ORIGINAL_ARTICLE
An analysis of a Model for External Organizational Factors Influencing Innovation Development in Industrial-Research Organizations
This study intends to identify the constituent elements of "a model for external factors influencing innovation development", to identify relations among the main elements, and lastly to design a comprehensive structure of a model for external factors influencing innovation development in research organizations. To design a theoretical framework for the model, using the relevant literature and library research, and conducting exploratory interviews, we extract the factors effective on innovation development in research organizations, and then evaluate them by survey research methodology and questionnaires. The data of the study are collected by using questionnaires distributed among 300 subjects, and then each major component of the conceptual model is analyzed. The structural equation model and LISREL software are used to evaluate the causal relations between the components of the conceptual model. Based on the findings, "competitive intelligence" is the most influential factor (through dominating emerging technologies space, absorbing and transferring knowledge from organization's external environment elements, forecasting before competitors, reaching future before customers, and predicting market changes). The next important influential factors include taking advantage of "science & research centers" (through benchmarking, outsourcing, and idea absorption); and considering the "customers" (through investigations based on customer needs and their participation in all design processes and innovation, and getting customers' satisfaction).
https://www.nowavari.ir/article_14616_f23b1edbb43a3367f4497bccd630edd7.pdf
2013-06-01
1
20
Innovation development
Competitive Intelligence
customer
Scientific & Research Centers
Mansur
Sadeghi
1
Imam Hussein University
AUTHOR
Alireza
Sadeghi
2
Imam Hussein University
LEAD_AUTHOR
Khalil, T."Management of technology" McGraw-Hill, 2000.
1
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Cebon, P. Newton, P. and Noble, P. "Innovation In Frims – Towards a Model for indicator development" Melborn Business School Working Paper , pp. 99-9, 1999.
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Tidd, J. Bessant, J. and Pavitt, K. "Managing innovation: integrating technological, market and organizational change" 4th Edition, John Wiley & Sons Ltd, 2008.
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Luecke, R. and katz, R. "Managing Creativity and Innovation" Boston, MA: Harvard Business School Press, 2003.
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Damanpour, F. "Organizational innovation: a meta‐analysis of effects of determinants and moderator" Academy of Management Journal, 34, pp.555‐590, 1991.
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Afuah, A. "Innovation management" Oxford university press, 1988.
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Sauber, T. and Tschirky, H. "Structured Creativity, Formulating an Innovation Strategy" Palgrave Macmillan, 2006.
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Triandis, H. and Jain, R. "Management of Research and Development Organizations: Managing the Unmanageable" Somerset, New Jersey, U.S. A: John Wiley & Sons Inc,1999.
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Khodadad Hosseini, S."The middle managers assess the relationship between technological innovation with a strategic position, organization structure and external environment" Journal of Human Sciences Modares,5(2), pp.117-131(in Persian), 2001.
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Borins, S. F. "Encouraging innovation in the public sector" Journal of Intellectual Capital,2(3), pp.310-319, 2001.
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Tushman, M. and O'ReillyIII, C. "Winning Through Innovation: A Practical Guide to Leading Organizational Change and Renewal" USA: Harvard Business School Press, 2002.
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Soltani Tirani, F. "Institutionalize of innovation in the organizations" 2th Edition, Tehran: Rasa Press, 2009.
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ChaTon, S. Hsin, C. Y. and Shab, D. "Linking Innovative Product Development with Customer Knowledge: a Data mining Approach" Technovation , 26, pp.784-795, 2006.
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Rouach, D. and Santi, P. "Competitive Intelligence Adds Value" European Management Journal , 19(5), pp. 200-224, 2001.
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Eilat, H. Golany, B. and Shtub, A"Constructing and Evaluating Balanced Portfolios of R&D Projects with Interactions: A DEA based methodology" European Journal of Operational Research, 2005.
51
Soner, S. and Tuzkaya, U. "Evaluation and selection of R&D projects using an integrated BSC-DEA methodology" The 35th International Conference on Computers and Industrial Engineering. Istanbul, Turkey, 2005.
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Schniederjans, M. and Zuckweiler, K. "A Quantitative Approach to the Outsourcing-insourcing Decision in an International Context" Management Decision , 42(8), pp. 974-986, 2004.
53
Gottschalk, P. and Solli-Sæther, H. "Maturity model for IT outsourcing relationships" Industrial Management & Data Systems , 106(2), pp.200-212, 2006.
