitment and
reciprocity, the structure creates an entrepreneurial
support. It is here that the structure of power and
control and facilitate the application of
entrepreneurial innovation occurs within an
organization (Akhealth and Nak, 1998). According
to Robbins (1943) proposed a model for assessing
the organizational structure of the model is based
on the following components:
Complexity: About separation shows within the
organization. The allocation of radicalism, the
division of labor refers to the number of levels in
the hierarchy. And the limits that are
geographically dispersed organizational units
make it clear. The complexity is a relative term and
is divided into three forms: Horizontal, vertical
and geographical distribution (Robins, translated
by Alvani and Danaie Fard, 2008):
21
Relationship between Organizational Structure and Culture
Recognition: To the extent that the orientation of
an employee, the rules, regulations and procedures
rests (Robins, translated by Alvani and Danaie
Fard, 2008).
Focus: Refers to where there is centralized
decision-making authority (Robins, translated by
Alvani and Danaie Fard, 2008). As organizations
are affected by the size and technology of the
enterprise culture are also affected. Mik believed in
corporate culture shared beliefs and norms of
behavior that lies within and observed that the
relationship between organizational culture and
organizational structure are interdependent (Tib,
1994). If there is cultural and should be considered
for analysis, it should be clear dimensions that can
be defined and measured (Robins, translated by
Alvani and Danaie Fard, 2008). For dimensions
Denison organizational culture model (2000) is
used. Components of this model include:
Engaging in work (Partnership): Effective
organizations could be enabled the right people,
the working group are based upon and extend the
capabilities of human resources at all levels.
Committed to their organizations and feel their
members as parts of the body that involved in the
decisions and the decisions that affect their work
and the work they are linked directly with the
organization's goals. It features three indicators of
empowerment, team building and development;
usability is measured (Dennison et al, 2000).
Versatility: Organizations that are well integrated
are difficult to change. The integration of internal
and external adaptability can be of advantage to
take into account. Compatible organizations are
driven by our customers, who are risk takers; they
are reminded of their mistakes and have the
capacity and experience to bring about change.
They are continually improving the organization's
ability to value for customers. These organizations
usually are experiencing sales growth and
increased market share. It features three indicators
of change; customer orientation and organizational
learning are measured (Dennison et al, 2000).
Compatibility: Research has shown that
organizations that are most effective, stable and
consistent staff behavior emanates from
fundamental values. Leaders and followers are
skilled at reaching agreement (even when they
Beheshtifar & Shariatifar
have the opposite view) and joined the activities of
the organization are well coordinated.
Organizations with such attributes, strong and
distinct culture and have enough influence
employee behavior. It features the three
fundamental values of the index, is a measure of
harmony and cohesion (Dennison et al, 2000).
Mission: Perhaps the most important feature is the
mission of organizational culture. Organizations
that do not know where they are and what existing
condition usually go astray. Successful
organizations have a clear understanding of the
goals and direction, so that organizational goals
and objectives and define the strategic vision of the
organization are drawn (Dennison et al, 2000).
However, Des and lamp Kane (1669), the
entrepreneurial element in the 5 factors are
summarized:
Innovation: Willing to apply new ideas, new
experiences, new technical processes and
procedures and creative processes that lead to new
products and services (Des, Lamp Kane, 1996).
Risk appetite: Resources where the risk is lower
and it is more (Des, Lamp Kane, 1996).
Influence behavior (action-oriented): In this
context, culture is defined as: Attempt to anticipate
the problems, needs or changes in the future. A
prospect is looking forward to it for research and
innovation, the key factor to be considered (Des,
Lamp Kane, 1996).
Offensive strategy based on the competition:
Challenging for the competition, and the
opportunity to improve survival and
organizational life (Des, Lamp Kane, 1996).
Independence: The ability to provide opportunities
to the lack of focus on the company's decisions
(Des, Lamp Kane, 1996). After identifying the
variables, relationships between variables are
examined. Three-dimensional structure influences
on the corporate entrepreneurship is as follows:
Complexity: If the horizontal level (number of jobs
and tasks) or the vertical (number of managerial
positions) and the complexity of organizational
communication is regular and more formal, greatly
reducing the possibility of advance beyond the
group interaction and the organization far from
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Entrepreneurship and Innovation Management Journal
ISSN: 2310-0079
Volume: 1, Issue: 1, Pages: 19-32
making their entrepreneurial goals. Research
conducted in the negative relationship between the
structure and complexity of corporate
entrepreneurship (Samad Aghaie, 1999).
Recognition: In the absence of a high degree of
recognition, the people have no freedom. Do not
have the flexibility of acceptable and unacceptable
behaviors on the part of the employees are away.
In this context, the role of learning and
performance improvement plans, so employees
will lose the desire to learn. While the
entrepreneur, learning, flexibility and tolerance of
risk are core principles of the organization. In
other words, the condition can be considered as an
entrepreneur while accepting that risk, decision-
making and good judgment are delegated to other
