Human Resources Management activities through Strategic Entrepreneurial Approach Iranian Oil Companies, A Case Study.doc

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Human Resources Management activities through Strategic
Entrepreneurial Approach: Iranian Oil Companies, A Case Study
Yashar Salamzadeh
Graduate School of Business, USM, Malaysia
Setayesh Gharehchaei
Farabi Institute of Higher Education, Malaysia
Abstract
Objective: The concept of strategic management is to keep pace with developments in management theory.
Strategic business is combination of the concepts of entrepreneurship and strategic management in recent decades
that is considered by many researchers. Since one of the major factors affecting the productivity of industries, is
the approach of entrepreneurship, we are about to determine the correlation between human resource
management and organizations' entrepreneurial approach. The main question in this study is what is the impact
of the strategic entrepreneurial approach on the human resource management activities?
Methods: In this descriptive survey About 240 employees of oil companies are considered as the research
population. the researcher made questionnaire was distributed among samples .The correlation between
variables is tested using multiple regressions by SPSS and path analysis by LISREL software.
Theoretical Framework: The main elements of the strategic entrepreneurial are used from Hitt et al.
model (2001) and For the human resources management part we chose three main dimensions among too
many different models and categories using expert focus groups, as The HRM Field is really wide and
including all aspects might result in a great Bias.
Results: Outcomes show that the conceptual model is mapped correctly and confirm the correlation between
strategic entrepreneurship attitude and human resources management. In this study in the main hypothesis it is
confirmed that there is a positive and significant impact of strategic entrepreneurial attitude on human resources
management, path analysis and correlation test results showed that the correlation between the two variables are
in the medium level. So the main research hypothesis is confirmed, in the sense that strategic entrepreneurial
attitude change will cause fluctuations in Human Resource Management.
Conclusion: It is therefore recommended to officials and industry executives to take action the approach
towards entrepreneurship education strategy among their human resources in order to improve their output
and outcome.
Contribution: The Correlation between Strategic Entrepreneurial approach and Main dimensions of
HRM clears the path for decision makers how to empower entrepreneurial attitude in their organization
through HRM activities and as this attitude influences the organizational success in dynamic business
environment, We can greatly count on empirical outcomes of this research.
Keywords: Entrepreneurship, Strategic Entrepreneurship, Human Resources Management, Competitive
Advantage, Iran, Oil Companies
1. Introduction
Developments in today’s world, globalization and the transition from traditional society to an information one
is pushing organizational approach towards innovation and entrepreneurship. Belief in entrepreneurship in
organizations is of great importance and nowadays, almost all organizations are trying to be creative,
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innovative and entrepreneurial. Competitive advantage is an important element in entrepreneurship and
achievement to it, is possible by creativity and innovation. Entrepreneurship is required to identify timely
opportunities and threats. Also Creative employees with novel ideas and organizational innovation will
indeed act as a competitive edge for the organization and we have to pay attention to this issue in Strategic
Entrepreneurial Approach (Salamzadeh, et al., 2016).
Identifying opportunities to enter the market and utilization of it will help entrepreneurs.
Entrepreneurship first was raised in 17th century in France, at that time entrepreneurs were paid to carry
out orders in commercial projectsInvalid source specified. Generally entrepreneurial processes in
organizations, can determine how to achieve the approved goals, trying to take advantage of opportunities
in the market, discover new opportunities and working on competitive advantages (Corbett, et al., 2013 ;
Covin et al., 2000 ; Ireland et al, 2009)
According to the theory of Schumpeter "creative destruction", the entrepreneur is not someone who will
provide initial capital or to invent a new product, but entrepreneurs are who have ideas about the business.
With a variety of definitions of entrepreneurship, a definition that includes almost all the definitions is:
Entrepreneurship is a process that creative and entrepreneurial people with new ideas, identify new
opportunities and mobilize resources, attempt to create business and new companies, and this fact is
combined with risk-taking and leads to introducing a new product or service or value to the society (Hisrich
& Peters, 2002; Thompson et al., 2000) The link between Human capital or human resources has emerged as
a highly utilized theoretical view through which researchers can better understand entrepreneurship.
