ORIGINAL_ARTICLE
Looking at the concept and dimensions of science and technology diplomacy:
A meta-synthesis approach
In spite of the widespread attention of politicians and scholars in the field of science and technology diplomacy in recent years, it seems there is no consensus on this interdisciplinary concept. Naturally, understanding a concept and its constituent parts is necessary for deal with it wisely. In this paper, it has been attempted to provide a conceptual framework for the configuration of the science and technology diplomacy, using the meta-synthesis approach and the systematic analysis of scientific literature in this field. For this purpose, identifying 120 related sources and conducting the necessary methodological steps, 58 sources were finally analyzed. Meta-synthesis on previous studies shows that the developed academic concepts about science and technology diplomacy can be classified under the four main pillars including the what (nature), the why (purpose), the how (implementation considerations), and the which (outcomes and effects). Additionally, more details of the identified dimensions were extracted as subcategories. For example, the implications of science and technology diplomacy consist of sub-categories of diplomacy and foreign policy, science and technology, economics, security, and soft power. These different dimensions of science and technology diplomacy will provide scholars with a platform for the development of academic literature based on proposed dimensions and will provide policy makers and decision makers with a reasonable logic to begin planning and evaluating actions taken.
https://www.nowavari.ir/article_86887_8eb7ef190e60f49413e147728948ee23.pdf
2018-08-23
1
24
Science and Technology Diplomacy
Conceptual Framework
interdisciplinary
Meta-Synthesis
Coding
Effat
Norouzi
ef.norouzi@gmail.com
1
Researcher at technology studies institute
LEAD_AUTHOR
javad
mashayekh
mashayekh@tsi.ir
2
Researcher at technology studies institute
AUTHOR
mostafa
mohseni
mohseni@tsi.ir
3
Researcher at technology studies institute
AUTHOR
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ORIGINAL_ARTICLE
Interaction between Organizational Silence and Innovation in Public Sector Organizations:A Study on Knowledge Workers of Humanities faculties in Tehran Province
Innovation deals with information and its success stops responding to the optimal and interactive flow of information and communication. Meanwhile, what disrupts the flow of knowledge and information is organizational silence. Organizational silence is a phenomenon in which employees deliberately refrain from comments, criticisms, suggestions and, in general, the sharing of hidden and hidden knowledge and information. This research seeks to identify as one of the most important barriers to innovation in public sector organizations the main aspects of the silence of knowledge workers in Tehran's School of Humanities. The present research is purpose-oriented, applied and methodically based on the methodology of foundation data. The statistical population of the research is the knowledge workers of the Faculties of Humanities of Tehran province and sampling has been done to saturation data. In this research, after identification of types of silence in the organization, the factors of silence, the consequences and strategies of reducing silence as the main dimensions of organizational silence of knowledge workers, a narrative on avoiding the breakdown of organizational silence and failing to move towards innovation in faculty Humanities.
https://www.nowavari.ir/article_86885_df5cd4e0d2913fdf04f84f6bd17f19eb.pdf
2018-08-23
25
46
Innovation
Public Sector
organizational silence
knowledge workers
khalil
Noruzi
khalilnoruzi@gmail.com
1
Ph.D. in Science & Technology Policy, University of Tehran
AUTHOR
Mohammad Ali
Sadeghikia
sadeghikia89@gmail.com
2
Graduated from Master of Public Policy at Imam Sadiq University
LEAD_AUTHOR
Agolla, J. E. & van Lill, J. B., 2013. Public sector innovation drivers: A process model. Journal of Social Sciences, 34(2), pp. 165–176.
1
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ORIGINAL_ARTICLE
Investigating the Impact of Human Resources Management Functions on Creativity, Product Innovation and Process Innovation (Case Study: Knowledge-Based Companies Based in Science and Technology Park of University of Tehran)
The creativity of staff has a significant impact on organizational innovation and survival. The good performance of the organization in the field of innovation can maintain the competitive advantage and growth of the organization. An organization looking for creativity and innovation should not overlook the importance and impact of human resource management function on organization innovation. In this research, we used a sample of 107 knowledge-based companies from Tehran University of Science and Technology Park to investigate the relationship between human resource management function with employee creativity, product innovation and process innovation. The present research is based on the purpose of applied research and is a survey-descriptive research data collection. Data collection was done through a questionnaire. reliability of the questionnaires was confirmed by calculating the Cronbach's alpha coefficient and composite reliability (CR) and validity of the questionnaires by calculating the convergent and divergent validity criteria, which is specific to the structural equation modeling. Also, for analyzing aggregated data, Structural Equation Method has been used with using Smart PLS software. The results of this study showed that HRM practices have a direct and positive effect on employees' creativity and employees' creativity have a direct and positive effect on product and process innovation. Also, the mediator role of Employees creativity in the impact of HRM practices on product innovation and process innovation was confirmed.