members and in doing the permission to use their
individual creativity issue. It is possible that when
the guidelines, circulars and operational standards
to be reduced as much as possible and be given the
opportunity to update staff skills. However, the
relationship between entrepreneurship and
recognize the inverse relationship (Samad Aghaie,
1999).
Focus: Entrepreneurial organizations in the
decision-making authority should be delegated to
units and individuals to be at the right time, the
right to design and implement, the focus is lost
and the creativity, talent and mental strength and
performance experts such organizations,
decentralization will appear transparent. Yet
another aspect of the content, especially as
technology and focus on the surface, so that the
impact is much larger than the size of the
organization or takes advantage of the experienced
professionals and networking technology have to
be commensurate with the issue of delegation and
decentralization, it is more meaningful. If
employees are required to meet the special risks
related to the decentralization of authority is less,
will provide more (Samad Aghaie, 1999). Heil
(2003) in a study of eight organizations in South
Africa, organizational structure, organizational
reward systems and incentives, management and
organizational culture were identified as factors
affecting the development of entrepreneurship.
The structure of the CE, One of the important
researches is Covin & Slevin (1190). Management
and organizational culture were identified as
factors affecting the development of
entrepreneurship. They found that the presence of
entrepreneurial behavior, structure, facilitate
entrepreneurship by increasing positive function.
Research also shows that when the environment is
dynamic and turbulent that competition for
survival, it tends to become entrepreneurs will
embrace the organic structures (Morris et al, 2007).
However, many of the cultural features of
organizational culture on entrepreneurial behavior
influences have been the subject of many
theoretical and experimental investigations. For
example, Cornwall and Perlman (1990) have
discussed issues such as emotional commitment,
high attention to detail, structure and processes,
and the desire to want to earn the respect of
colleagues, are associated with an entrepreneurial.
Timmons (1990) is of the opinion that things such
as being well organized, highly committed to work
and willing to accept responsibility for its
consequences, and tend to use high standards are
the characteristics of entrepreneurial. Hornsby,
Kuratko, and Zahra (2002) found that cultures that
support the management (the willingness of
managers to facilitate and support entrepreneurial
behavior, including the innovative ideas and
resources to pursue them) And the autonomy of
labor (the willingness of managers to tolerate
failure, provide decision-making latitude and
freedom from supervision and delegation of
authority and responsibility) to enhance
entrepreneurial behavior of middle managers
(Ireland et al, translated by Farahzadi, 2009). So
when senior managers due to its strategic vision
for its research work, the cultural features that
contribute to the cultural norms of entrepreneurial
support organizations are created. Also, a number
of researchers, including Gordon, Beterhalfill and
Labinz for ten organizational culture indicators
(later) noted the following: Individual creativity,
risk-taking - Leadership - Integrity - Management
Support - Controls - Identity - Reward system - a
compromise with conflict phenomenon and
communication model of organizational structures
(Bordbar et al, 2008). As stated in the
communication pattern of the organizational
structure of the degree of organizational
communication hierarchy needs to be formalized,
23
Relationship between Organizational Structure and Culture
and your proof of that is the organizational
structure and organizational culture and
relationships. Now we examine the relationship of
each variable with the mediator variables:
According to studies by Faray, we can say that
maybe the best time jobs, late 20s to early forties,
because at this age the balance between basic and
necessary experience on the one hand and family
responsibilities on the other hand is created. Of
course, there are exceptions. Some young females
aged 50 to 60 years and some of his work and will
start to be successful (Ahmadpour Daryani, 2004).
One of the topics of interest to the researchers was
whether individuals, entrepreneurs are born or
being through education, become entrepreneurs. It
will reveal the importance of education.
Brockhouse and Nord (1979) found that when
comparing the level of education of entrepreneurs
and managers below the level of entrepreneurship
education administrators. Average years of
education of entrepreneurs 57/13 years, while the
average for administrators 74/15 years. Managers
of higher education may be able to get a better job
satisfying.
It should be noted that education entrepreneurs in
this study, further studies are normal people. But
the latest study by Cox and Cooper (1988) study, it
was shown that 68 percent had a bachelor's degree
and successful managers, While only 21% of
successful entrepreneurs, have a college education
(Ahmadpour Daryani, 2004). Hisrich expresses the
relationship between entrepreneurship and
gender: Women entrepreneurs are more inclined
than men to work in their groups and weaker self.
Their individual capacities rather than commercial
success of the organization or ideology are less
important. However, features such as the desire to
succeed, determination, courage, independence
and compassion, there is no difference between
men and women entrepreneurs, in addition, no
differences between men and women willing to
risk taking entrepreneurs have not seen (Hisrich,
1984). Structure associated with each intermediate
variable depends on the perception and views of
the community that this issue is outside the scope
of our discussion. According to the study
variables, the following hypotheses are developed:
Main hypotheses
Beheshtifar & Shariatifar