(Henry, C. et al., 2016)
The need for an orientation strategy to entrepreneurship is originated from three basic needs that are
mean increase of new competitors, distrust of traditional management practices, and leaving the workforces
and independent entrepreneurs’ action and in the meantime, the expansion of advanced information and
communication technologies has increased significantly (Kuratko & Hodgetts, 1992). Strategic
entrepreneurship as a combination of basic principles of entrepreneurship and strategic management and
order to understand how to create value through the exploitation of entrepreneurial opportunities in the
external environment and develop competitive advantage in companies and organization in recent years has
gained a special place in the literature on entrepreneurship (Venkataraman & Sarasvathy, 2001; Hitt at al.,
2001) Strategic Entrepreneurship is a result of the balance between opportunistic behavior and advantage-
seeking behavior Invalid source specified. .
The key concept of strategic entrepreneurship that is to gain competitive advantage and sustainable value
creation. Organizations must strike a balance between the searches for new opportunities in the market
(entrepreneurs) and to maintain the competitive advantages of strategic managementInvalid source
specified.. Strategic Entrepreneurship have been recognized as critical to the process of creative destruction
and creative construction (Agarwal et al. 2007; Ferreira et al. 2017)
On the other hand, Today, human resources is a key factor in creating competitive advantage for
organizations and organizations needs to effective and efficient personnel that should be able to achieve
their objectives for growth and comprehensive development. Accordingly, the question arises whether
strategic entrepreneurial approach has a significant impact on entrepreneurship in oil companies employees
or not? Hence in this research we are about to examine the impact of strategic entrepreneurial approach on
human resources management.
2. Materials and Methods
2.1 Entrepreneurship
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Entrepreneurial research in organizations has expanded continuously over the past few decades
(Goodale, et al., 2011, p. 116) entrepreneurship is a process that leads to more satisfaction or new demand.
The entrepreneurial individuals within the organization or individual with no regard to the limits of
available resources are pursuing entrepreneurial opportunities (Chen, et al., 2015). Peter Drucker says: what
you hear about entrepreneurship and America as the leader in management thinking, is an exaggeration,
there is no magic, no mystery and no relation to the gene. Entrepreneurship is a science and it can be learned
like other sciences (Kuratko & Hodgetts, 1992).
Overall, the best definition that can be offered about entrepreneurship is: innovation process and taking
advantage that takes place by opportunities with effort, perseverance, acceptance of financial risks,
psychological and social empowerments and, of course, motivated by financial gain, achievement, self-
fulfillment and independence (Hisrich & Drnovsek, 2002) (Javalgi, et al., 2014, p. 3).
2.2 Entrepreneurial approach
Entrepreneurship is the process of creating value through a unique set of resources, in order to take
advantage of opportunities (Kuratko & Hodgetts, 1992)
Attitude has been defined as assessment of the desirable or undesirable behavior from the perspective of
a person. The connection between these two concepts has created an entrepreneurial approach (Claar, et al.,
2009, pp. 68-69). Research Results suggest that approaches are the best predictors of entrepreneurial
tendencies. There are several researches proved that entrepreneurship education in increasing individual
entrepreneurial motivation and thus has an impact on increasing the possibility of entrepreneurship (Mitra
& Matlay, 2004) .
Several models have been proposed to assess the entrepreneurial approach which can be pointed out to
the Shapero and Sokol dimensions of entrepreneurship (1982), and Boyd and Vozikis Entrepreneurial
intentions pattern (1994) and Bird entrepreneurial model (1998).
Despite the usefulness of these models in entrepreneurship research, but because of the nature of
providence and as they do not pay attention to social factors, they couldn't be used comprehensively.