https://www.nowavari.ir/article_86890_bd57eb79c59aafc532a1a73d43a02840.pdf
2018-08-23
47
68
Human Resources Management Functions
employee creativity
product innovation
process innovation
Ghazaleh
Taheriattar
taheriattar@ut.ac.ir
1
publia administration department, faculty of management, university of Tehran, Tehran, Iran
LEAD_AUTHOR
reza
rostamlou
r.rostamlou@yahoo.com
2
Public administration department, faculty of management, university of Tehran, Tehran, Iran
AUTHOR
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ORIGINAL_ARTICLE
Identifying The Dimensions and Causes of Decline In Satisfaction Of Knowledge-Based Companies In Collaboration With The Fund's From The Perspective Of Executives And Policy Makers: A Case Study Of Innovation And Prosperity Fund
Since the concept of knowledge-based economy emerged, the knowledge-based firms, as a main driver of economic growth and development, has become more important. Therefore, identifying and solving their challenges is important too. One of the main challenges of knowledge-based firms is providing their essential funding which need different mechanisms because of their different nature from other enterprises. Understanding the importance of these firms funding, increase the importance of financing funds in technology such as the Innovation and Prosperity Fund. Thus the interaction knowledge-based firms with financial funding and increasing their satisfaction from getting services tailored to their needs has become one of the policy issues for financing funds in innovation area. In this regard, in this research, the affecting factors on reducing satisfaction of knowledge-based firms in cooperation with the Innovation and Prosperity Fund from the viewpoint of the executives and policymakers are identifiead and analyzed based on quantitative and qualitative combination methodology and focusing on the case study research strategy. In the first step, 18 factors that affect on reducing satisfaction of knowledge-based firms in cooperation with national financial funds were identified and classified in 6 categories. After that, based on case study research strategy, these factors are examined in the Innovation and Prosperity Fund and a framework, which shows the affecting factors on reducing satisfaction of knowledge-based firms in cooperation with the Innovation and Prosperity Fund from the viewpoint of the executives and policymakers , is presented.
https://www.nowavari.ir/article_86889_ecdda8d4491cd0cf830e6af75100f6b0.pdf
2018-08-23
92
120
knowledge-based firms
fund's
National innovation and prosperity fund
Decline in Satisfaction
Reza
Naghizadeh
rezanaghizadeh@yahoo.com
1
Faculty member of NRISP
LEAD_AUTHOR
mahdi
Hajari
mhajari.67@ut.ac.ir
2
The student of Science and Technology Policy Making, Tehran University
AUTHOR
sajedeh
basavand
sajedeh.basavand@gmail.com
3
Management of Technology, Allame Tabataba'i University
AUTHOR
Eisenhardt, . K. M., 1989. Building theories from case study research. Academy of management review, 14(4), pp. 532-550.
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عبدالوند, م. و عبدلی, ک., 1387. بررسی عوامل موثر بر وفاداری مشتریان بانک تجارت. مجله مدیریت بازاریابی, 3(5), صص 1-20.
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عزیزی, م. و ملایجردی, م., 1396. روش های تأمین مالی کارآفرینی اجتماعی. تحقیقات مالی, 19(1), صص 119-138.
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فخاری, ح., سلیمانی, د. و دارایی, م., 1392. بررسی اثرات تحریم های اقتصادی بر عملکرد شرکتهای دانشبنیان کشور. سیاست علم و فناوری, 5(3), صص 1-16.
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گلعلی زاده, م., طباطبائیان, س. ح. ا. و زعفرانیان, ر., 1387. ارائه راهکار سیستمی ایجاد نهادهایی جهت تأمین مالی بنگاه های نوپا دانشبنیان در ایران. پارک فناوری پردیس, جلد 17, صص 46-52.
