مجله مدیریت نوآوری در سازمان های دفاعی
سال سوم شماره 1 (پیاپی 7، بهار 1399)

Today, there are a wide variety of activities to commercialize military technology to increase competitiveness, reduce development cycle time, seize opportunities, and minimize costs. The purpose of this paper is to analyze and present a framework for military technology commercialization strategies. This research has collected and transcribed 39 academic papers indexed in the Scopus database between 2000 and 2019 using systematic review methodology. The findings show that military technology commercialization strategies fall into four categories: development of national infrastructure (such as reform of the intellectual property system in the military industry), development of the commercialization ecosystem (such as interaction with startups and innovators), the development of dual-use technology (focusing on the early stages of technology development and its common aspects), and the technology transfer (focusing on technology spinoffs and technology brokers). The four strategies presented in this paper can transform the commercialization of military technology. Accordingly, practical and theoretical suggestions are presented.

Financial and innovation performance are important issues for all companies, but achieving high performance in markets with underdeveloped institutions is a big challenge. One of the issues in emerging markets is the lack of developed institutions supporting market activities, which is referred to as institutional void. Therefore, companies need to identify appropriate strategies to respond to these voids in different parts of the market to increase their innovation and financial performance. For this purpose, we are seeking to provide a model of better performance in developing countries. In this research, by applying qualitative approach and using a template-based case study, 13 active companies in Iran were studied in a semi-structured way. The findings show that firms use diverse strategies to enhance their performance in the contexts with institutional voids. These results provide valuable insights for international business scholars and managers and firms seeking to increase their performance in developing countries.

Considering the critical role of human resource in performance, the purpose of this research is identifying the effects of human resource practices and human capital on performance of international transportation companies and mediating variable of innovation ambidexterity.

Statistical population was included international transportation companies and using Cochran method, 55 companies were selected. The survey questionnaires were sent to top managers of these companies. The reliability of the measurement model has been established by examining the composite reliability and cronbach’s alpha and validity was assessed by convergent and discriminant validity. Data were examined using Smart-PLS and IBM SPSS.

The results showed that HRM practices and human capital effect on business performance. Also, innovation ambidexterity will mediate the impact of human resource practices and human capital on business performance.

It seems that one of the requirements for the development and improvement of transportation company’s performance is to focus on specialized knowledge of the staff and applying this knowledge to develop innovation. It is suggested to companies to allocate balanced proportions of resources to new exploration projects and new exploitation projects.

The purpose of this paper is to provide a model for analyzing the structural relationship between the components of the national innovation ecosystem. For this purpose, cross-sectional data from 137 countries, structural equation modeling technique with partial least squares method and PLS software have been used. Hence, it is a quantitative applied research conducted with a descriptive (correlation) approach. Experimental analysis shows that the diverse components of the innovation ecosystem play an essential role in fostering innovation. Information technology, university education, academic research, and innovative interactions are key components of the national innovation ecosystem. The quantity, quality and capacity of these components determine the degree of creativity, productivity, dynamics and agility level of the innovation ecosystem. The quantity and quality of entrepreneurship, the amount of access to finance, the quantity and quality of physical infrastructure, and the amount of financial and physical investment provided by entrepreneurs, government and firms help foster, grow and expand innovation. This component, in addition to generating knowledge within the ecosystem and absorbing knowledge from the outside, helps to commercialize new knowledge. The diffusion and dissemination of knowledge in ecosystems and ecological sustainability are key outputs of the national innovation ecosystem. Based on these results, the paper proposes six strategies for building a national innovation ecosystem in Iran.

Value co-creation is a new form of business strategy that emphasizes continuous creation and recognition of the shared values of organizations and their customers. This strategy is the result of effective interaction between them. The purpose of this study is to present a comprehensive and native model of this new phenomenon in the tourism industry of Iran.

This study is an applied and descriptive research which was done qualititatively by grounded theory. The participants of this study consists of 15 tourism experts who were selected by purposefully and judgmentally using snowball method. Data were collected through semi-structured and in-depth interviews.

After performing three coding steps on the data collected, a paradigmatic model of the strategy has been produced through grounded theory. This model consists of some causes and antecedents, organizational and national contextual factors, facilitating and limiting intervening factors, organizational and national developing strategies, and finally organizational and national consequences of developing of this strategy.

Implementing value co-creation strategy in tourism industry of Iran can make more effective utilizing of customers' abilities and capabilities to achieve competitive advantage, enhance organizational brand and achieve its constructive economic, cultural, social, political and environmental consequences.

In the age of knowledge and information, coupled with increasing environmental changes, organizations are inevitably attracting and expanding knowledge-based human resources. In this respect, the defense organizations of the country should also strive for the development of knowledge workers in order to maintain and develop their deterrence power. The purpose of this qualitative study is to present a model of knowledge human resource development based on the knowledge management approach in AJA study and research centers.

Based on the purpose of the study, a qualitative approach and a content analysis research method were used. The statistical population of the study consisted of academics and executives in the field of defense, with 15 of them conducting semi-structured interviews with theoretical saturation logic and snowball method.

The results of data analysis showed that the model of knowledge staff development model based on the knowledge management system approach consisted of three dimensions of individual development (including four components and 19 indicators), professional development (including four components and 21 indicators) and educational and research development ( Includes two components and 17 indicators).

The knowledge staff development model based on the knowledge management system approach can assist the managers of AJA research centers in providing human resources development capabilities and utilizing the knowledge management system capabilities in the private sector.