• There is a relationship between organizational
structure and amount of corporate
entrepreneurship of executive in Birjand city.
• There is a relationship between organizational
culture and amount of corporate entrepreneurship
of executive in Birjand city.
Secondary hypotheses
• There is a relationship between focus and
amount of corporate entrepreneurship of executive
in Birjand city.
• There is a relationship between recognition and
corporate entrepreneurship of executive in Birjand
city.
• There is a relationship between complexity and
corporate entrepreneurship of executive in Birjand
city.
• There is a relationship between engaging in
work and corporate entrepreneurship of executive
in Birjand city.
• There is a relationship between adaptability and
amount of corporate entrepreneurship of executive
in Birjand city.
• There is a relationship between adaptability and
amount of corporate entrepreneurship of executive
in Birjand city.
• There is a relationship between corporate
entrepreneurship mediating variables (age,
gender, work experience, and education) of
executive in Birjand city.
MATERIALS AND METHODS
The choice of method depends on the research
objectives and the nature of the research topic and
has job opportunities. Thus, according to the
subject and purpose of the study was a descriptive
and correlational method. All 58 employees in the
administration of the survey of 3885 people make
up in Birjand city that Cochran formula based on
sample size of 250 is obtained, which should be
proportional to size sampling of all government
agencies to be. In this study, questionnaires were
used to collect the necessary data. The first
questionnaire to measure organizational structure
that consists of 23 questions, the second
questionnaire included 53 questions, which are
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Entrepreneurship and Innovation Management Journal
ISSN: 2310-0079
Volume: 1, Issue: 1, Pages: 19-32
measures of organizational culture. The third
questionnaire containing 48 questions is a measure
of corporate entrepreneurship. Tables for one to
three questions related to the three dimensions of
organizational structure and organizational culture
indicate the CE:
Insert Table 1,2 and 3 here
In organizational culture questionnaire, questions
23 and 28 are reverse questions. In CE
questionnaire, questions 45 and 47 are reverse
questions. The organizational structure
questionnaire, only for questions 13 and 16, and
not too low, they have the most points. In order to
determine the reliability of the questionnaire
related to the organizational culture,
organizational structure and corporate
entrepreneurship re-test was used, the reliability of
the questionnaire structure with 7252/0,
organizational culture and the reliability of the
questionnaire 9659/0 and the reliability of the
questionnaire CE 8394/0 was approved. This
paper describes the data collected for statistical
indicators such as frequency, frequencies,
descriptive statistics and various statistical tables
and graphs have been used. To determine the
correlation between variables, organizational
culture, organizational structure, and CE Pearson
test, Kendall's tau and Spearman with scatter plot
to determine the relationship between two
variables, Chi-square test to determine the
relationship between nominal (categorical),
coefficient of determination, multiple regressions
to examine the relationship between the criterion
variable and predictor variables is used. It should
be noted that the data collected were analyzed
using SPSS software.
RESULTS
Demographic data (demographic) showed that 94
patients (6/37) of the respondents were women
and 156 (4/62 percent) make up the remaining
men. Education, 39 (9/15 percent) and a lower
degree, 172 (9/69 per cent) and BA 35 (2/14
percent) are above the rest of MS. In addition, 4 of
the respondents did not specify their educational
status. 145 patients (4/59%) of the respondents
worked less than 10 years, 67 patients (5/27%) and
20-11 years and 32 (1/13%) and the remainder is
30-21 years of experience. In addition, 6 of the
participants did not specify their employment
status. 26 (4/10) of respondents were younger than
25 years, 142 patients (0/58%), 35-26, 55 (4/22%)
and 45-36 years and 22 patients (0/9%) remaining
over 46 years of age. The participants at the 5
patients who did not specify their age. Describe
the organizational structure variables showed
moderate to complex variable 2 (a low score) and
Middle recognize variable equal to 4 (high scores)
and variable-focus median of 3 (moderate scores).
Describe the organizational structure variables
showed moderate to complex variable 2 (a low
score) and middle and recognize variable equal to
4 (high scores) and the focus is shifting to Asia 3
(average scores). How to build this variable is
composed of 23 multiple choice questions 5.
Changing the corporate culture is characterized by
calculating the sum score of all questions
organizational culture questionnaire and to
describe the five category scores vary very low,
low, medium, high and very high were divided.
From the 250 subjects studied, 3 (2/1 percent)
believe that organizational culture is very low
grade, 31 (4/12%) were low, 108 (2/43%)
moderate, 92 (8/36 percent) high, and 16 (4/6
percent) believe that the corporate culture is too
high. In total, 108 patients (2/43 percent) believe
the positive organizational culture (high and very
high). How to build this variable is composed of 53
multiple choice questions 5. Equal to the mean
observed (73/172), middle (500/173), equal
fashion (00/173), SD (86/32), skewness equal to
(33/0- ), elongation (33/0), most (00/253),
respectively (00/65) and domain scores (265-53)
has been observed. According to analysis, the data
center is changing the corporate culture of
engagement in work, consistency (stability and
integrity), and median variables adapt mission
(mission) equal 3 (average scores). Variable is a CE
score is derived by calculating the sum score of all
items of inventory CE and to describe the five
category scores vary very low, low, medium, high