54
Connell, J. and Voola, R. " Strategic alliances and knowledge sharing: synergies or silos?” Journal of Knowledge Management , 11(3), pp. 52-66, 2007.
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Kalantari , K. "Structural Equation Modeling in Social Research & Economic" Tehran: Culture of Saba Co, 2008.
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Hu, L. and Bentler, P. "Evaluating model fit. In R.H. Hoyle(ed.) Structural equation modeling: concept,issues and applications" Thous and oaks:sage, 1995.
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59
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60
ORIGINAL_ARTICLE
Developing a Framework for Aligning Adaptive Foresight with Science, Technology and Innovation Evidence-Based Policy-Making
A foresight activity can be assumed effective when its consequences are reflected in the policy-making process. This notion emphasizes the concept of foresight as a policy intelligence tool. No framework has yet been presented to show that foresight influences policy-making process. Therefore, the present study tries to provide a framework for aligning technology foresight with policy-making. This study mainly develops the proposed framework by integrating the concepts of evidence-based policy-making and adaptive foresight with the help of a mixed method. The "mixed method" approach used in this study has a sequential exploratory design characterized by the collection and analysis of qualitative data followed by the collection and analysis of quantitative data. First, a conceptual framework is developed in the qualitative part of the study by meta-synthesis and constant comparative method of analysis (CCM); second, in the quantitative part, the quantitative tests are done to evaluate the factors, dimensions, and components of the developed theoretical framework. To test the proposed model, questionnaires are distributed as the data collection tool among a sample of 15 experts active in the field of foresight and policy-making. The results confirm the hypotheses of the study and the validity of the proposed framework.
https://www.nowavari.ir/article_14626_711f766c0e4d867bf624c14f20a53997.pdf
2013-06-01
21
50
Adaptive Foresight
Policy intelligence
Evidence-based policy-making
Meta-Synthesis
Sequential exploratory approach
the constant comparative method of analysis
Leila
Namdarian
namdarian@modares.ac.ir
1
Tarbiat Modares University
LEAD_AUTHOR
Ali Reza
Hasanzadeh
ar_hasanzadeh@modares.ac.ir
2
Tarbiat Modares University
AUTHOR
Sha’ban
Elahi
elahi@modares.ac.ir
3
Tarbiat Modares University
AUTHOR
Mehdi
Majidpour
majidpour.mehdi@gmail.com
4
Amirkabir University of Technology
AUTHOR
Unido, "Unido technology foresight manual: Organization and methods" Vienna, p.100, 2005.
1
DaCosta, O. Warnke, P. Cagnin, C. Scapolo, F. "The impact of foresight on policy-making: insights from the FORLEARN mutual learning process", Technology Analysis & Strategic Management, 20, pp.369–387, 2008.
2
Havas, A, Schartinger, D. and Weber, M. “The impact of foresight on innovation policy-making: recent experiences and future perspective" Research Evaluation, 2, pp. 91–104, 2010.
3
Li, S-S., Kang, M-H., Lee, L-C. “Developing the evaluation framework of technology foresight program: lesson learned from European countries, Science &Technology Policy Research and Information Center” National Applied Research Laboratories, 2009. Available from: http://smartech.gatech.edu/jspui/bitstream/1853/32392/2/33-777-1-PB.pdf
4
Popper, R., Keenan, M., Medina, J. "Evaluating Foresight – The Colombian Case", Foresight Brief , 119, pp.2-4, 2010.
5
Schartinger, D., Wilhelmer, D., Holste, D., Kubeczko, K., "Learning Effects of a Foresight Exercise: An Accompanying Social Research Study", Emerald, 14(1), pp.41-55, 2012.
6
Gray, J.A.M. " Evidence-Based Health Care: How to Make Health Policy and Management Decisions" New York and London, Churchill Livingstone, p.157, 1997.
7
Sanz-Menéndez, L. Cabello, C. " Understanding Technology Foresight: The relevance of its S&T policy context" International Journal of Technology Management, 21, pp.661-679, 2001.
8
Marston, G., Watts, R. "Tampering with the evidence: A critical appraisal of evidence-based policy-making" The Drawing Board: An Australian Review of Public Affairs, 3, pp.143-163, 2003.