2.3 Strategic Entrepreneurship
CE strategy as a common ideology, seeks to gain competitive advantage through innovation and
entrepreneurial behavior on a sustainable basis (Russell, 1999). Integrating entrepreneurship and strategic
management offers an approach that enables various organizations and businesses to utilize current
opportunities, create transformation and value creation. An entrepreneurial strategic perspective is the
result of three logical factors: intensity of competition, technological environment and expand product range
on the market. Other environmental conditions can also have impact on formation of strategic perspective in
an entrepreneurial organization (Ireland, et al., 2003). However, keeping in mind both concepts of
entrepreneurship and strategic management is emphasizing on both aspects of strategic modelling
One of the comments in this field is that organizational entrepreneurship must be established by senior
managers (Higdon, 2000, p. 16). Senior managers always are known as forming the perspective of the organization
and its designed functions (Heller, 1999, p. 25) (Bartlett & Ghoshal, 1997). Of course, it's not that all managers who
are faced with discussed circumstances, are not planning an entrepreneurial strategic vision. Based on the concept
of strategic management, environmental conditions cannot lead to formation of an entrepreneurial strategic
perspective unless with recognizing by entrepreneurial senior manager (Child, 1972).
Porter, David, Mintzberg, Boston Consulting Group, McKinsey, GE and other experts' Model in the field
of strategy, are tools that enable entrepreneurs in all stages of business, to apply the best strategy. To
succeed in a business, a person must be a strategist and an entrepreneur at the same time.
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2.4 Human Resource Management
Human resource Management is defined as the management and administration of the most valuable
assets of a set of strategic and sustainable resources, employees who work there individually and come
together to contribute towards achieving the objectives (Armstrong, 1999). Human resource management,
with its influence on employee performance has significant impact on individual and organizational
performance (Kaifeng & et al, 2012)
At the level of individual performance, human resource management tries to influence individual
abilities, motivation and opportunities. Two major fields of studies related to human resources as a
competitive advantage are Human Capital and Human Capital Management (Chan, et al., 2004, p. 19).
A human resources management method in small, medium and large organizations is somewhat
different. As researches show, there is a linear correlation between the sizes of the organization and
structure, the organization's education and human resources problems ( Cassell, et al., 2002, p. 672).
Researches will include a wide range of human resources, researches in this area could include how culture
impacts on human resources practices and systems, How internalization or localization of human resource
management works and the impact of environmental factors on HR applications ( Bruton & Lau, 2008, p. 652).
Generally the results obtained from the use of human resources management and organizational effectiveness
indicate a positive effect on organizational performance. But however, still numerous questions remain
unanswered in this context (Den Hartog & Verburg, 2004, p. 55) (Randy Evans & Davis, 2005, p. 771).
Figure1. Fomburn compatible models of human resource management
2.5 Entrepreneurial organization and human resources management
Researchers in the field of strategic human resources have argued that organizations can effectively influence
the interaction, behavior, relationships and motivation of employees (CHRISTOPHER J & SMITH, 2006).
Entrepreneur organizations are not exempt from this issue. Entrepreneur organizations often are young
organizations with the adoption of new responsibilities and challenges of entering an unknown industry must
learn ways to gain legitimacy in the industry. In this way human resources of organizations, often because of the
small size of the organization, are facing quantitative restrictions that can assist the organization in search of new
opportunities, competitive advantages, and success in the market. The importance of human resources in
entrepreneur organizations is even more than the legitimacy and acceptance in business and shortcomings
(Cardon & Stevens, 2004, p. 297). In particular, people with entrepreneurial attitude has high social skills,
including social understanding, effective management, confidence, etc. and are capable of making landscapes
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of the business. These skills as a key advantage help them in obtaining the resources that they need, whether
financial or human resources. In other words, entrepreneurs are more proficient in obtaining human
resources as human resource management (BARON, 2007, p. 172).