and very high were divided. From the 250 subjects
studied, 6 (4/2 percent) believe the CE low, 147
(8/58%) moderate, 91 (4/36 percent) high and 4
patients (4/2 percent) believe CE score is too high.
In total, 97 patients (8/38%) believe the positive
25
Relationship between Organizational Structure and Culture
CE (high and very high). How to build this
variable is composed of 48 multiple choice
questions 5. Equal to the mean observed (80/160),
moderate (50/159), equal fashion (00/162), SD
(63/19), weakness equal to (44/0), elongation
(56/1) most (00/232), respectively (00/90) and
domain scores (240-48) has been observed.
According to the data analysis center for
entrepreneurship variable, independent variable
equal moderate risk and 3 (average scores).
Median and range of variables affecting innovation
and aggressive strategy is based on competition
and median variable equal to 4 (high scores). The
results of the research hypotheses are as follows:
Analysis of the data shows that the correlation
coefficient test, Pearson and Spearman between
two variables, organizational culture and the
degree of CE, respectively, 354/0, 267/0, with p-
values (significant), respectively, with 000/0 000/0
and smaller than the significance level, therefore,
the assumption of no relationship is rejected and
consequently between organizational culture and
organizational entrepreneurship executive of
Birjand city, there is a significant relationship. The
coefficient of determination between two variables
is equal to 125/0 (125/0 =), or a 5/12% variance
between the two variables is common (5/12
changes the corporate culture of entrepreneurship
is justified). Other results showed that there was
no significant relationship between concentration
and rate of entrepreneurship, and international
recognition of CE and the direct relationship exists
between the complexity and the level of
entrepreneurship, there is no significant
relationship and also between each of the
dimensions of organizational culture of
entrepreneurship, there is a direct and significant
relationship (Table 4).
Insert Table 4 and 5 here
DISCUSSION AND CONCLUSIONS
According to studies it can be concluded that
corporate entrepreneurship is today regarded as
one of the tools they develop. Because there are
people to be successful entrepreneurs in the
context of creating and as mentioned previously,
due to the rapid rise of new competitors and make
sense of distrust of traditional management
practices in the organization, the organization felt
Beheshtifar & Shariatifar
the necessity entrepreneurship. In fact, the
establishment of new organizations,
entrepreneurial thinking, and it is inevitable, and
business insights and capabilities that the birth and
death of the organization. Develop and strengthen
the entrepreneurial spirit in the organization is
required to provide suitable substrates for the
organizational culture, organizational structure,
and organization is good. Entrepreneurial
organizational structure (discovered by chance,
looking for opportunities) encourages basic
elements necessary for successful entrepreneurial
organization. Bourglman as it refers to, in
managing diverse structural mechanisms that
good management can manipulate it with the
thought that a dominant strategy at the operational
level and inter-institutional actors affect. The key
to creating an entrepreneurial organization can
encompass several key factors including culture is
correct. An entrepreneurial culture that helps to
promote and facilitate opportunities as well as the
motivation of the employees to raise in order to
make optimal use of opportunities exist within an
ideology (an ideology that employees can be
committed to it and get out of the way social
capital). This requires an organizational
philosophy that the orientation of the individuals
involved, the operational level communication and
innovation. The importance of communication
focus, commitment and reciprocity, the structure
creates an entrepreneurial support. It is here that
the structure of power and control and facilitate
the application of entrepreneurial innovation
occurs within an organization (Akhealth and Nak,
1998: 3). On the other hand, according to that
organizational culture shapes the behavior of
members of both employees and managers at
various levels that can change and strategic
direction to the organization's ability to
dramatically affect, without having an effective
organizational culture cannot be expected that
entrepreneurial activity (Heydari et al, 2011).
Therefore, for the purpose of this research is to
introduce entrepreneurship and enterprise in
terms of its components, intellectual, and
administrative barriers as possible to open it. All
the results obtained in this study will examine the
evidence and arguments of experts in the field.
Between organizational culture and organizational
level entrepreneurial executive in Birjand city,
26
Entrepreneurship and Innovation Management Journal
ISSN: 2310-0079
Volume: 1, Issue: 1, Pages: 19-32
there was a significant positive relationship. The
obtained results can be interpreted as CE in
Birjand city, the executive is dependent on
organizational culture within the organization, and
namely the variability of CE by the variables
(organizational culture) will be explained. In
general we can say that the corporate culture of an
organization is better entrepreneurial situation
better. Studies support this conclusion is as
follows. Champion and colleagues (2009) Research
on the relationship between organizational culture
and organizational entrepreneurship in 148 non-
faculty employees of martyr Beheshti University
has been studied, the results showed that there is a
significant relationship between organizational
culture and organizational entrepreneurship. The
focus of the CE devices running Birjand city, there
is no significant relationship. Focus on the
relationship between entrepreneurship and
enterprise is a positive relationship between
entrepreneurial orientation and organizational
structure is decentralized. Because there is the high
concentration of entrepreneurs in organizations,