9
Creswell, J. W. , Plano-Clark, V. L. , Gutman, M. L. , Hanson, W. E. "Advanced mixed methods research design," Handbook of mixed methods in social & behavioral research Thousand Oaks, CA: Sage, pp. 209-240, 2003.
10
Zimmer, L. "Qualitative meta-synthesis: a question of dialoguing with texts, Journal of Advanced Nursing", 53, pp.311–318, 2006.
11
Noblit, G.W. , Hare, R.D. "Meta –Ethnography: Synthesizing qualitative studies", Newbury Park, CA: Stage, 1988.
12
عباسی، شاهکوه. سلطانی، دلگشا. محمد، کلثوم. واحدیان، افسانه. عبدالهی، علی."ارائه چارچوب فرآیندی برای آیندهنگاری مبتنی بر روش فرا ترکیبی" 3(11), صص. 45-74، 1387.
13
سهرابی، بابک. اعظمی، امیر. یزدانی، حمید رضا. "آسیب شناسی پژوهش های انجام شده در زمینه مدیریت اسلامی بار رویکرد فراترکیب"، 6، صص 24-9، 1390.
14
BOEIJE, H. "A Purposeful Approach to the Constant Comparative Method in the Analysis of Qualitative Interviews" Quality & Quantity, 36, pp. 391–409, 2002.
15
Martin, B." Foresight in science and technology, technology analysis& strategic management" 7, pp.139-168.1995.
16
Voros, J. “A generic foresight process framework. Foresight" 5, pp. 10-21, 2003.
17
Saritas, O. Taymaz, E. Tumer, T. "Vision 2023: Turkey’s national technology" 2006.
18
Popper, R. "How are foresight methods selected " Foresight ,10 , pp. 62-89, 2008.
19
Miles, I." Appraisal of alternative methods and procedure for producing regional foresight: Mobilizing the regional foresight potential for an enlarged European Union" 2002, Available from: ftp://ftp.cordis.europa.eu/pub/foresight/docs/17-appraisal.pdf
20
Horton, A. " Forefront: A simple guide to successful foresight" Foresight, 1, pp. 5-9, 1999.
21
Reger, G. "Technology foresight in companies: From an indicatorto a network and process perspective" Technology Analysis &Strategic Management, 13, pp. 533-553, 2001.
22
Martin, B. and Johnston, R. "Technology Foresight – the potential for wiring up the National Innovation System, Technological Forecasting and Social Change" 60, pp. 37–54, 1999.
23
S Ashford, L. R Smith, R. De Souza, R.M , F Fikree, F. , V Yinger, N. "Creating windows of opportunity for policy change: incorporating evidence into decentralized planning in Kenya" Bulletin of the world Health organization, 84, pp.1-4 , 2006.
24
Hornby, P. Perera, H.S.R.A "development framework for promoting Evidence-based policy action: drawing on experiences in SriLanka", Int J Health Plann Mgmt, 17, pp. 165–183, 2002.
25
Edwards, M. "Social Science Research and Public Policy: Narrowing the Divide, Foresight program: A contextualize description and analysis" Economic Research Center Middle East Technical University, 2005, Available from:http://www.erc.metu.edu.tr/menu/series06/0601.pdf
26
Young,E. Quinn, L. "Writing Effective Public Policy Papers: A Guide to Policy Advisers in Central and Eastern Europe" Budapest: LGI, 2002.
27
O’Dwyer, L.A "Critical review of evidence-based policy making, AHURI Final Report , The Australian Housing and Urban Research Institute, 2004.
28
ORIGINAL_ARTICLE
Designing a Model for Leadership Evaluation Based on Complexity Theory
The current age is characterized by competitiveness and complexity as the age of knowledge and information. Knowledge age organizations inevitably take collaborating and networking approaches. Networking approaches have raised new issues in organizations, and to confront these issues requires revisiting the presumptions of management, leadership, and organization sciences. The main purpose of this study is to investigate these issues analytically and to present a model for leadership evaluation based on the complexity theory. In order to build the model, it is supposed that the primary aim of a complex organization is to enhance the adaptability and response speed to achieve the results. For this purpose of the study, the main networks interpreting theories — i.e. complexity theory and complexity leadership theory — are used. The concept of super-structure is used to explain organizing in network and the main processes of the net centric warfare is used to explain the main process of network. In order to conclude and integrate the ingredients of the model, organizational excellence approach is utilized. Finally, a conceptual, testable, and operational model is introduced.
https://www.nowavari.ir/article_14627_5a3bb595783a4a2d28f84a8f22f84830.pdf
2013-06-01
51
70
complexity
leadership
network
Afshar
Bazyar
1
هیئت علمی دانشگاه
AUTHOR
Mehdi
Fesharaki
m1@m.com
2
عضو هیئت علمی دانشگاه
AUTHOR
[1] Heckscher, C. “Defining the post-bureaucratic type” The post-bureaucratic organization: New perspectives on organizational change. Thousand Oaks: Sage, 1994.
