Applying Grounded Theory to Design an Entrepreneurial Knowledge Management Model for Utilizing International Entrepreneurial Opportunities

Abstract

Today, organizations seeking to leverage an entrepreneurial approach to achieve their goals—such as survival, growth, and development—must create conditions for entrepreneurial behavior through knowledge management. The most critical factor in successful corporate entrepreneurship is the effective management of knowledge within the organization. This study aims to design an entrepreneurial knowledge management model to capitalize on international entrepreneurial opportunities. The research follows a mixed-methods approach, incorporating both qualitative and quantitative methodologies. In the qualitative phase, semi-structured interviews were conducted with experts employed in the industrial parks of Tehran Province, selected through purposive sampling. Theoretical saturation was reached at the tenth participant out of a total of 14 interviewees. Data analysis was performed using the grounded theory method, following the Strauss and Corbin approach, which ultimately led to the development of the final model. Through this process, 19 concepts were identified based on verbal expressions and were categorized into five main dimensions. For the quantitative validation of the model, structural equation modeling was employed. Initially, questionnaires were developed, and their validity and reliability were assessed. Construct, content, divergent, and convergent validity were examined, and reliability was confirmed using Cronbach’s alpha and composite reliability, all of which were validated. The questionnaires were then distributed among the statistical sample, consisting of 162 managers and experts working in the industrial parks. Given the non-normal distribution of the data, the research model was tested and validated using the partial least squares (PLS) method with SmartPLS software version 2. According to the analysis, the impact of causal conditions on the core phenomenon was 0.753, the effect of the core phenomenon on strategies was 0.693, the impact of contextual conditions on strategies was 0.748, the effect of intervening conditions on strategies was 0.579, and the influence of strategies on outcomes was 0.787.