ABSTRACT
Introduction: Contemporary studies of organizational citizenship behavior [OCB] are recognized as essential for modern organizations. These studies indicate that organizations with more emphasis on the OCB are healthier and more successful. The results also show that employees, who act beyond their job duties and exert OCB, belong to high productivity workgroup and enterprise with excellent quality in comparison to employees with low level of OCB. Therefore, the investigation of antecedents of organizational citizenship behavior can help the organizations to improve and reinforce it. Thus, the present study aimed at investigating the mediating effect of organizational culture on the relationship between transformational leadership and OCB
Method: A descriptive correlation research method was employed in this study. A total of 160 experts at Shiraz University were selected as the research sample through simple random sampling method using Cochran's formula. Moreover, the study employed three instruments, namely Bass and Avolio's transformational leadership questionnaire, Podsakoff's et al.'s [1990] organizational citizenship behavior scale, and Denison organizational culture survey [2006]. It is noted that the reliability of all the scales was obtained through Cronbach's alpha coefficient. To analyze the research data, Pearson coefficient and structural equation modeling were used through SPSS 22 and Lisrel 8.8 software
Results: The results indicated that of dimensions of transformational leadership, inspirational motivation [beta=0.33], and individualized consideration [beta=-0.23] directly influenced OCB. Moreover, these two dimensions indirectly influenced OCB through organizational culture [dimension of involvement]. The direct and indirect [beta=0.16] effect of inspirational motivation on OCB was positive whereas individualized consideration directly had a negative and indirectly [beta=0.14] a positive effect on OCB. Two other dimensions of transformational leadership [intellectual stimulation and idealized influence] influenced OCB only indirectly and through organizational culture [dimension of involvement]. It was also found that among various dimensions of organizational culture only involvement [beta=0.35] positively and significantly influenced OCB
Conclusion: When transformational leaders provide close, intimate, supportive and developed relationships, workers tend to more exhibit high levels of OCB and are motivated to fulfill tasks beyond their formal roles to benefit the organization. We can conclude that employees who act beyond their job duties and show OCB have a high productivity with excellent quality in comparison to employees with low level of OCB. Also, organizations with more emphasis on the OCB are healthier and more successful
ABSTRACT
Introduction: One of the most significant elements of entrepreneurship curriculum design is teaching-learning methods, which plays a key role in studies and researches related to such a curriculum. It is the teaching method, and systematic, organized and logical ways of providing lessons that should be consistent with entrepreneurship goals and contents, and should also be developed according to the learners' needs. Therefore, the current study aimed to introduce appropriate, modern, and effective methods of teaching entrepreneurship and their validation
Methods: This is a mixed method research of a sequential exploratory kind conducted through two stages: a] developing teaching methods of entrepreneurship curriculum, and b] validating developed framework. Data were collected through "triangulation" [study of documents, investigating theoretical basics and the literature, and semi-structured interviews with key experts]. Since the literature on this topic is very rich, and views of the key experts are vast, directed and summative content analysis was used. In the second stage, qualitative credibility of research findings was obtained using qualitative validation criteria [credibility, confirmability, and transferability], and applying various techniques. Moreover, in order to make sure that the qualitative part is reliable, reliability test was used. Moreover, quantitative validation of the developed framework was conducted utilizing exploratory and confirmatory factor analysis methods and Cronbach's alpha. The data were gathered through distributing a three-aspect questionnaire [direct presentation teaching methods, interactive, and practical-operational aspects] with 29 items among 90 curriculum scholars. Target population was selected by means of purposive sampling and representative sample
Results: Results obtained from exploratory factor analysis showed that a three factor structure is an appropriate method for describing elements of teaching-learning methods of entrepreneurship curriculum. Moreover, the value for Kaiser Meyer Olkin measure of sampling adequacy equaled 0.72 and the value for Bartlett's test of variances homogeneity was significant at the 0.0001 level. Except for internship element, the rest had a factor load of higher than 0.3. Also, the results of confirmatory factor analysis showed the model appropriateness, and the criteria for qualitative accreditation were acceptable
Conclusion: Developed model can help instructors in selecting an appropriate method of entrepreneurship teaching, and it can also make sure that the teaching is on the right path. Moreover, the model is comprehensive and includes all the effective teaching methods in entrepreneurship education. It is also based on qualities, conditions, and requirements of Higher Education Institutions in Iranian cultural environment
ABSTRACT
Introduction: Organizational citizenship behavior has been linked to overall organizational effectiveness, thus these types of employee behaviors have important consequences in the workplace. One of the important consequences of these types of behaviors is knowledge sharing. Thus, the current study examined the role of organizational citizenship behavior in promoting knowledge sharing
Method: A descriptive correlation design was employed in this study. We collected the data from Kharazmi University employees in city of Tehran in 2014. The statistical population consisted of 484 Kharazmi University employees from which 210 persons were selected randomly [using simple random sampling] by the Krejcie and Morgan [1978] sample size determination table. Data were collected through organizational citizenship behavior questionnaire and knowledge sharing questionnaire. To examine the reliability of the questionnaires, Cronbach alpha coefficient was used. These coefficients were 0.80 for attitude toward knowledge sharing and 0.77 for intention to share knowledge. Also, for organizational citizenship behavior it ranged from 0.71 [courtesy] to 0.82 [altruism]. To determine the validity, content validity method was applied. All descriptive statistics, t-test, Pearson correlation and multiple regression were performed using SPSS 19
Results: The results of t-test indicated that the means of organizational citizenship behavior [mean=2.50] and all its dimensions [altruism: 2.60, conscientiousness: 2.52, sportsmanship: 2.41, courtesy: 2.49, civic virtue: 2.45] among employees were at the moderate level. The results showed that the correlation between organizational citizenship behavior and knowledge sharing was significant [r=0.50, P<0.001]. Other results showed that the correlations between knowledge sharing and organizational citizenship behavior dimensions - Altruism [r=0.35], Conscientiousness [r=0.19], Sportsmanship [r=0.46], Courtesy [r=0.39], Civic virtue [r=0.18] - were significant [p<0.001]. Finally, results of multiple regression analysis showed that organizational citizenship behavior dimensions - Sportsmanship [beta= 0.53] - could predict knowledge sharing
Conclusion: According to the findings, it can be concluded that with improvement in each of the research variables, other variables will improve. For example, as the result of improvement in organizational citizenship behavior, knowledge sharing will increase and the organization could use its competitive advantage