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[2] Manville, B. and Ober, J. ” Beyond empowerment: Building a company of citizens” Harvard Business Review, pp.48−53, 2003.
2
[3] Halal, W. E. and Taylor, K. B. “Twenty-first century economics: Perspectives of socioeconomics for a changing world” New York: Macmillan, 1999.
3
[4] Bamford, J.D. Gomes-Casseres, B. and Robinson, M.S. “Mastering alliance strategy” San Francisco, CA: Jossey Bass, 2002.
4
[5] Drucker, P. F. “Management challenges for the 21st century” New York: HarperCollins, 1999.
5
[6] Prusak, L. “The knowledge advantage” Strategy and Leadership, 24, pp.6−8, 1996.
6
[7] McKelvey, B. “Energizing order-creating networks of distributed intelligence” International Journal of Innovation Management, 5, pp.181−212, 2001.
7
[8] Boisot, M. H. “Knowledge assets: Securing competitive advantage in the information economy” Oxford: Oxford University Press, 1998.
8
[9] Miles, R. E. “The spherical network organization” The infinite resource: Creating and leading the knowledge enterprise , pp. 111−121, San Francisco: Jossey-Bass, 1998.
9
[10] McKelvey, B. Marion, R. and Uhl-Bien, M. “A simple-rule approach to CEO leadership in the 21st century” The University of Lecce Conference on New Approaches to Strategic Management, Italy: Ostuni, 2003.
10
[11] Uhl-Bien, M. Marion, R. McKelvey, B. “Complexity Leadership Theory: Shifting leadership from the industrial age to the knowledge era” The Leadership Quarterly, 18, pp.298–318, 2007.
11
[12] Prigogine, I. “The end of certainty” New York: The Free Press, 1997.
12
[13] Auger, P.M. “Self-organization in hierarchically organized systems” Systems Research, 4, pp. 221–236, 1990.
13
[14]Davenport, T. H. ”Knowledge work and the future of management” The future of leadership: Today's top leadership thinkers speak to tomorrow's leaders, San Francisco: Jossey-Bass, pp. 41−58, 2001.
14
[15] Heide, J.B. and John, G. “Do norms matter in marketing relationships?” Journal of Marketing, 56, pp.32–44, 1992.
15
[16] Heifetz, R. A. ”Leadership without easy answers” Cambridge Harvard University press, 1994.
16
[17] Heifetz, R. A. and Laurie, D. L. “The work of leadership” Harvard Business Review, 79(11), pp.131−141, 2001.
17
[18]Giddens, A. “The Constitution of Society” Cambridge, Polity Press, 1984.
18
[19] Lewicki, R.J. and Bunker, B.B. “Developing and maintaining trust in work relationships” Trust in organizations: Frontiers of theory and research, Thousand Oaks, CA: Sage Publications, 1996.
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[20] Bews, N. and Martins, N. “An evaluation of the facilitators of trustworthiness” South African Journal of Industrial Psychology, 28 (4), pp.21-28, 2002.
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[21] Shapiro, D. L. Sheppard, B.H. and Cheraskin, L. “Business on a handshake” Negotiation Journal, 8, pp.365–377, 1992.
21
[22] Currall, S. C. and Epstein, M. J. “The fragility of organizational trust: Lessons from the rise and fall of Enron”Organizational Dynamics, 32, pp.193–206, 2003.
22
[23] Cebrowski A. K. Garstka J. “Network-Centric Warfare: Its Origin and Future” United States Armed Forces, 1998.
23
[24] Cebrowski A. K.” The Implementation of Network-Centric Warfare” Office of Force Transformation Office of the Secretary of Defense, United States Army, 2003.
