Nowadays, there is a big gap between countries which is the result of differences in scientific development. The key to development and success in the world competition is the qualitative and quantitative development of research activities and scientific advances. This does not happy by itself and needs strict evaluation and consequent planning in all scientific organizations including research institutions. Therefore, the evaluation of research institutions should be carried out on the basis of a suitable model and scientific methods so that strengths and weaknesses, capabilities and limitations may be recognized and necessary steps may be taken for their development. The investigation of international experiences shows that depending on the scientific nature of research institutions, their evaluation is based on internal and external evaluation. in Iran, accreditation model has been just utilized in university systems. This paper tries to provide an accreditation model for research institutions and report the international experiences in this regard. Then, it investigates a decade of accreditation experience in the Iranian university systems and their outcomes and tries to extend the use of this model to Iranian research institutions. Finally, it provides solutions in order to increase its efficiency.

This paper examines the function of research institutions in intelligence agencies in the era of globalization and attempts to answer the primary question: "What is the optimal structure for research institutions in intelligence agencies?" Using an exploratory approach and the Delphi method, the views of seven senior research managers active in the research subject were examined in two phases. The changes made in intelligence agencies that lead to changes in the role and function of research institutions were also taken into consideration. The paper concludes that considering the changes and developments in intelligence agencies, a "process-oriented" structure is appropriate for their institutions, including "research," "corporate," and "cultural" types. Research institutions are distinguished from affiliated companies and cultural institutions specifically and from a functional point of view. They should be centrally managed with four functions of "knowledge management," "solving operational knowledge-based issues," "producing science and discourse," and "transferring classical knowledge into the intelligence system."

Despite the importance of the key role of research institutions in the formation of driving circles of innovation motors, the available evidence shows that the function of these institutions in developing countries, including Iran, has not been realized as expected in the national innovation system. Therefore, the main goal of the current research is to identify the challenges and obstacles facing government research institutions from the perspective of the relevant experts' lived experience. For this purpose, due to the rarity of literature review,, phenomenological methodology was used. The findings of the research indicate that 6 main challenges include "ambiguity in the missions of research institutions and their lack of detailed explanation", "organizational structure and disproportionate organizations", "inefficient and static financing system", "lack of Appropriate procedures for human resource management", "lack of systematic procedures for evaluating the performance of institutions" and "the existence of obstacles to cooperation at the national and international levels" are problems of government research institutions that should be considered by the policymakers and decision-makers at different legal, strategic and executive levels.

University spin-off companies can be established based on research findings with contribution of relevant research groups and probably parent universities and research institutions. These companies are considered one of the most important mechanisms for research commercialization and most profitable for parent institutions and on the other hand will cause economic development. This article is aimed to submit a university spin-off establishment process for use in universities and research institutions. To prepare this guide line the findings from papers in addition to current process that are used in other countries universities with successful experience in research commercialization and spin-off creation have been used. The following steps are defined as spin- off company creation process: primary decision for spin-off creation (idea generation and opportunityidentification), primary evaluation of spin-off creation feasibility, primary approval of universities and research institutions for spin-off creation, search for executives and agreement with them, primary search for partners and investors and negotiation with them, preparation of the main business plan, evaluation of the main business plan by universities or research institutions, partners and investors, definition and formation of company management structure and registration of company, final agreement with partners and investors about the amount and manner of their participation and equities, technology licensing from universities or research institutions, universities or research institutions approval for attendance of founder researchers in company according to agreed plan, preparation of company legal documents, formation of company's board of directors.

Research institutions are among the key actors in the national innovation system, which play a very important role in determining the directions and trends of science and technology. Therefore, clarifying their position in the innovation system and directing their movement path is very important in line with their mission orientation. However, the available evidence indicates that the expected functions of these institutions have not been effectively realized. One of the reasons can be due to the lack of a mission-oriented framework of these types of institutions and the behavior expected from them in the national innovation system. Therefore; the main goal of the current research is to accurately identify the main functions of government research institutions and their areas of focus based on a systematic literature review and a comparative study of some foreign examples and subsequently to provide a typological framework for government research institutions in order to provide a basis for determining their mission. The findings of the research indicate that there are 5 types of research institutes including "basic scientific research institutes", "policy research institutes and think tanks"; "technological and industrial research institutes"; "research and technology institutes" and " "Problem-oriented research institutions" can be separated based on two dimensions of functional areas and focus in the innovation chain which can be a basis for determining their mission and subsequently planning in line with the direction of some management requirements in these institutions. Research institutions are among the key actors in the national innovation system, which play a very important role in determining the directions and trends of science and technology in the national innovation system. Therefore, clarifying their position in the innovation chain and directing their movement path is very important in line with their mission orientation. However, the available evidence indicates that the expected functions of these institutions have not been effectively realized;

