مجله مدیریت نوآوری
سال یکم شماره 2 (پیاپی 1، زمستان 1391)

Human Resource Management is one of the most important resources of organizations and a basic element in obtaining organizational goals and strategies. This study was aimed to show the role of HRM in technology innovation and investigated the effect of miscellaneous components of HRM on technology innovation. Participants in this study were active researchers in the field of nanotechnology. Based on a survey conducted among nanotechnology organizations and the subject matter experts, five groups of influencing factors on innovation were determined. These five groups are financial incentives, non-financial incentives, HR training, evaluation and monitoring of process, and evaluation and monitoring of output. Then, using appropriate statistical tests, the relation among these factors were investigated. Results confirmed the entire hypothesis except the effect of financial incentives on technology innovation. In addition, results indicated that the external control has negative effect on the technology innovation whereas process control has positive effect on this variable.

Based on management and particularly technology management literature, success of a firm depends on the effective integration of its technology strategy in accordance with business and corporate level strategies. The question is, how this integration should be achieved. Based on the theory of Strategic Reference Points (SRP), organizations can select reference points for integration and then integrate their elements and systems with. According to this theory, to define and integrate strategies, firms can define their strategic reference points and then design strategies based on them. However, to study several firms together, the same reference points are needed. In current study, the control and focus were selected as strategic reference points and a hypothesis was raised that integrating technology and corporate strategies around these reference points can lead to a higher performance. This hypothesis was tested in 78 defense related firms which revealed certain types of integration between corporate and technology strategies are associated with higher performance.

Rapid changes, increased competition, reduced product life cycle and rapid advance of technology are considered as unavoidable features of current business setting. Entrepreneurs who are creative and innovative are unique requirements of organizations to survive. Particular interest of organizations and institutions in recent years reveals the importance of entrepreneurship in business setting. The present study aims to evaluate the effects of emotional intelligent capabilities on organizational entrepreneurship. Studied population in current study includes commercial and cargo automotive industry of Iran. The study was done based on a descriptive survey. In order to measure the emotional intelligence of managers and employees, the ‘Afzalur & Minors’ standard questionnaire used to evaluate self-awareness, self-regulation, self-motivation, social awareness and social skill while a researcher-made questionnaire was used to measure organizational entrepreneurship. Validity and reliability of the questionnaire were determined by experts and Cronbach's alpha. Data were analyzed using statistical methods including Spearman correlation matrix, Friedman test and stepwise regression. The results show significant positive relationship between emotional intelligence of employees and organizational entrepreneurship. Also confirmatory factor analysis was used to measure the total fitness of the model

The present study is an interdisciplinary survey to identify the sociological basis of Aviation technologies as per four well-known sociological paradigms: Functionalism, Interpretivism, Humanism and Structuralism. First of all, the main technologies of aviation industry will be listed with a preliminary introduction to sociological paradigms. The main idea of the present study is to propose a conceptual framework for the classification and interpretation of aviation industry technologies philosophically, sociologically and technologically; on the basis of a matrix which is created by the integration of technological criteria in Perrow’s typology with that of Burrell and Morgan’s sociological paradigms. As per results of a questionnaire with the sample of 15 experts, aviation technologies location in each matrix had been identified and finally four sets of technologies had been determined: Functional technologies, Interpretive technologies, Humanistic technologies and Structural technologies. At the end, suggestions also have been proposed.

Governmental organizations might change to agile organizations in order to achieve their goals and missions. According to law no 44 in Iran, one of the main policies of governmental organizations towards agile organizations is focused on core mission, outsourcing technology and the activities which use the whole research and industrial capacity exists in the country. So, the issues concerning the outsourcing decisions - what technologies/activities or products are outsource or produced inside? How much the outsourcing is? And which is the best provider for Outsourcing? - are the things the government is dealing with. This study investigated the outsourcing decision models and consequently with the aid of AHP approach and Expert choice software presents a model for outsourcing decisions and make or buy. Decision process in the proposed model deals with the outsourcing of the whole system, then to its components. Decision-making is done in three phases. In the first phase, decision making is based on strategic importance of standards, technical knowledge maintenance and security of information. In the second phase, the decision making is founded on producing in the internal network or external network based on the criteria of quality, price and delivery. In the third phase, final decision makings are based on capacity. This model is tested on a real case and the results indicated that it is consistent to expert’s opinions.

In today's competitive environment, gaining the competitive advantage is one of the most fundamental challenges to managers. Nowadays, ‘human resources’ have been identified as one of the most important resources for creating competitive advantages in which those employees who are viewed as a source of knowledge shall gain more value in the organization. The extent of importance and value the knowledge workers receive in an organization, leads to a strategy known as knowledge preservation. Researchers have found that, what lead to the creation of competitive advantage is employee’s knowledge and the process of its sharing. Managers try to develop knowledge sharing on one hand, while employees try to keep their knowledge secret on the other hand. This paradox leads to a different approach between human resources and managers in hoarding or sharing knowledge. The solution proposed in this paper for aligning these two different approaches, is using the factors that cause human resources to be volunteered for sharing their knowledge with others. In this study, motivations are introduced as factors that lead to human resources knowledge sharing, on a voluntary basis. After reviewing literatures and theories of motivation, and using the questionnaire survey method, effective motivational factors in knowledge sharing were identified in an industrial-research organization in Tehran then ranked by using Friedman method. The results showed that in knowledge sharing, intrinsic motivational factors have a higher priority rather than extrinsic motivational factors. The results also declared that "friendly and sincere relations" and "job promotion" are the most important effective intrinsic and extrinsic motivational factors in knowledge sharing.