24
[25]wacker, J.G.,. A definition of theory: research guidelines for differentheory-building research methods in operations management. Journal of Operations Management, 16: 361–385. (1998)
25
[26] McKelvey, B. and Boisot, M. H. “Transcendental organizational foresight in nonlinear contexts” The INSEAD Conference on Expanding Perspectives on Strategy Processes, Fontainebleau, France, 2003.
26
[27] Eng, T-Y. “An investigation into the mediating role of cross-functional coordination on the linkage between organizational norms and SCM performance” Industrial Marketing Management, 35, pp.762 – 773, 2006.
27
[28] Rindfleisch, Aric. ”Organizational Trust and Interfirm Cooperation: An Examination of Horizontalversus Vertical Alliances” Marketing Letters, 11 (1), pp.81-95, 2000.
28
[29] Kumar, N. Sheer, L.K. and Steenkamp, J.E.M. “The effects of perceived interdependence on dealer attitudes” Journal of Marketing Research, 32, pp.348–356, 1995.
29
[30] Bstieler, L.” Trust Formation in Collaborative New Product Development” Journal of product innovation management, 23, pp.56–72, 2006.
30
ORIGINAL_ARTICLE
Presenting a Strategic Model of Organizational Performance Assessment based on a Logic Model
Performance is compared to an umbrella that covers all the concepts important for the success and doing activities in an organization; that is why its evaluation is important. Several models have been proposed so far, yet a comprehensive model is lacking, which focuses on strategic goals, covers all key issues needed for managers, and has the ability to evaluate strategic innovation. The aim of this study is to present such a model based on a qualitative research. First, conceptual and philosophical analyses are performed; then, the most important features of an ideal model from the literature are extracted and classified into five general groups; after that, a strategic model for assessing the organizational performance with four layers (1. Input, 2. Process, 3.Output, 4.Outcomes) is designed by studying 30 models of performance evaluation and using a comparative analysis (in systemic perspective). Since the emphasis of the systemic perspective is on the coordination and communication of components, a logic model is used to highlight the integrity and hierarchical features of the model (4 layers). For validation purpose, first the structured method and a judgment based on knowledge and expertise is used, then the modified model is evaluated operationally in 21 strategic classes of organization. The questionnaires are distributed among 3 organizational groups in order to test the validity. The average scores of the questionnaire show the 78 percent acceptability by managers and experts in the whole organization.
https://www.nowavari.ir/article_14628_8e670b7cebf4a3690ef3780f1727e704.pdf
2013-06-01
71
100
Performance Assessment
Logic Model
flexibility
Sustainability
Dynamics
Strategic Innovation
Mahdi
Zamani Mazdeh
zamanimazdeh@gmail.com
1
Payame Noor University
LEAD_AUTHOR
Mohammad
Mahmudi Meimand
2
Payame Noor University
AUTHOR
Mohammad Hassan
Karimi Govareshaki
3
Payame Noor University
AUTHOR
Mojtaba
Sarvar
4
Amirkabir University of Technology
AUTHOR
Neely, A. and Bourne, M. “Implementing performance measurement systems: a literature review” International Journal of Business Performance Management, 5(1), 2003.
1
Silverman, D. “Quality Research; Theory, Method and Practice” Stage, pp.177-200, 2006.
2
Taylor-Power, E. and Henert, E. “Developing a logic Model: Teaching and Training Guide” University of Wisconsin system, 2008.
3
Tangen, S. “Professional practice performance measurement: from philosophy to practice” International Journal of Productivity and performance Management, 53(8), pp.726-737, 2004.
4
اولیاء، محمدصالح. بهجت، محسن. مدرسی، سیدناصر. "مبانی ارزیابی عملکرد سازمانهای فرهنگی" انتشارات شورای عالی انقلاب فرهنگی، 1384.
5
Sutherland, j. and canwell, d. “key concept in operation management” first published by palgrave macmillan, 2004.
6
Nelarine, C. & Larraine, G. “Performance Management: Strategy, systems and Rewards” Thomson learning, London, 2001.
7
Brown, M.F. stilwell, j.” The Ethical Foundation of Performance Measurement and Management” Public Management, 87(5), pp. 22-25, 2005.
8
Broadbent, J. and Laughlin, R. “Performance management systems: A conceptual model” Management Accounting Research, 20, pp.283-295, 2009.
