Volume 19, Issue 4 (11-2025)
payavard 2025, 19(4): 369-380 |
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Ethics code: IR.IAU.SRB.REC.1403.427
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Mohammadi M, Nazarimanesh L, Karimi M. Relationship between Structural Empowerment and Entrepreneurial Organizational Culture in Health Centers of Tehran Province Municipality. payavard 2025; 19 (4) :369-380
URL: http://payavard.tums.ac.ir/article-1-7922-en.html
URL: http://payavard.tums.ac.ir/article-1-7922-en.html
1- Master of Sciences Student in Health Services Management, Department of Health Services Management, SR.C., Islamic Azad University, Tehran, Iran
2- Assistant Professor, Department of Health Services Management, SR.C., Islamic Azad University, Tehran, Iran ,nazarimanesh@iau.ac.ir
3- Assistant Professor, Department of Health Services Management, SR.C., Islamic Azad University, Tehran, Iran
2- Assistant Professor, Department of Health Services Management, SR.C., Islamic Azad University, Tehran, Iran ,
3- Assistant Professor, Department of Health Services Management, SR.C., Islamic Azad University, Tehran, Iran
Abstract: (357 Views)
Background and Aim: Today, structural empowerment has been considered as one of the key factors in improving the performance of organizations, especially in the field of health and treatment. This study was conducted with the aim of investigating the relationship between structural empowerment and entrepreneurial organizational culture of employees in health and treatment centers of Shahr Salem Company.
Materials and Methods: This study is a descriptive-analytical study with an applied purpose, which is positivist in terms of research philosophy, with a deductive and quantitative approach, correlational in terms of research purpose, and cross-sectional in terms of time, and the data were collected using a survey method. The sample size was determined using the Cochran formula to be 263 people and was selected using a stratified, simple, and questioning random method. Standard Kanter structural empowerment questionnaires and Cornwall and Baron entrepreneurial organizational culture questionnaires were used to collect data. The data were analyzed with SPSS and Smart PLS 3 software.
Results: The findings showed that structural empowerment has a significant relationship with entrepreneurial organizational culture (rs=0.606 and P=0.000). Also, empowerment dimensions including opportunity (rs=0.505), information (rs=0.484), resources (rs=0.552) and support (rs=0.509) have a positive effect on entrepreneurial organizational culture. Statistical results showed that the greatest effect was related to the resource dimension. The opportunity dimension also plays a significant role in increasing employee motivation, which can pave the way for promoting entrepreneurial culture. In addition, in the first hypothesis, the relationship between entrepreneurial organizational culture and opportunity has been examined, which indicates the existence of a positive and significant relationship between these two variables. Also, P-value is 0.000, which is less than the significance level of 0.05, making this relationship statistically significant. In the second hypothesis, the relationship between information and entrepreneurial organizational culture has been confirmed with rs=0.484. The P-value less than 0.05, indicating the P-value is 0.009 which is significance of this relationship. the relationship between support and entrepreneurial organizational culture has been tested, indicating that this relationship is also positive and significant. The P-value is 0.008, which is less than 0.05, indicating the significance of this relationship. In the relationship between resources and entrepreneurial organizational culture, the P-value is 0.004, which is less than 0.05, this relationship is confirmed.
Conclusion: The findings of this study showed that structural empowerment, especially in the dimensions of access to resources, information, opportunities, and organizational support, has a positive and significant effect on strengthening the entrepreneurial organizational culture in health centers. Creating supportive infrastructures and providing opportunities for growth and improvement of employees’ skills can increase their motivation, creativity, and innovation. Making decision-making processes transparent and designing reward systems based on innovation promotes employee participation and responsibility. In addition, facilitating the free flow of information and knowledge, supporting innovative ideas, and developing creative skills pave the way for creating a sustainable entrepreneurial culture and improving the overall performance of the organization, and strengthening organizational capacities.
Materials and Methods: This study is a descriptive-analytical study with an applied purpose, which is positivist in terms of research philosophy, with a deductive and quantitative approach, correlational in terms of research purpose, and cross-sectional in terms of time, and the data were collected using a survey method. The sample size was determined using the Cochran formula to be 263 people and was selected using a stratified, simple, and questioning random method. Standard Kanter structural empowerment questionnaires and Cornwall and Baron entrepreneurial organizational culture questionnaires were used to collect data. The data were analyzed with SPSS and Smart PLS 3 software.
Results: The findings showed that structural empowerment has a significant relationship with entrepreneurial organizational culture (rs=0.606 and P=0.000). Also, empowerment dimensions including opportunity (rs=0.505), information (rs=0.484), resources (rs=0.552) and support (rs=0.509) have a positive effect on entrepreneurial organizational culture. Statistical results showed that the greatest effect was related to the resource dimension. The opportunity dimension also plays a significant role in increasing employee motivation, which can pave the way for promoting entrepreneurial culture. In addition, in the first hypothesis, the relationship between entrepreneurial organizational culture and opportunity has been examined, which indicates the existence of a positive and significant relationship between these two variables. Also, P-value is 0.000, which is less than the significance level of 0.05, making this relationship statistically significant. In the second hypothesis, the relationship between information and entrepreneurial organizational culture has been confirmed with rs=0.484. The P-value less than 0.05, indicating the P-value is 0.009 which is significance of this relationship. the relationship between support and entrepreneurial organizational culture has been tested, indicating that this relationship is also positive and significant. The P-value is 0.008, which is less than 0.05, indicating the significance of this relationship. In the relationship between resources and entrepreneurial organizational culture, the P-value is 0.004, which is less than 0.05, this relationship is confirmed.
Conclusion: The findings of this study showed that structural empowerment, especially in the dimensions of access to resources, information, opportunities, and organizational support, has a positive and significant effect on strengthening the entrepreneurial organizational culture in health centers. Creating supportive infrastructures and providing opportunities for growth and improvement of employees’ skills can increase their motivation, creativity, and innovation. Making decision-making processes transparent and designing reward systems based on innovation promotes employee participation and responsibility. In addition, facilitating the free flow of information and knowledge, supporting innovative ideas, and developing creative skills pave the way for creating a sustainable entrepreneurial culture and improving the overall performance of the organization, and strengthening organizational capacities.
Type of Study: Original Research |
Subject:
Hospital Managment
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