Figure 2. Harvard Human Resource Management Framework
2.6 The impact of strategic entrepreneurial attitude on human resources management
One of entrepreneurship types, especially in the private sector, is strategic entrepreneurship (Ireland, et
al., 2003). A strategic word used in this term, is an important way to value the continuation of competitive
advantage and wealth (Venkataraman & Sarasvathy, 2001). Innovation, networking, integration,
globalization, growth and organizational learning, resources and management teams and strong supervision
related to strategic management and entrepreneurship are six dimensions that are the activities which take
place in the field of strategy and entrepreneurship. Strategic Entrepreneurship can also be categorized in
four dimensions: entrepreneurial mind, culture and entrepreneurial leadership, strategic management and
development resources to develop innovative creativity.
In fact, entrepreneurship and strategic management both create value on how to make changes through
the utilization of entrepreneurial opportunities in the external environment and then develop their
competitive advantage to take advantage of these opportunities (Ireland, et al., 2001).
While some hybrid models would emphasize on networking, learning and growth, Hitt et al, with
revising the model of Ireland et al, added some dimensions to achieve sustainable competitive advantage,
competencies and capabilities of an entrepreneur’s pattern.
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Figure 3: The main elements of the strategic entrepreneurial in Hitt et al. model (2001)
Realization of innovation is affected by the influence of human capital. To influence the organization's
human resources they should be imagined through strategic human resource management, in this way we
can increase employee motivation and desire for innovation and in this way organizations will also have the
opportunity to identify and invest on their knowledge and expertise (Scarborough & Carter, 2001). The
human resource management initiatives in the field of recruitment can provide the ground for innovative
behaviors. Focus on training and development of human resources through creativity, innovation and
entrepreneurship training ground for the promotion of activities in the organization (Abdullah, et al., 2010) .
Stan et al., in 2012, in an article titled "Performance indicators to evaluate employees on industrial production
lines" have analyzed performance indicators. In this study, performance indicators has been given through
improved decision-making, existence of risk in the supply chain and the ability in management of distributor
portfolio. In this study the advantage of the use of performance indicators is obtained through forecast revenues
and acquisitions opportunities in industrial production lines (Stan, et al., 2012).
2.7 Hypotheses and conceptual model
Based on studies and review the theoretical foundations, the conceptual model in present study is
presented as below.
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Figure 4. The conceptual model
2.7.1 hypotheses
Based on the conceptual model for research, hypotheses are as follows:
Main hypothesis:
Strategic entrepreneurial attitude has a positive and significant impact on human resource management.
Subsidiary hypotheses:
1. Strategic entrepreneurial attitude has a positive and significant impact on learning and motivation of
Oil Companies' Employees.
2. Strategic entrepreneurial attitude has a positive and significant impact on the working System of Oil
Companies' Employees.
3. Strategic entrepreneurial attitude has a positive and significant impact on job satisfaction of Oil
Companies' Employees.
This research from philosophical view is a positivist one and from the aim of the research is an applied
research and in terms of data collection and the nature and methods is a descriptive survey. Since
researchers sought to examine the correlation and effects between the two components, this survey is
solidarity. Our approach, according to our philosophy, is an inductive approach. The data analysis is done
by SPSS. To obtain the reliability and validity of the Researcher made questionnaire of ours, Cronbach's
alpha reliability coefficient and KMO index are used.
2.8 Research Population
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The study population included all managers and employees of the oil company, the volume of the
entire community is 240 experts. Using Morgan's Table we determined the sample size of 148
and we also used a random cluster sampling Method.
2.9 Research Instrument
In this study, we use both field and library methods and required information is obtained through a
questionnaire. According to this, researcher made questionnaire is used. Cornbrash’s alpha was used to
determine the reliability of the test and the result is very good value of 0.956 that represents the reliability of
the questionnaire. As well as to test the validity of the questionnaire, questionnaires were distributed among
the experts and its validity was confirmed by them.
