Mendeley
TY  _  JOUR
ID  -  1401070639494
TI  -  Designing an Entrepreneurial Marketing Model with an Approach to Improve Organizational Performance
JO  -   Roshd -e- Fanavari
JA  -  ES
LA  -  fa
SN  -  1735-5486
AU  -  motevali taher javad
AU  -  eghbal mohammadreza
AU  -  فتاحی مجید
AD  -  دانشجو دکتری مدیریت بازرگانی، گروه مدیریت بازاریابی، واحد ساری، دانشگاه آزاد اسلامی، ساری، ایران.
AD  -  استادیار گروه مدیریت، واحد ساری،دانشگاه آزاداسلامی ،ساری،ایران
AD  -  
Y1  -  2024
PY  -  2024
VL  -  78
IS  -  
SP  -  84
EP  -  90
KW  -  Entrepreneurial Marketing
KW  -   Organizational Performance
KW  -   Social Security
KW  -   Exploratory Mix
KW  -   Purposeful.
DO  -  
N2  -  The purpose of this research was to design an entrepreneurial marketing model aimed at improving performance. This study was conducted in a descriptive and exploratory manner. In the qualitative part, to identify the components, interviews were conducted with 10 academic experts in the fields of marketing and entrepreneurship, selected through a purposeful judgment method. The statistical sample in the quantitative section included 174 managers (high, middle, and operational) of the Social Security Organization, selected through simple random sampling. The findings of the qualitative section indicate that this model includes causal factors (entrepreneurial orientation, entrepreneurial mindset, entrepreneurial attitudes, opportunistic thinking), intervening factors (political, social, economic, cultural, nature of government organizations), contextual factors (personal values of entrepreneurial managers, entrepreneurial capabilities of managers, innovative marketing, ability to penetrate the structure, organizational structure, entrepreneurial cultural platform), strategies (re-engineering organizational processes, flexible organizational structure, dynamic marketing capacity building, creating a socially responsible organization, using social network marketing, creating new services), and consequences (optimization of decision-making, willingness to take risks, increasing the market value of the organization, improving organizational reputation, strategic dynamics, growth and excellence of the organization). Furthermore, entrepreneurial marketing has dimensions such as value orientation, customer orientation, innovation orientation, and entrepreneurship orientation. The findings of the quantitative section show that value orientation, customer orientation, innovation orientation, entrepreneurship orientation, and causal factors affect entrepreneurial marketing by 0.631, 0.741, 0.582, 0.489, and 0.551, respectively. Additionally, intervening and contextual factors and entrepreneurial marketing influence strategies by 0.350, 0.363, and 0.328, respectively, and strategies influence results by 0.719.
UR  - rimag.ir/en/Article/39494
L1  - rimag.ir/en/Article/Download/39494
ER  -  
