Abstract:
Entrepreneurial universities are of major strategic tools for economic development and ascertaining of sustainable employment in societies. The university culture should be changed to an entrepreneurial atmosphere if a university intends to become entrepreneurial. In other words، an entrepreneurial university needs an entrepreneurial organizational culture. This approach can also be emphasized by the literature and previous investigations conducted in connection with this subject. The major goal of the present research is to evaluate the position of entrepreneurial organizational culture of Tehran University. The research method employed is descriptive measurement. Sign test and Freidman test were used to illustrate the strengths and weaknesses of the organizational culture. A questionnaire was also used in order to obtain information. The statistical population of this research was composed of 1536 people from among managers and experts of the faculties of Tehran University. The number of official experts in staff units and faculties were about 1191 and the numbers of managers were 345. Two hundred and three persons were calculated to form the sampling but finally 160 questionnaires were returned. The results showed that only fun and work meaningfulness is in its appropriate position، but other aspects of culture i.e.، boldness ، tolerance of creative deviance، aggressive vision، risk-taking، open communication، cooperation، proactive innovation، toleration as well as the entrepreneurial organizational culture itself، were not in appropriate position.
Machine summary:
Only two dimensions, recreation and entertainment, and work value, are in a desirable state, and other dimensions of entrepreneurial organizational culture, including boldness, tolerance for creative deviation, bold future orientation, risk-taking, open communication, cooperation and collaboration, pioneering innovation, and tolerance for hearing opposing opinions, are in an undesirable state.
These two researchers present 10 characteristics of a culture for organizational entrepreneurship, which mainly include the following: (1) Risk-taking (2) Gaining respect, meaning that the organization is unique in what it is established for, what it does, and how it does it, and also for the reason of how the efforts of those who work there are rare and participatory.
102 McGuire's Entrepreneurial Organizational Culture Framework McGuire's 10 dimensions include boldness, tolerance for creative deviation, bold future orientation, work value, risk-taking, open communication, cooperation and collaboration, pioneering innovation, tolerance for hearing opposing views, and fun and entertainment.
All dimensions of McGuire's entrepreneurial organizational culture are based on one or more dimensions proposed by several experts in entrepreneurship (Cornwall and Perlman, Win Slow, Equal, Sathe, and Morris), and of course, there are some shortcomings in some cases.
Sub-Hypotheses: The 10 dimensions of the entrepreneurial organizational culture of the University of Tehran (boldness, tolerance of creative deviation, bold future vision, purposefulness and value of work, risk-taking, open communication, cooperation and collaboration, pioneering innovation, tolerance of hearing opposing viewpoints (speech), recreation and entertainment are in a favorable condition.
(
, 
, 
)