Table 1. Reliability Statistics
Cronbach's Alpha N of Items
.956 71
2.10 Data Analysis
After collecting data through surveys to examine the correlation between variables and hypothesis
testing, two statistical softwares (SPSS and LISREL) were used.
3. Results
The results obtained from the questionnaires, are according to the following Figure:
Figure 5. Path analysis using LISREL software
The results obtained from the analysis represents that the amount of growth dimension is 0, 43, innovation
dimension is 0:56, identify opportunities dimension with a value of 0.62, the risk dimension with a value of 0.62,
perspective dimension with a value of 0.61 and finally flexibility dimension with a value of 0.52 have a
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good correlation with strategic entrepreneurial attitude. Also with regard to human resources management
variable we can say that the scale of the variable values are: Learning and Motivation equal to 0.58, Working
system equal to 0.56 and well-being and job satisfaction equal to 0.58 have correlated with this variable.
3.1 Models' Fitness
Indicators showing the model fitness are: GFI (goodness of fit index), AGFI (adjusted goodness of fit index),
NFI (Not Soft Index Fitness), CFI (comparative fit index). The higher index of 0.9, show the acceptable fit of the
model. RMSEA is the mean square error of approximation index in the investigation of another statistic in the
fitness model. RMSEA values less than 0.05 indicates acceptable fit model. The index value between0.05 to 0.08
indicates a relatively good fit and value of between.08 to 0.1 indicates a moderate fit. Finally, fitted RMSEA value
greater than 0.1 indicates poor model fit Invalid source specified.. Another indicator model can be used to check
the ratio χ2 (chi-square) on the degrees of freedom. To fix the model's goodness of fit this ratio should be smaller
than 3 .RMR Index residuals mean square values, having a value of 0.05 indicates a good fit index. The index is
close to 0 indicates is a very good fit of the model. Table 1 shows these indicators for our model.
Table 2. Indicators of goodness of fit test
2/DF RMR GFI AGFI RMSEA NFI CFI
1.55 0.027 0.94 0.90 0.062 0.97 0.99
3.2 correlation between strategic Entrepreneurial attitude and Human Resources Management
In our regression test, The first table is Model Summary. This table shows the values of R and R2. The R-value
is 0.642, which refers to the correlation between two variables. As it can be seen, there is relatively strong
correlation between the two variables of strategic entrepreneurial attitude and human resources management.
R2 value shows how much the dependent variable of human resource management can be determined by the
independent variable of strategic entrepreneurship attitude. In our research, human resource management
variables can explain 41.2 percent of Strategic Entrepreneurial attitude, which is in fact a moderate amount.
Table 3. Model Summary
Model R R Square Adjusted R Square Std. Error of the Estimate
1 .642a .412 .408 .50936
a. Predictors: (Constant), strategic entrepreneurial attitudes
ANOVA is the next table. This table shows that the regression model can significantly (and
appropriately) predict the dependent variable. Sig column is the statistical significance of the regression
model which shows that the applied model is a good predictor variable of human resources management. In
our research, the significance amount is less than 0.05 indicates that the regression model is significant.
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Table 4. ANOVAb
Model Sum of Squares df Mean Square F Sig.
Regression 26.552 1 26.552 102.340 .000a
1 Residual 37.880 146 .259
Total 64.432 147
b. Dependent Variable: Human resource management
The following Coefficients table, gives information about the predictive variables. We see that the
constant value and strategic entrepreneurial attitude variable for both models have been significant. After
determining the significance of the constant and strategic entrepreneurial attitude variable, standardized
regression coefficient column represents the standardized regression coefficient and the amount of beta.
Standardized regression coefficient or Beta is equal to 0.642 that shows the effectiveness of strategic
entrepreneurial attitude on Human resources management.
Table 5. Coefficientsa
Unstandardized Coefficients
Standardized
Model Coefficients t Sig.
