Analysis of pattern of social capital effect on organizational innovation according to mediator role of science management strategies
Poster Presentation XML
Paper ID : 1272-11THCONF
1Assistant Professor of sport management, Coledge of Sport Sciences, Razi University
2Fattahian. Nafise. PhD student strategic management and sports events, School of Sport Sciences, Razi University, Kermanshah, Iran
3Ph.D. Sport Management, professor Faculty of physical education and sport sciences. Nahavand University, Hamedan, Iran
Introduction: In the current changing and science-based atmosphere, due to the variation in patterns of organizational competition and the necessity of compatibility to the fast change of environment, innovation is considered more than ever. For this reason, one the problems the managers are facing in that what actions should be taken for development and improvement of innovation in the organization. Innovation requires the team work of all peoples and units in the organization and organizational social capital will result in innovation by facilitating the collective action. Social capital provides a proper context for utilization and efficiency of manpower in organizations. In the other hand, use of other organizational capitals is possible under the auspices of social capital and this point indicates its importance in an organization. Science management is also one of the new concepts in management and for organizational success it is a vital source and strategic asset. In this study, the effect of social capital on organizational innovation with the mediator role of science management has been investigated.
Methodology: This study is applied in term of goal and descriptive-correlative in term of execution and questionnaire tool is employed.
Results: Results showed that social capital has a positive effect on innovation on dual strategies of science management. On the other hand, dual strategies of science management has positive and significant effect on organizational. According to the achieved values in the evaluation model, mediator role of science management is approved.
Discussion: This result is consistent with Prez et al (2015) and Reydel et al (2013) works, also consistent with the works of Hakim (2013) and Lee and Howang (2012). It is suggested that physical education managers in universities train personnel for creating, acquiring and utilizing the intended science for the organization. Furthermore by noticing creative staffs, building think tanks, creating a center for investigation and reception of suggestions they should try to proper execution of strategies for development of innovation in the organization.