Strategic Entrepreneurship

The objective of the present study is to provide a strategic entrepreneurial marketing model in the construction industry in the construction companies of the north of the country using the Grounded theory. The present study is a qualitative research which uses Grounded theory by focusing on deep and semi-structured interview and providing an entrepreneurial strategic marketing strategy. In this study, 30 interviews were conducted on university and construction industry experts in construction companies of the north of the country to reach a consensus that was carried out using snowball sampling. Data were analyzed by open, axial and selective coding and the case studies were presented. In the current study, instead of testing the theory and confirming or rejecting it, it was presented limited to reality. The collected data were analyzed using Nvivo software and the components were identified. The results indicated that the causal conditions affecting strategic entrepreneurial marketing include communication capabilities, organizational capability, organizational strategy, management support and organization and organizational systems. The intervening condition include relationship orientation, environmental capability, and corporate governance, and ground conditions include system thinking, application of technology and organizational culture. Furthermore, the proposed strategies include intellectual capital management, strategic alignment and knowledge elevation to improve strategic and tactical performance of the company as a result of strategic entrepreneurial marketing.

The inclination to entrepreneurship is an approach to prompt development in an organization through novel products, newborn processes and innovative strategies. The link between strategy and entrepreneurship, which is referred to as strategic entrepreneurship, is the basis of entrepreneurial success in organizations. Strategic entrepreneurship is the result of making a balance between two related and continuous actions, i.e., opportunistic actions and advantage-seeking actions. Strategic entrepreneurship is considered as the application or stimulation of entrepreneurial activities to achieve strategic purposes. Strategic entrepreneurship benefits to increase company performance and develop sustainable competitive advantage through entrepreneurial activities with a strategic perspective. Thus, strategic entrepreneurship is a necessity for businesses in order to generate maximum revenue.

Nowadays, according to the increasing trend of environmental changes and developments, organizations and companies need different strategic entrepreneurship models to respond effectively to their environmental needs. Therefore, this article is trying to systematically examine the findings of the studies conducted in this regard by using the meta-combination method and analyzing them based on the formation process and the output achievement. For this purpose, by referring to the reliable documents and documents available on the sites and checking the information from English sources from 2000 to 2019 and Persian from 2001 to 2019, among the mass of primary articles, 88 articles related to the research topic were identified. In order to analyze the selected articles, constituent concepts, and influential components, the content analysis method was used, and to validate the extracted concepts, the Delphi panel method was used with the presence of 8 experts. At the end of the research findings in the form of 5 components (leadership, attitude, resources, opportunism, and innovative learning), 10 sub-components (individual characteristics, management characteristics, organizational, cultural, social, financial, non-financial, the path of discovery and creation, exploitation, education and creativity and innovation) and 49 concepts were identified and classified. Also, the rank and importance of experts' opinions about the components of strategic entrepreneurship are in the order of leadership characteristics, opportunism, innovative learning, attitude, and resources.

Entrepreneurship serves as a pivotal solution to address the economic challenges faced by nations. Given the positive impacts of tourism activities in rural areas, experts recognize it as a cultural instrument for fostering entrepreneurship in villages. This study aims to develop a strategic entrepreneurship model for the rural tourism industry through a cultural lens. Employing a mixed-methods approach (qualitative and quantitative) with grounded theory, the research gathered quantitative data from a statistical population of 384 participants, while qualitative insights were derived from 20 semi-structured interviews. Data analysis utilized SPSS25 for structural exploration and AMOS for composite reliability (CR) assessment via structural equation modeling. Key findings identified causal factors (e.g., value creation in rural tourism, effective rural tourism promotion, risk-taking, self-efficacy, and innovation among villagers and farmers), contextual factors (e.g., cultural interactions, awareness of cultural heritage, cultural development, and cultural education), intervening factors (e.g., environmental-regional infrastructure, social dynamics, and motivational drivers), and strategic pillars (e.g., essential R&D, organizational support, and management planning). The implementation of these strategies yielded outcomes such as rural income diversification, enhanced competitiveness of small businesses, employment generation, and increased productivity and revenue growth. This study concludes that a culturally informed approach to rural tourism entrepreneurship offers a novel strategy for rural economic development, effectively diversifying income sources and fostering sustainable progress.