Strategic alignment is a critical tool for organizing and standardizing the activities and operations of different organizational departments in order to achieve integration. In this research, this strategic alignment between Communication and human resources Strategies are investigated. The research population comprises the research institutions and mixed method was used as the research methodology. In qualitative section of the research, content analysis was used in order to analyze the data gathered from 95 individuals in sampled institutions. The research findings indicate that the third type strategy (conservative), second type HR strategy (loyal soldier), third type relation , first type recruitment (traditional), third type training and development (practical), second type performance appraisal, third type compensation (performance-based) and third type employee relations and third type in relations and third type out relations had the most frequency in research institutions. The findings of one-way ANOVA and multivariate analysis indicate that internal and external alignments and their interactive influence were influential on the performance of research institutions.

The present study aims to investigate the barriers to the implementation of participatory governance in educational and research institutions in Iran to provide solutions for managers and beneficiaries in higher education. This study was conducted in 2022. By the literature review, the background, definitions, and the areas in which the implementation of participatory governance in educational and research institutions can be inhibited were first investigated. Then, by a phenomenological reduction technique and using in-depth interviews with 15 experts, data were collected and analyzed using thematic analysis method. By categorizing 134 initial codes, 24 sub-themes and four themes were obtained. The barriers to the implementation of participatory governance in educational and research institutions of Iran were: (a) structural, (b) managerial, (c) political/cultural/ social and (d) individual , each of which had different components. The factors and components of the implementation challenges of participatory governance plans go back to the macro level, policymaking and policy formulation, and in the same direction, to create the context, create a participatory culture and precisely determine its programs and tools, in order to involve stakeholders and active people in this field. The results showed that barriers in both macro and micro levels caused the lack of successful implementation of participatory governance in educational and research institutions of Iran. To solve them, it is necessary to take a two-way approach from top-down to bottom-up approaches or vice versa.

Development and progress of in micro scale, large and national is main problem for leaders and managers. Study suggests new approaches, which are a crucial and important role innovation plays in developing countries. Scientists and experts, factors such as the source, the origin and cause of innovation and have identified in this paper, we investigate the role of universities and research institutions on these factors, the main subject of this study. The purpose of this study is that the level of universities and academic institutions, and research on the strategic role of innovation and identifies risk factors based on the role these factors to prioritize. This prioritization could be based on policy and program innovations to strengthen these institutions in the country to be prepared. This research combines survey methods and applications using a closed questionnaire, experts and academic authorities and administrative and collection applying the Friedman test, the above factors have priority. Thurston validity of the method and its reliability is calculated using Cronbach’s the 0.97 level. The data analysis also identified and recognized risk factors and developer innovation, universities and research institutions have a significant role on the priorities and parameters are presented.

This research aims to examine and design a business model for research platforms, with the primary goal of commercializing research achievements and maintaining stakeholder satisfaction. A research platform refers to a collection of tools, services, and digital infrastructure that enables researchers, students, and educational and research institutions to effectively and efficiently conduct scientific research, collect data, analyze information, and publish their research findings. Research platforms can function as a comprehensive ecosystem where researchers can seamlessly and cohesively utilize all stages of research, from ideation to publication of results. These platforms have become particularly important in the digital age, given the increasing volume of data and the need for international collaboration in scientific research. In today's world, with the increasing competition in scientific and research fields, there is a growing need to create efficient and sustainable business models for research platforms. This study seeks to identify and analyze stakeholder needs and provide solutions for optimizing commercialization processes.