9
آرمسترانگ، مایکل. "راهبردهای مدیریت منابع انسانی" ترجمه: ابیلی، خدایار، موفقی، حسن، تهران، نشرفرا، ص3،17-23، 1385.
10
طرح فرا سازمانی فاوا "الگوی اهداف کنترلی فناوری اطلاعات"، چاپ اول، انتشارات موسسه آموزشی و تحقیقاتی صنایع دفاعی، ص17، 1389.
11
کاسکو، بارات. " تفکر فازی" ترجمه غفاری، علی. مقصودپور، عادل. تهران: انتشارات دانشگاه خواجه نصیرالدین طوسی، 1377.
12
فیضی، طاهره. "مبانی سازمان و مدیریت"چاپ پانزدهم، انتشارات دانشگاه پیام نور، ص48، 1388.
13
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78
ORIGINAL_ARTICLE
The Identification and Evaluation of Criteria for Choosing High-Tech Industries in Technology Parks in Iran: A Case Study of Sheikh-Baha'i Science & Technology Park
Policy-making, or task prioritization, in different research and industrial fields is among the most important factors in increasing efficiency of resource allocation. Since the concept of science and technology park is new in Iran and has great potential for facilitating the move toward development, prioritizing activities of these centers seems very important. In this study, in addition to library studies and surveys on national documents — including the Fifth Development Plan, the 20-Year Perspective Document of Iran, the National Integrated Scientific Scheme and the Strategic Document of Transformation for Iran Science and Technology — seventeen criteria are chosen for selecting high-tech industries to enter technology parks. Based on these criteria, a questionnaire is developed and distributed among three influential actors, namely policy-makers at the Ministry of Science, Research and Technology, the firms located inside the parks and the absorption committees of the parks. Data gathered through the questionnaires are analyzed using SPSS software and the statistical method of factor analysis in order to classify the seventeen criteria in four general factors. After reviewing the related literature, the titles Economic & Technical, Strategic, Infrastructures and Environmental are suggested for these factors. Finally, a framework is introduced for prioritizing high-tech industries to enter Sheikh-Baha'i Science & Technology Park, Esfahan, Iran.
https://www.nowavari.ir/article_14629_64911e2b48b7d2df20d10c1ae79db6fa.pdf
2013-06-01
101
112
High Technology
evaluation
Criteria
Science and Technology Parks
Sheikh-Baha'i Science & Technology Park
Naser
Nouruzi
nassernor@gmail.com
1
Tarbiat Modares University
LEAD_AUTHOR
Mehdi
Narimani
mnarimani@ut.ac.ir
2
University of Tehran
AUTHOR
نقی زاده، محمد. غریبی، جلیل. فرنودی، صنم السادات. "پروژه فازهای شناخت و تدوین استراتژی شهرک فناوری صنایع نوین اصفهان" شرکت مهندسین مشاور صنعتی ایران، 1387.
1
Chin-chen huang, ” A multiple criteria evaluation of high-tech Industries for science-based Industrial park in Taiwan” November. ,(2003)
2
Phillimore, j. “beyond the linear view of innovation in science park evaluation, An analysis of western Australian Technology Park” Technovation, 19, pp.673-680, 1999.
3
کفچه، پرویز. ابطحی، محمد. نادری، فرزانه. "تعیین موضوع فعالیت پارک ها و مراکز رشد(ارایه مدل و مطالعه موردی استان کردستان)" دومین همایش پارک ها و مراکز رشد علم و فناوری ایران، 1384.
4
National Science Foundation, www.nsf.org 2002 2009
5
Bigliardi, Barbara, Dormino, Alberto, Nosella Anna, Prtroni, Giorgio,(2006) Assessing science parks performance: directions from selected Italian case studies, technovation 26 (2006) 438-505
6
Chan, K.F, Theresa Lau (2005) Assessing technology incubator programs in the science park: the good, the bad and the ugly. Technovation 25(2005) 1215-1228
7
Sarmento, M, Durao, D. Virtual and real-estate science and technology parks: a case study of taguspark, Technovation 25 (2005) 237-244
8
Tan, Justin (2006), Growth of industry clusters and innovation: Lessons from Beijing Zhongguancum Science park, Journal of Business Venturing 21(2006) 827-850
9
Lofsten, hans, lindelof, peter(2002), Science parks and the growth of new technology-based firms, Research policy 31 (2002) 859-876
10
O Regan, Nicholas, sims, martin,(2008) Identifying high technology small firms: A sectoral analysis, Technovation 28 (2008) 408-423
11
مرکز صنایع نوین،(1384)، پروژه شناسایی نهادهای سیاستگذار و پشتیبان صنایع با تکنولوژی برتر در ایران.