these organizations need to respond quickly to
environmental changes and customer demands
show. Hence most of the decisions taken at lower
levels of decision-making authority are delegated
to departments and individuals. According to the
findings, it may be justified to conclude that:
According to that organizations and individuals
who have not had sufficient training in some units
in the background are the responsibility and thus
do not have enough information, this is your
reason that managers prefer to focus their
decisions and the decisions referred to other
relevant units to avoid. The recognition and
enforcement of CE devices in Birjand city, there is
a significant positive relationship. Research has
shown that more people more freedom to choose
their own activities related to the performance of
its activities will be greater. The organizations that
are characterized by their lack of focus and lack of
formal regulation are relatively more important
than innovation. In fact, the organization is
expected to be fewer regulations and instructions
and people have more freedom and creativity to
entrepreneurship rises and turns. However, unlike
the results obtained in this study can be postulate
is consistent with the postulate that the lack of
justification: According to the Iranian people,
unfortunately, most organizations are seeking to
shirk responsibility tend to get everything should
ready without the least in the field of search
Perhaps the same can be said if these people are
given the freedom and independence comes down
to creativity and innovation. Therefore, managers
of organizations with a range per person and the
rules, regulations, instructions and letters obliged
them to do things that are entrusted to them that
the same pressure and operating regulations is to
promote entrepreneurship (Pressure purpose of
the organization is for example, if the agency
determines that anyone will achieve the expected
level, he will be considered for financial reward,
people will have to perform assigned tasks
efficiently). The research by Albert Karyoana and
colleagues (1998) focused on the impact of export
companies were recognized on entrepreneurship;
found that high levels of entrepreneurship are
positively recognized. But Reza Zadeh’s research
as the relationship between organizational
structure and organizational entrepreneurship in
the Social Security Organization in Tehran, came to
the conclusion that the negative relationship
between entrepreneurship and enterprise, there is
recognition that this is inconsistent with the results
(Farrokh, 2001). The complexity of CE devices
operating in Birjand city, there is no significant
relationship. The research by Safari et al (1387) as
the relationship between organizational structure
and entrepreneurship experts in Iran Physical
Education Organization study, it was shown that
there is no significant relationship between
complexity and CE. This is consistent with our
results. So expect the separation of horizontal,
vertical and geographical entrepreneurship in
organizations is more reduced. Between work and
getting involved in the CE devices running in
Birjand city, there is a positive and significant
relationship. Increase employee participation in
the decision-making capability of developing, in
this connection, creativity and innovation in
organizations to be more entrepreneurial as well as
the organization grows. The consistency (stability
and integrity), and levels of CE devices operating
in Birjand city, there was a significant positive
relationship. Organizations are forced to survive in
today's turbulent environment, evolve and adapt
27
Relationship between Organizational Structure and Culture
to changing environmental conditions, it is
therefore necessary to carry out entrepreneurship
and the creation of new methods and techniques in
the environment to prove its existence. According
to the research Askarian (2009), a study of the
relationship between organizational culture and
organizational entrepreneurship among university
staff of Lorestan city has been shown that the
integrity of enterprise and entrepreneurship, there
is a significant positive relationship. Therefore, we
expected to increase the integrity,
entrepreneurship rates rise. Between adaptability
and entrepreneurship in Birjand city, executive,
and there is a significant positive relationship. The
research done by Hossein Pour and Zareie (2010)
in an entrepreneurial role, career advice and job
creation, It was shown that a positive relationship
between corporate entrepreneurship, adaptability
and compliance with significant job there. So we
can say that increasing the adaptability of
organizations CE increases. The mission of the CE
devices operating in Birjand city, there was a
significant positive relationship. The magnitude of
the organizations goals and visions are more
specific and organizations know where to go and
what their current status, entrepreneurship and
innovation in the organization to achieve its
mission and goals will be more and more
organizations are scrambling to show themselves.
Between employees and their view of
entrepreneurship education in Birjand city
executive, there is no significant relationship.
Hornady and Tycan (1979) found that many
successful entrepreneurs feel that the youth of
today, education is less important for
entrepreneurs. However, due to the high growth
technology and fierce competition, education is
very important (Shariati Far, 2012). Vesper (1982)
believes that the probability of failure is higher
education, to entrepreneurs, those who have
experience but no degree. The second groups of
entrepreneurs who are likely to defeat them even
more than the first category are those who have
been trained but not experienced. On the contrary,
those entrepreneurs who are experienced and
trained conduct the most lucrative activities
(Ahmadpour Daryani, 2004: 110). Results showed
that more than half of the respondents have a
bachelor's degree (8/68) are. Accordingly, it can be
expected that most of the employees have a
Beheshtifar & Shariatifar
minimum degree of CE must be high. The results