B Std. Error Beta
1
(Constant) .854 .151 5.650 .000
strategy .631 .062 .642 10.116 .000
a. Dependent Variable: Human resource management
F statistic is based on regression analysis and the results of this test and related statistics are presented in
table below:
Table 6. Regression analysis of the first subsidiary hypothesis
results sig df F
Confirming the correlation between strategic entrepreneurial .000 (146,1) 102.340
attitude and human resources management
According to statistics F and significance level we confirmed the correlation between strategic
entrepreneurial attitude and human resource management (sig <0.05). Based on the correlation coefficient
between these two components which is obtained 0.64 and based on the obtained coefficient of
determination, human resource management to 0.41 is dependent to entrepreneurial attitude. The following
regression equation, shows the correlation between two variables:
HRM = 0.85 + 0.63 * Strategic Entrepreneurial Attitude
3.3 correlation between strategic entrepreneurial attitude and human resource management Dimensions
including learning and motivation, working systems and Job satisfaction (regression)
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Regarding the values of R which respectively are: learning equal to 0.571, working systems equal to 0.620
and Job satisfaction equal to 0.590, there is a relatively strong correlation between strategic entrepreneurial
attitude, and Dimensions of human resources management. Also according to the R2 values, this value in
different dimensions is as below: learning = 0.326, working system = 0.384 and Job satisfaction = 0.348.
1 .571a .326 .322 .68475
1 .620a .384 .380 .56179
1 .590a .348 .343 .63033
Given the Sig value of zero in all aspects of learning, working system and job satisfaction, it can be
concluded that the regression model can significantly (and appropriately) predict the changes in mentioned
dimensions.
Table 10. ANOVAb
1 Regression 33.185 1 33.185 70.774 .000a
Residual 68.457 146 .469
Total 101.642 147
b. Dependent Variable: Learning and Motivation
Table 11. ANOVAb
1 Regression 28.699 1 28.699 90.933 .000a
Residual 46.078 146 .316
Total 74.777 147
b. Dependent Variable: Working system
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Table 12. ANOVAb
1 Regression 30.910 1 30.910 77.798 .000a
Residual 58.008 146 .397
Total 88.919 147
b. Dependent Variable: job satisfaction
Standardized regression coefficient or Beta for human resources management dimensions is respectively
as below:
learning = 0.571, working system = 0.620 and job satisfaction = 0.590, which reflects the impact of the
strategic entrepreneurial attitude on three mentioned dimensions.
Unstandardized Coefficients Standardized Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) .580 .203 2.852 .005
strategy .705 .084 .571 8.413 .000
a. Dependent Variable: Learning and Motivation
1 (Constant) .803 .167 4.814 .000
strategy .656 .069 .620 9.536 .000
a. Dependent Variable: Working system
1 (Constant) .711 .187 3.801 .000
strategy .680 .077 .590 8.820 .000
a. Dependent Variable: job satisfaction
To examine the correlation between strategic entrepreneurial attitudes, and human resource
management aspects a regression analysis is used. In the table below the regression statistics and coefficients
of determination and correlation tables are provided.
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Table 16. Regression analysis of subsidiary hypothesis II
results Sig df F
confirming the relationship between entrepreneurial attitude .000 (146,1) 70.774
strategic and Learning and Motivation
strategic and Working system
strategic and job satisfaction
Obtained Significance levels, confirm the correlation between strategic entrepreneurial attitude and aspects of
human resource management (sig <0.05). Correlation coefficients and coefficients of determination of the
correlation between human resources management and strategic entrepreneurial attitude are as below:
Table 17. Results of correlation and determination coefficient:
variable correlation coefficient
coefficient of
determination
strategic entrepreneurial attitudes and
0.57 0.32
Learning and Motivation
strategic entrepreneurial attitudes and
0.62 0.38
Working system
strategic entrepreneurial attitudes and job
0.59 0.34
satisfaction
Correlation coefficients showed the existence of a moderate correlation and we can say that the
correlation between strategic entrepreneurial attitude and working system is more than other two
components of human resources management.