12
[13]
13
خلیل، طارق،(1381) مدیریت تکنولوژی خلق ثروت، ترجمه باقری و ملت پرست، مرکزتکنولوژی نیرو.
14
Guerrierri, Paolo, Pietrobelli, Carlo(2004), Industrial districts evolution and technological regimes: Italy and Taiwan, Technovation 24(2004) 899-914
15
ناصحی، علی. (1385)، نگاهی به وضعیت علم و فناوری کشور(شاخص های نیروی انسانی)، بانک اطلاعاتی جهاد دانشگاهی
16
Aerts, Kris, Matthyssens, Paul, Vandenbempt, Koen,(2007), Critical role and screening practices of European business incubators, Technovation 27(2007) 254-267
17
صمدی، سعید، طاهرزاده، مهدی،(1387)، بررسی و تبیین شاخص ها، معیارها و ضوابط طراحی و معماری پارک های علم و فناوری در ایران با تاکید بر تجارت جهانی، مجله رشد فناوری شماره 12
18
قارون، معصومه،(1384)، سیاست های علمی و فناوری در توسعه اشتغال، مجله رهیافت شماره 35.
19
C.C. Koh, Francis, T.H. Koh, Winston, Tschang, TED,(2005) An analytical framework for science parks and technology districts with an application to Singapore, Journal of business venturing 20 (2005) 217-239
20
Fukugawa, Nobuya (2006), Science parks in Japan and their value-added contributions to new technology-based firms, International Journal of Industrial Organization 24(2006) 381-400
21
Park, Hung –R. Rene,Eldon- Choi, Soo- S.F. Chiu, Anthony (2008), Strategies for sustainable development of industrial park in Ulsan, South Korea _ from spontaneous evolution to systematic expansion of industrial symbiosis, Journal of Environmental management 87(2008) 1-13
22
کلانتری خلیل،(1387)، پردازش و تحلیل داده ها در تحقیقات اجتماعی-اقتصادی، تهران، نشر فرهنگ صبا
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Nardo Michela, Saisana Michaela, Saltelli Andrea, Tarantola Stefano, 2005, Tools for Composite Indicator Bulding, European Commission
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[23]
25
ORIGINAL_ARTICLE
Modeling Factors Affecting Technological Collaboration Achievements: A Case Study of Technological Collaboration in the Field of Nanotechnology in Iran
Many studies have been carried out on technological collaboration achievements in the field of science and technology policy. Some focus on the effectiveness of science and technology policies. Iran's science and technology policies support technological collaboration by providing many incentives, especially for emerging technologies like nanotechnology. There are still some debates about whether these policies are effective or not. This study is conducted to investigate the factors affecting achievements of technological collaborations. Based on the related literature, the factors affecting technological collaborations are classified into four groups: individual, institutional, organizational, and interactional. The model is verified by interviewing 20 experts active in the field of science and technology policy and nanotechnology sector in Iran. After that, the model is examined by structural equations modeling and path analysis methods. All the 72 researchers participated in the survey are randomly selected from nanotechnology experts' database. The results show that the interactional factors, including social networks, individual interactions, organizational interactions and technological networks, directly and positively affect collaboration achievements.
https://www.nowavari.ir/article_14630_45fb4082cb96aa1cf905c965e2bf54c8.pdf
2013-06-01
113
140
Technological collaboration
Nanotechnology
Science and technology policy
Structural equations modeling
Iran nanotechnology initiative council
Abolfazl
Bagheri
ab.5209@yahoo.com
1
Allameh Tabataba’i University
AUTHOR
Alireza
Bushehri
arb1148@yahoo.com
2
Malekashtar University
AUTHOR
Phan. Ph,” The effectiveness of university technology transfer: Lessons learned from quantative and qualitative Research in the us and the U.K” Working paper in economics, Rensselaer polytechnic Institute, 2006.
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Collins, S. and Wakoh, H. “Universities and Technology Transfer in Japan: Recent Reforms in Historical Perspective” working paper, Social Science Research Network Available at: http://ssrn.com/abstract=218379
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