showed that this is nothing but in the case of 2 or
employees are not excluded from the entrusted
responsibilities in the field do not have the
necessary expertise or what employees have
learned at university level and is now the only
state in the implementation of information theory
are incapable. The experience of the staff and their
views about corporate culture in Birjand city
executive, there is no significant relationship. A
number of researchers have reported that
industrial entrepreneurs who started their
business, they have previous experience. Previous
work experience in a particular direction of
economic activity is positively correlated with
success. High correlation between previous
experience and success should not be surprising,
because Cooper's own research found that over
97% of new companies that are active in the fields
of high technology, had at least one founder who
previously worked in the same industry and
almost 85 percent of the new company have goods
or services that have been the original founders of
previous technical experience is used. Hence, the
majority of new entrepreneurs, whether successful
or unsuccessful in their industry, have had
previous experience (Ahmadpour Daryani, 2004:
106). In research by Safari et al in 2008 as a link
between organizational structure and innovation
experts in Iran Physical Education Organization, it
was shown that no significant relationship
between years of service and innovation staff
(Shariati Far, 2012). Employees between age and
attitudes toward entrepreneurship executive in
Birjand city, there is no significant relationship.
That cannot be a good age to start an activity to be
determined conclusively. In studies conducted by
Frey 88% of employees aged 20 to 50 years and 65
percent of them had started to work between age
20 to 40 years were investigated. Sousbayer that
for people who are less than 25 years, the
education and military service, including factors
that the number of entrepreneurs decreases after
60 years due to reduced energy and other physical
limitations of the number of entrepreneurs is
reduced (Ahmadpour Daryani, 2004: 112-111).
Between sex workers and their views about the CE
devices running the city of Birjand, there is no
significant relationship. In research by Safari et al
(2008) as the relationship between organizational
28
Entrepreneurship and Innovation Management Journal
ISSN: 2310-0079
Volume: 1, Issue: 1, Pages: 19-32
structure and innovation experts in Iran Physical
Education Organization, indicated there was no
significant relationship between sex workers and
innovation.
RESEARCH SUGGESTIONS
Role in developing and promoting a culture of
entrepreneurship, encouraging the spirit of
teamwork among employees, stability and
integrity, adaptability and mission objectives with
an emphasis on innovation, risk-taking, freedom,
influence behavior and aggressive strategies based
on competition as a factor to be considered. The
decision to operate in decentralized organizations
those employees to participate in decision-making
will strengthen the entrepreneurial spirit and
innovation in organizations. This culture has
become prevalent in organizations that give more
autonomy to employees and terms remove more
stubborn entrepreneurial organizations is
expected, and employees should take advantage of
this opportunity, therefore, necessary measures
should be considered in this context.
Encouraging innovation and creativity: Core of
entrepreneurship, creativity and innovation in
organizations is a bottom-up process. CE occurs
only when employees have a lower level of
innovation. But only when the employee is
required to provide and encourage innovation and
entrepreneurship will be updated. Provide
appropriate in-service training, and continuing to
diversify and enhance job skills.
REFERENCES
Ahmadpour Daryani, M (2004) Entrepreneurship:
definitions, theories and models, Tehran, Pardis
Publishing Company, Seventh Edition, p. 109-20.
Asgarian M (2009). The concept of organizational
culture, Journal of Human Development, Police,
24: 109
Bordbar Gh et al (2010) The relationship between
organizational culture and labor productivity in
the insurance industry, insurance industry,
Journal, 4: 91
Cavin JJ, Kuratko D (2009) The concept of
entrepreneurship, translated by Seyed Hadi
Farahzadi, Google website, p. 18
Dess GG, Lumpkin GT (1996) Clarifying the
entrepreneurial orientation construct and linking it
to performance, academy of management Review,
21(1): 135-172.
Denison D (2000) Organizational culture: can it be
a key lever for driving organizational chang?
International institute for management
development, denison@imd. Chapter2. 10
Denison D et al (2000) Diagnosing organizational
culture: a model and method, working paper,
international for management development, 4: 67
Echols AE, Neck CP (1998) The Impact of
behaviors and Structure on corporate
entrepreneurial success, Journal of managerial
psychology, 2.
Farrokh M (2001) What do entrepreneurs,
managers, technical and administrative messages
magazine, 2: 98
Golestan Hashemi M (2003) Principles of
Entrepreneurial Science, Isfahan University Jihad,
pp 92-89
Hayton G (2002) promoting corporate
entrepreneurship through human resource
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research, human resource management review, 15:
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Hossein D, Zare VS (2013) Model CE
(Administration cooperative study of Tehran
province), Journal of Cooperatives, XXI(4): 173
Heydari H et al (2011) The relationship between
organizational culture and organizational
components of entrepreneurship, innovation and
creativity in the journal Science, 1(3): 154
Robbins AP (2008) Fundamentals of
Organizational Behavior, translated by Seyed
Mohammad Erabi and Ali Parsaeian , Tehran,
cultural studies, published in the twentieth
Soltani Tirani F (1999) Institutional innovations in
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Resa Publishing - Printing, p 10
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Shariati Far, F (2012) The relationship between