The research is conducted descriptively, and the revenue-sharing model for research platforms is designed through a review of relevant articles on business models. In this context, a focus group method is used to identify and determine key partners, cost structures, and the revenue model of the system. This approach allows researchers to gather various opinions and experiences from stakeholders and arrive at a comprehensive and effective model.

One of the most significant outcomes of this model is the impact of the quality of theses and dissertations on the revenue generated from similarity detection services. The higher the quality of theses and dissertations in educational and research institutions, the greater the institution's share of the revenue from similarity detection will be. These findings highlight the importance of focusing on research quality and its impact on the financial success of research platforms. The proposed revenue structure involves charging a fee for each similarity check of a report. To allocate more revenue to higher-quality theses and dissertations, the top five most similar theses will share in the revenue. Additionally, universities with a higher number of graduate students and more theses indexed in the Ganj database will receive a larger share of the system's earnings. IranDoc, as the provider of this service and the aggregator and indexer of theses nationwide, will also be a partner in this system.

The proposed model design can help improve the quality of research and increase the revenue of educational and research institutions, ultimately leading to the maintenance of stakeholder satisfaction. Based on the results obtained, it is recommended that educational and research institutions invest in improving research quality and establishing effective collaborations with research platforms to benefit from greater financial and scientific advantages. This approach will not only benefit the institutions but also contribute to the advancement of the scientific level of society.Therefore, the institute's revenue from each similarity check will be at least 30%, and if the submitted text has no similarity, this amount will increase to 70%. This revenue structure allows educational and research institutions to directly benefit from the Hamandjoo system's services. Generally, educational and research institutions will earn 30% of the revenue based on the number of theses indexed in the Ganj database. This incentivizes them to pay more attention to registering and maintaining their theses and dissertations in the Ganj database. Additionally, to support the quality of produced theses, institutions can earn up to an additional 40% of the similarity revenue. This means that educational and research institutions can gain a larger share of the Hamandjoo system's revenue by providing high-quality theses and dissertations.In the markets for journals and scientific conferences, 30% of the similarity check revenue is for value-added services for the institute, provided it is compared with the customer's desired database. However, if these services are also compared with the Ganj database, the institute's revenue share will increase to 70%. Of this amount, 30% will be allocated to educational and research institutions for providing the Ganj database. This revenue structure motivates institutions to actively participate in the process of registering and maintaining theses and dissertations.In the proposed business model for the exclusive market (thesis and dissertation market), educational and research institutions will earn 30% of the Hamandjoo system's revenue based on the number of theses they have registered in the Ganj database. Additionally, to support top theses, up to 40% of the Hamandjoo system's revenue will be allocated to educational and research institutions whose submitted reports match their theses according to the Hamandjoo system's report. The institute will also earn at least 30% and up to 70% of the revenue for providing this service to prevent plagiarism. In the multipolar markets of journals and scientific conferences, educational and research institutions will only earn 30% of the similarity check revenue for providing the Ganj database. This is because research outputs from theses and dissertations are usually submitted as articles to journals or scientific conferences, resulting in a high similarity rate with theses and dissertations. Ultimately, 70% of the similarity check revenue for journal and conference articles will belong to the institute.

Performance indicators are a suitable tool for the implementation of infrastructural, research and process-oriented management projects in universities and higher education institutions, as well as the evaluation of these institutions, which can be used to compare the past performance, current and desired status of the institutions with the standards. The purpose of this study is to evaluate the performance of non-governmental research institutions in Iran in the fields of humanities and engineering. This is an applied research that was conducted with a scientometrics approach and based on the evaluation model of the Sanandaj handbook. The research community are non-governmental research institutions that have received permission from the Ministry of Science, Research and Technology. In this study, two institutes from both fields that had better performance among their peers were selected for comprehensive evaluation. In general, the evaluation results showed that the "B" engineering field institute has a good situation compared to the "A" humanities institute. Undoubtedly, the use of short-term, medium-term and long-term strategic plans and the promotion of research activities in the Institute of Engineering have not been without influence. It is necessary for non-governmental research institutions to prepare or revise the strategic plan and annual self-evaluations in accordance with the dimensions and indicators of the Ministry of Science, Research and Technology, to provide the basis for growth and promotion in order to be effective and fulfill their mission in the research field of the country.