فصلنامه بهبود مدیریت
پیاپی 46 (زمستان 1398)

Different sectors are recognized by their distinct technological, policy and market regimes. These differences are highlight in comparison of complex product systems (CoPS) with mass-produced consumer goods industries. This paper aims at investigating technological, policy and market regimes of Iran’s gas turbine industry through employing qualitative approach and case study strategy. Additionally, in order to highlight the differences between technological, policy and market regimes of CoPS industries with mass-produced consumer goods industries, a comparative study was conducted between Iran’s gas turbine industry and six Korean industries. Our findings show that gas turbine industry as a CoPS industry has different technological, policy and market regimes in comparison with mass-produced consumer goods. This finding is important because these differences can have a significant impact on learning and catch-up pattern and windows of opportunities in this industry.

Constantly responding to the diverse needs of the Armed Forces' air and space sectors requires the continuation and development of innovative defense business. This has led executives to strive for organizational innovation to optimize or produce new military products.The purpose of the research is“presentation of cofaced organizational and technological innovation theory based on the interaction of innovation practitioners”to answer, weak sustain and interaction of innovation trustees for systematic continuation of  innovative business in large defensive industrial organizations with air and missile products so that between 1394 and 1398, using "Systematic Grounded Theory" method for related purpose. The data from this study was conducted through Semi structured interviews with 19 live-experienced experts in the organizations. To collect data, interviews were conducted on the basis of a purposive sampling method with senior vice president, research and innovation deputies and the deputies of plan, program and budget. Then, using the snowball sampling method and other participants were selected and more data were collected. The results of the data analysis during: open, axial and selective coding, resulted in the form of 12 categories based on the paradigm model including: extent of changes, diversity of needs, expectations of defensive stakeholders, organizational learning, national and international capacities, complexity of environmental factors, capabilities and limitations of defensive organizations, continuity and excellency of innovative business, promoting nontechnological innovations and development technological defense innovation, improving the defense economy and increase deterrence power and by writing the relevant story linehistorical narretive, finally cofaced innovation theory and 12 related hypotheses were constructed. Also their application can provide a better understanding and improvement of the common literature of defense stakeholders.

Undoubtedly, the selection and acquisition of weapons and equipment is one of the major concerns of countries. In this way, attempts were made to reduce the concerns in the 1380s which eventually led to development of “Regulation of Army weapons & equipment Pattern codification” by Armed Forces Headquarters in 1386. The purpose of this research is make this sense in the stakeholders of defense acquisition that almost 10 years have passed since the announcement and implementation the regulation needs to rethink its meaning and processes. To this end, the content and theme analysis of the regulation and interviews with some experts on the defense acquisition have been used. Initial results were then presented to about 40 persons involved in the defense acquisition and their views were summarized and applied. The research findings show that what is nowadays known as the "weapon pattern" is more of a format designed to express the need for a specific weapon system or equipment; Simply put, the existing patterns may not fully meet the expectations that experts have on the pattern of the weapon. It is worth revisiting the concept of weapon pattern. This implies a series of gaps in existing defense planning concepts, approaches, structures, methods, and processes. Of course, what is certain is that the final output of the weapon pattern should lead to the prioritization of today and future's weapons and equipment of the armed forces in light of the changes in the security-defense environment and the creation of a defensive power.

Technological learning and the drive for innovation in different industries emphasize the role of companies, especially large companies, and the acquisition of knowledge from external sources. Given the large corporations on the one hand and the long-term historical partnerships with foreign large firms on the other, the country's steel industry is also a good place to study in this field. On the other hand, some of the industry's successes, such as sustainability under sanctions, the country's second-largest source of non-oil export earnings, and some recent breakthroughs, particularly in the registration of the PERED technology brand, show that learning efforts have been somewhat successful. This study, which examines the learning processes and outputs of the country's steel industry (especially in policy, engineering and large steel companies) in the post-revolutionary era, has attempted to use a qualitative (case study) approach for drawing the path of technological development in the industry. For this purpose, 18 interviews with executives and policymakers, academics, engineering firms and specialists from large steel companies were conducted. Analyzing the content of these interviews and using the analytical framework of the Windows of opportunities path to innovation in the industry is described. The results show that dependence on the path of incremental innovation and falling into the success trap, lack of focusing on technology development across the steel value chain and the lack of a proper national strategy for technology development are the most important factors that make the industry successful in innovation process in some aspects of value chain.

Projects play an important role in various organizations, especially in project and executive organizations, but currently, projects especially industrial projects are associated with time delays. Predicting the time delay in carrying out oil projects is of particular importance. It is beneficial because of the 25% role of the oil industry in GDP and 85% in the share of exports and the average delay of 30% in EPC projects. In this research, the most important factors affecting time delay of the projects and the rules, which shows reasons of the delay are identified. The data were collected from the database of contracts and projects sector of South Pars Oil and Gas Company. Two hundred six projects were selected and considering different criteria, the time delay were predicted. Five decision tree algorithms were used to predict the project time delay, including C&R, C5, CHILD, QUEST, and AS. Validation results showed C5 and CHILD three algorithms are the bests with the accuracy of about 91%.

Organizational development is a systematic process of planning, coordination, change, and transformation in organizations in accordance with their structure and strategies. The aim of this study is to investigate the effect of strategic communication power on the organizational development of state-owned companies in the Industrial Development and Renovation Organization of Iran with the mediating role of political networking. The present research method is applied in terms of purpose and is descriptive-correlational in terms of data collection. The statistical population of this study was 125 managers of senior companies of state-owned companies of the Industrial Development and Renovation Organization of Iran, and based on stratified random sampling, 94 of them were selected as the sample. SPSS and Smart-PLS software were used to analyze the data. To measure research variables from Lok & Crawford questionnaires, 2000; Zhin & piers, 1996) Zerfass & (Viertmann, 2017; used to confirm their reliability by Cronbach's alpha. The power of strategic communication both directly and indirectly through the mediation of political networking with the management of key internal and external stakeholders of the organization and the creation of coalition and political networking has a significant impact on organizational development. The results of research in the field of power of strategic communication and political networking have brought innovations and help managers of companies and organizations to understand the impact of strategic communication power on the development of organizations through political networking.