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37
ORIGINAL_ARTICLE
Factors Affecting the Success of the Biotechnology Accelerators in Iran
Accelerators are a relatively new type of institutions which support entrepreneurial ecosystem across the world that rapidly grows and they offer the necessary services to startups in the early stages of their development. The emergence of this phenomenon has opened up a new path in front of the entrepreneurs and in a short period of time, the startups have developed very quickly. Identifying success factors of accelerators can minimize failure of the startups. The determinants of success in the field of biotechnology accelerators, has shaped the main question of this research. After reviewing literature, interviewing with managers and experts in the field of biotechnology, twenty factors have been identified. After designing the questionnaire and distributing it among selected statistical sample, by using Binomial test, the important success factors have been identified. Some factors such as strategic intent of accelerator for development and teams’ support, teams’ investigaton criteria of ideas and capabilities, presented services to the teams, training programs, accessibility to market, customer and investor networks through and after the accelerating program.
https://www.nowavari.ir/article_86886_a7b338d8129ce6c5699ad8a659a21886.pdf
2018-08-23
95
112
Accelerator
Biotechnology
Incubators
Success Factor
Startup
mehdi
Goudarzi
mehdigdrz@gmail.com
1
Allameh Tabataba'i University
AUTHOR
Mohammad
Naghi zadeh
mohamadnaghizadeh@yahoo.com
2
Allameh Tabataba'i University
LEAD_AUTHOR
ehsan
biglar
ehsanbiglar921@gmail.com
3
Allameh Tabataba'i University
AUTHOR
AERTS et al. (2007). Critical role and screening practices of European business incubator. Technovation, 27(5).
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Barrehag, Barrehag, L., Fornell, A., Larsson, V., Mardstrom, V., Vestergard, V., et al. (2012). Accelerating Success: A Study of Seed Accelerators and Their Defining Characteristics. Gothenburg,: CHALMERS UNIVERSITY OF TECHNOLOGY.
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Bergek and Norrman. (2008). Incubator best practice: a framework. Technovation, 28.
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Blank. (2006). The Four Steps to the Epiphany: Successful Strategies for Products that Win (second ed.). Lulu.com .
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Blank, S. and B. Dorf. (2012). The Startup Owner's Manual,. K&S Ranch (publishers),.
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Kim, J.-H., & Wagman, L. (2012). Early-Stage Financing and Information Gathering: An Analysis of Startup Accelerators.
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Konczal. (2012). Evaluating the Effects of Accelerators? Not So Fast. Forbes,. Retrieved 6 16, 2016, from http://www.forbes.com/sites/kauffman/2012/08/08/evaluating-the-effects-of-accelerators-not-so-fast.
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33
ORIGINAL_ARTICLE
Strategies for setting up a platform business within the banking and payment industry
In recent decades, the need for innovation on the one hand and the high cost of innovation, on the other hand, led businesses to use open innovation approaches more than before. One of the implementation models of this approach is to turn the business into a platform business which has attracted a lot of research in recent years. However, there is a need for research into the main strategies of the platform business in Iran with its own specific economic conditions. In addition, in any particular industry, given the specific characteristics of that industry, these strategies can vary. The purpose of this research is to provide practical strategies for setting up a platform business in Iran. In this research, after reviewing various articles in the field of platform business, the collected data from semi-structured interviews and archival sources were analyzed using the grounded theory method. In this Research, the banking and payment industry was selected as the case study according to the characteristics of this research. Banks can create a platform business using five main strategies: "providing service to a limited number of customers", "create a public platform", "join an existing platform", "participation in the creation and management of a platform" and "investment".
https://www.nowavari.ir/article_86989_71cb8640d39f3916db64ba1693b5d58a.pdf
2018-08-23
142
168
Open Innovation
platform
Platform business
strategy
Kazem
Kayyal
k.kayyal@modares.ac.ir
1
School Of Industrial and SystemEngineering, Tarbiat Modares University,Tehran, Iran
AUTHOR
Amir
Albadvi
albadvi@modares.ac.ir
2
School of Industrial and Systems Engineering, Tarbiat Modares University, Tehran, Iran
LEAD_AUTHOR
Akamavi, R.K., 2005. A research agenda for investigation of product innovation in the financial services sector. Journal of Services Marketing, 19(6), pp.359-378.