organizational structure and organizational culture
and entrepreneurial executive in Birjand city,
public administration master's thesis, University of
Rafsanjan branch
Samad Aghaeie, J (1991) Entrepreneurs
Organization, Tehran, Public Administration
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Tayeb M (1994) Organizations and national
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ingenuity in science, 1: 82-81

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Entrepreneurship and Innovation Management Journal
ISSN: 2310-0079
Volume: 1, Issue: 1, Pages: 19-32

APPENDIX

Table 1: ratings and grading dimensions of organizational structure

Questions Scale scores

Components Unit scores
number Very little Low Average High Very much
Complexity 1 to 7 12-7 18-13 23-19 29-24 35-30 35-7
Formality 8 to 14 12-7 18-13 23-19 29-24 35-30 35-7
Centralization 15 to 23 15-9 23-16 30-24 38-31 45-39 45-9

Table 2: ratings and grading dimensions of organizational culture

Questions Scale scores

Components Unit scores
number Very little Low Average High Very much
Engaging in
1 to 14 24-14 36-25 47-37 59-48 70-60 70-14
work
Compatibility 15 to 29 26-15 38-27 51-39 63-52 75-64 75-15
Adaptability 30 to 40 17-10 25-18 34-26 42-35 50-43 50-10
Mission 41 to 53 22-13 33-23 44-34 55-45 65-56 65-13