The following regression equations for each of the following is recommended:
Learning = 0.58 + 0.70 * Strategic entrepreneurial attitude Working
system = 0.8 + 0.65 * Strategic entrepreneurial attitude job
satisfaction = 0.71 + 0.68 * Strategic entrepreneurial attitude
3.4 correlation between strategic entrepreneurial attitude and its dimensions including: growth,
innovation, opportunity identification, risk-taking, perspective, flexibility
Regarding to the value of R = .887 , there is a strong correlation between strategic entrepreneurial attitude
and strategic, growth, flexibility, risk-taking, identifying opportunities, innovation and perspective
dimensions. Also, according to the values R2 =0 .786 it can be concluded that aspects of strategic
entrepreneurship are explaining changes in strategic entrepreneurial attitude very impressive.
1 .887a .786 .777 .31817
a. Predictors: (Constant) Growth, innovation, Identify opportunities, risk, perspective, flexibility
According to the zero value of Sig, it can be concluded that the regression model can significantly (and
appropriately) predict the strategic entrepreneurial attitude changes.

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Table 19. ANOVAb
1 Regression 52.503 6 8.751 86.438 .000a
Residual 14.274 141 .101
Total 66.777 147
a. Predictors: (Constant) Growth, innovation, Identify opportunities, risk, perspective, flexibility
b. Dependent Variable: strategic entrepreneurial attitudes
We see that the constant value due to the sig value is not significant. The growth variable dimension is not
significant too, while the other dimensions of strategic entrepreneurial attitude have a significant level.
Standardized regression coefficient or Beta for Dimensions of strategic entrepreneurial attitude is respectively:
Growth = 0.002, innovation = 0.240, identify opportunities = 0.159, risk-taking = 0.129, perspective = 0.318 and
flexibility = 0.282 ; showing the effectiveness of strategic entrepreneurial attitude on the dependent variables. In
this study, the independent variable of growth dimension has less effect and the independent variable of
perspective view dimension has more effect on the strategic entrepreneurial attitude. It should be noted that due
to the low coefficient of beta of all independent variables, it can be concluded that the impact of the strategic
aspects of entrepreneurship on strategic entrepreneurial attitude is not significant.
1 (Constant) .116 .103 1.123 .263
growth .002 .039 .002 .050 .960
innovation .205 .044 .240 4.611 .000
Identify opportunities
.126 .042 .159 3.003 .003
risk .089 .033 .129 2.671 .008
perspective .282 .049 .318 5.721 .000
finally flexibility .240 .042 .282 5.718 .000
a. Dependent Variable: strategic entrepreneurial attitudes
To examine the correlation between strategic entrepreneurial attitudes, and aspects of human resources
management a regression analysis is used. In the table below the regression statistics and coefficients of
determination and correlation tables are provided:
Table 21. Regression analysis of the subsidiary hypothesis (iii)
results R2 R sig df F
approval strategic relationship between
0.78 0.88 .000 (146,1) 86.438
entrepreneurial attitude and its dimensions
Due to significant levels of the correlation between strategic entrepreneurial attitude and its dimensions is
confirmed (sig <0.05). The correlation between the intensity factors is 88% and the coefficient of determination
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shows that 78% of strategic entrepreneurial attitude is explained by its dimensions. Analysis of the derived
regression equation is proposed:
Strategic Entrepreneurial attitude = 0.2 * Innovation + 0.12 * Identify opportunities + 0.08 * risk-taking +
0.28 *perspective + 0.24 * Flexibility
4. Discussion
First subsidiary hypothesis:
There is a significant correlations between strategic entrepreneurial attitude and human resource
management. Regression equation obtained for this hypothesis show a direct correlation between strategic
entrepreneurial attitude and human resource management and obtained coefficient of determination
indicates that human resources management's 41 percent is explained by strategic entrepreneurial attitude.
On the other hand regression analysis revealed that one percent change in strategic entrepreneurial attitudes
makes 0.63 percents change in human resources management, which is significant.