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Belussi, F., Sammarra, A. and Sedita, S.R., 2010. Learning at the boundaries in an “Open Regional Innovation System”: A focus on firms’ innovation strategies in the Emilia Romagna life science industry. Research Policy, 39(6), pp.710-721.
4
Birkinshaw, J., Bessant, J. and Delbridge, R., 2007. Finding, forming, and performing: Creating networks for discontinuous innovation. California management review, 49(3), pp.67-84.
5
Boudreau, K., 2007. Does opening a platform stimulate innovation? The effect on systemic and modular innovations.
6
Boudreau, K., 2008. Opening the platform vs. opening the complementary good? The effect on product innovation in handheld computing. HEC working paper available on SSRN; abstract=1251167.
7
Boudreau, K.J. and Hagiu, A., 2009. Platform rules: Multi-sided platforms as regulators. Platforms, markets and innovation, 1, pp.163-191.
8
Bresnahan, T.F. and Greenstein, S., 1999. Technological competition and the structure of the computer industry. The Journal of Industrial Economics, 47(1), pp.1-40.
9
Creswell, J. W. 2005. Educational Research: Planning. Conducting and Evaluating Quantitative and Qualitative Research (2nd edition).
10
Caillaud, B., and Jullien, B., 2003. Chicken & egg: Competition among intermediation service providers. RAND journal of Economics,34(2), pp. 309-328
11
Charmaz, K., 2000. Grounded Theory: objectivist and constructivist methods in Norman K. Denzin and Yvonne S. Lincoln (eds.) Handbook of Qualitative Research.
12
Chesbrough, H.W., 2003. Open innovation: The new imperative for creating and profiting from technology. Boston: Harvard Business School Press.
13
Chesbrough, H., 2006. Open innovation: a new paradigm for understanding industrial innovation. Open innovation: Researching a new paradigm, 400, pp.0-19.
14
Chesbrough, H., Vanhaverbeke, W. and West, J., 2006. Open Innovation: Researching a New Paradigm. Oxford: Oxford University Press.
15
Chesbrough, H. and Crowther, A.K., 2006. Beyond high tech: early adopters of open innovation in other industries. R&d Management, 36(3), pp.229-236.
16
Cusumano, M.A. and Gawer, A., 2002. The elements of platform leadership. MIT Sloan management review, 43(3), p.51.
17
Dittrich, K. and Duysters, G., 2007. Networking as a means to strategy change: the case of open innovation in mobile telephony. Journal of product innovation management, 24(6), pp.510-521.
18
Eisenmann, T., Parker, G. and Van Alstyne, M.W., 2006. Strategies for two-sided markets. Harvard business review, 84(10), p.92.
19
Eisenmann, T.R., Parker, G. and Van Alstyne, M., 2009. Opening platforms: how, when and why?. Platforms, markets and innovation, pp.131-162.
20
Eisenmann, T.R., Parker, G. and Van Alstyne, M., 2011. Platform Envelopment. Strategic Management Journal 32(12) 1270-1285.
21
Enkel, E., Gassmann, O. and Chesbrough, H., 2009. Open R&D and open innovation: exploring the phenomenon. R&d Management, 39(4), pp.311-316.
22
Evans, D., Hagiu, A. and Schmalensee, R., 2006. Invisible Engines: How Software Platforms Drive Innovation and Transform Industries (Vol. 1). The MIT Press.
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Gawer, A. and Cusumano, M.A., 2002. Platform leadership: How Intel, Microsoft, and Cisco drive industry innovation (Vol. 5, pp. 29-30). Boston, MA: Harvard Business School Press.
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Gawer, A. and Henderson, R., 2007. Platform owner entry and innovation in complementary markets: Evidence from Intel. Journal of Economics & Management Strategy, 16(1), pp.1-34.
26
Gawer, A., 2009. Platforms, Markets and Innovation: An Introduction. Edward Elgar Publishing.
27
Glaser, B. and Strauss, A.1967. Discovery of grounded theory: Strategies for qualitative research. Chicago: Alidline.
28
Greenstein, S., 1998. Industrial economics and strategy: Computing platforms. IEEE Micro, 18(3), pp.43-53.
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