Table 3: ratings and grading dimensions of corporate entrepreneurship

Questions Scale scores
Components Unit scores
number Very little Low Average High Very much
Innovation 1 to 11 19-11 28-20 37-29 46-38 55-47 55-11
Risk 12 to 21 17-10 25-18 34-26 42-35 50-43 50-10
Action-oriented 22 to 32 19-11 28-20 37-29 46-38 55-47 55-11
Strategy 33 to 42 17-10 25-18 34-26 42-35 50-43 50-10
Independence 43 to 48 10-6 15-11 20-16 25-21 30-26 30-6

Table 4: Pearson and Spearman correlation test of the relationship between organizational culture and organizational
entrepreneurship
Variable Amount of Corporate Entrepreneurship
Test Pearson Spearman Coefficient
Type of
Correlatio Correlatio Relationshi of
Significa Numbe Significa Numbe Relationshi
Organization n n p determinati
nt r nt r p
al Culture coefficient coefficient on
0/453 0/000 050 0/067 0/000 050 Ok Direct 0/505
Variable Amount of Corporate Entrepreneurship
Test Pearson Spearman Coefficient
Type of
Correlatio Correlatio Relationshi of
Significa Numbe Significa Numbe Relationshi
Centralizatio n n p determinati
nt r nt r p
n coefficient coefficient on
-0/095 0/539 050 -0/554 0/074 050 No - 0/0083
Variable Amount of Corporate Entrepreneurship
Test Pearson Spearman Coefficient
Type of
Correlatio Correlatio Relationshi of
Significa Numbe Significa Numbe Relationshi
n n p determinati
Formality nt r nt r p
coefficient coefficient on
0/550 0/056 050 0/508 0/034 050 Ok Direct 0/004
Variable Amount of Corporate Entrepreneurship
Test Pearson Spearman Relationshi Type of Coefficient

31
Relationship between Organizational Structure and Culture Beheshtifar & Shariatifar

Correlatio Correlatio p Relationshi of

Significa Numbe Significa Numbe
n n p determinati
Complexity nt r nt r
coefficient coefficient on
-0/050 0/535 050 -0/045 0/585 050 No - 0/0007
Variable Amount of Corporate Entrepreneurship
Test Pearson Spearman Coefficient
Type of
Correlatio Correlatio Relationshi of
Significa Numbe Significa Numbe Relationshi
Engaging in n n p determinati
nt r nt r p
work coefficient coefficient on
0/075 0/000 050 0/050 0/005 050 Ok Direct 0/0744
Variable Amount of Corporate Entrepreneurship
Test Pearson Spearman Coefficient
Type of
Correlatio Correlatio Relationshi of
Significa Numbe Significa Numbe Relationshi
Compatibilit n n p determinati
nt r nt r p
y coefficient coefficient on
0/070 0/000 050 0/0007 0/005 050 Ok Direct 0/0735
Variable Amount of Corporate Entrepreneurship
Test Pearson Spearman Coefficient
Type of
Correlatio Correlatio Relationshi of
Significa Numbe Significa Numbe Relationshi
n n p determinati
Adaptability nt r nt r p
coefficient coefficient on
0/309 0/000 050 0/085 0/000 050 Ok Direct 0/567
Variable Amount of Corporate Entrepreneurship
Test Pearson Spearman Coefficient
Type of
Correlatio Correlatio Relationshi of
Significa Numbe Significa Numbe Relationshi
n n p determinati
Mission nt r nt r p
coefficient coefficient on
0/458 0/000 050 0/068 0/000 050 Ok Direct 0/5080

Table 5: Table of regression coefficients

Not standardized coefficients Standardized
P-value
(typical) coefficients
Model T-statistics (significance
B
Std.Error Beta level)
Constant
782/157 404/9 779/16 000/0
amount
1 Complexity 241/0- 340/0 044/0- 708/0- 480/0
Recognition 989/0 300/0 222/0 292/3 001/0
Centralization 662/0 261/0 172/0- 535/2- 012/0

Constant
155/154 877/7 571/19 000/0
amount
2
Recognition 984/0 300/0 221/0 280/3 001/0
Centralization 684/0 259/0 178/0- 638/2- 009/0
Dependent variable: Corporate Entrepreneurship

32