The findings of this hypothesis are similar to Baron's Study (2007), which states in particular people who
have an entrepreneurial attitude has such high social skills, social perception, impression management, self-
confidence, the ability of the perspective, etc. (BARON, 2007) .These skills are an important advantage as
they help in obtaining the resources managers need, whether financial or human resources. It points out that
Entrepreneurs gain more skills in human resources management that is fully in line with the findings of this
research. The other findings that are in line with other studies can be pointed out to Scarborough and Carter
studies (2001), Castro, Armario and Ruiz (2004) and Shamsudin, Abdullah, Wahab. (2010). (Scarborough &
Carter, 2001)Invalid source specified. (Abdullah, et al., 2010).
The second subsidiary hypothesis
There is a significant correlation between strategic entrepreneurial attitudes, and human resource
management aspects of learning and motivation, working systems and job satisfaction. To examine the
correlation between strategic entrepreneurial attitudes, and human resource management aspects regression
analysis is used. Significant levels imply an endorsement correlation between these two.
The coefficients table also shows that a 100 percent increase in strategic entrepreneurial attitude, increase
learning up to 70 percent, and also the same increase in strategic entrepreneurial attitude improves working
system up to 65 percent and also a change in job satisfaction up to 68 percent.
Chen et al (2015) in a study showed that entrepreneurship is a process that leads to satisfaction or new
demand (Chen, et al., 2015).
The third subsidiary hypothesis
There is a significant correlation between strategic entrepreneurial attitude and its dimensions including:
growth, innovation, opportunity identification, risk-taking, perspective and flexibility. To examine the
correlation between strategic entrepreneurial attitudes and its dimensions a regression analysis is used. The
coefficient of determination shows that 78% of strategic entrepreneurial attitude is explained by its
dimensions and 22% is explained by dimensions that researcher have not considered them in this research.
The result has proven the highest correlation between perspective and strategic entrepreneurial attitude
that is similar to Morris at al.'s and Muzyka et al.'s researches which say without an organizational strategic
entrepreneurial perspective, supportive architecture of entrepreneurship in the organization will not take
place Invalid source specified. Invalid source specified..
The findings of this hypothesis are in line with Ketchen et al.'s research (2007) that showed the Strategic
Entrepreneurship is the resulting balance of Opportunistic behavior and advantage-seeking behaviorInvalid
source specified. .Also our results are similar to Shiv and Wang's theory (2008) which states that organizations
must strike a balance between the searches for new opportunities in the market to maintain the competitive
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advantages and strategic management Invalid source specified.. Innovation dimension is in line with
Schumpeter researches (1934), about the role of entrepreneurship in creating innovation as the key of
economic development. Invalid source specified. .
5. Conclusions
The purpose of this paper is to examine the correlation between strategic entrepreneurial attitude, and
human resources management. Outcomes show that the conceptual model is mapped correctly and confirm
the correlation between strategic entrepreneurship attitude and human resources management. In this study
in the main hypothesis it is confirmed that there is a positive and significant impact of strategic
entrepreneurial attitude on human resources management, path analysis and correlation test results showed
that the correlation between the two variables are in the medium level. So the main research hypothesis is
confirmed, in the sense that strategic entrepreneurial attitude change will cause fluctuations in Human
Resource Management activities.
Strategic approach in companies and organizations develop job satisfaction in various environments and it
helps entrepreneurs to achieve competitive advantage through product innovation. Organizational structure
based on the concepts of entrepreneurship, is one of the most important tools in achieving entrepreneurship.
Breaking from mechanical organizations and has an organic structure along with technical and social
system changes means that the dynamic organizational structure is moving through flexibility,
decentralization, innovation, team work, delegation, self-control, independence, etc. and due to the
entrepreneurial approach the more organizations transform themselves into new structures, the more they
face an increased motivation for entrepreneurship.
Figure 6. The results of the correlation between variables
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