فصلنامه بهبود مدیریت
پیاپی 50 (زمستان 1399)

Manufacturing strategy in the simplest definition means configuring manufacturing decisions tailored to the company's competitive priorities. Therefore, the first step in developing a manufacturing strategy is to properly recognize all manufacturing decision areas, In addition, in each decision, there are several alternatives for companies, and the choice of different alternatives together forms the configuration of the manufacturing unit. These decisions need to be customized for each industry because the nature of production in each industry is different. This research aims to do this in the Iranian chemical pharmaceutical industry. First, a comprehensive list of manufacturing decisions and alternatives was obtained by studying the research literature, and then more than 25 interviews were conducted with experts in the industry based on it. The interviews were analyzed using Qualitative Content Analysis method. The results showed that due to strict legal requirements in drug production and the specific type of drug sales in the Iranian market, companies in most decision areas, do not differ much from each other and the options available to them are limited. Therefore, the main difference between the manufacturers of chemical drugs in Iran is due to the difference in decision-making in the areas of Human Resource Management and Quality Management; and these two areas have a significant impact on the competitive position of companies. Also, cooperation with foreign leading companies in the field of process design, obtaining formulation and supply of raw materials has a great impact on the competitive position of companies in this industry in Iran.

A study of the development of different innovation ecosystems has shown that in the early stages of ecosystem development we are faced with a period in which, due to the different natures of the two soldiers, the ecosystem faces challenges with the highest failure and stopping rates. It comes with it. Ecosystems that can pass this stage are able to acquire the value produced in the ecosystem and create wealth. In this study, we seek to identify the challenges of this stage of the growth process called the Death Valley of the ecosystem and identify the capabilities needed to overcome it. Therefore, this article tries to investigate its challenges and the underlying factors and capabilities affecting the passage of the innovation ecosystem by examining the case of Iran's biopharmaceutical innovation ecosystem as a successful ecosystem that has been able to cross the Death Valley. To do this, the required data were collected through semi-structured interviews and analyzed in the form of a model using theme analysis and coding. According to the research findings, Iran's biopharmaceutical innovation ecosystem in the process of crossing its death valley has faced three types of challenges: implementation, integration and acceptance, which is the formation of five capabilities of interaction and accessibility; Integration and integration; Innovation and learning; Adaptability and mobility, and ultimately the ability to create complementarity, as well as the existence of three factors underlying government policies, political sanctions, and market demand, have been influential in crossing this valley and overcoming these challenges.

From the classic concept of "supporting infant industries" to the experiences of mission-oriented policies in developing countries in recent decades, all have focused on targeting and increasingly productive economic sectors as the main industrial policy. The structural and institutional capacity of the government is considered as a key factor for success in the industrial policy. In this paper, the economic policy of Korean Economist Ha-Joon Chang is used to analyze Iran's industrial policy. In this work based on the theoretical approach, Qualitative case study strategy has been developed in the field of downstream petrochemical industries. The research results show that the importance of structural transformation for industrial development is the pattern of feed supply in the petrochemical industry and service engineering capabilities. Regulatory issues, market structure, production policy, and business policy are important at the institutional level and conflicts of beneficiaries at the organizational level, and the creation of strategies to prevent corruption should be considered in the political economy level.

Analysis of the regional innovation systems plays a pivotal role in innovation policy to shape innovation conditions as well as create regional advantages. To be successful in developing an innovation system and increasing efficiency, identification and concentration on potentials is crucial. In this paper, based on the the Triple Helix approach (University-Industry-Government), a method is proposed for identification and assesment of key stakeholders of a regional innovation system. The method is applied in analysing stakeholders' interactions in the Rab-e-Rashidi Special Science and Technology Zone in Tabriz. First, stakeholders of the innovation system of East Azerbaijan province are introduced and by using power-interst analysis, key stakeholders are selected. Then, their interactions are analysed and initiatives for the development of the regional innovation system has been suggested. The results show that the most central stakeholders for the development of the regional innovation system are Science and Technology Park, General Directorate of Information and Communication Technology and knowledge-based companies. Using the results of three different interactions (informational, operational and infrastructural), suggestions for improving the regional innovation system in an evolutionary process have been presented.

Coronavirus outbreak and its economic consequences have damaged many Iranian knowledge-based companies, which are one of the most important means for achieving economic resilience during the sanctions period. So, in this article, we’ve considered factors affecting the formation of damaged knowledge-based companies’ strategies using a multiple case study method. Qualitative data of this study has collected through semi-structured interviews with CEOs of six damaged knowledge-based companies. Evidence suggests that in this crisis, smaller companies had less potential for adopting defensive strategies to reduce their costs and preferred to adopt appropriate reactive strategies with a hope of the imminent end of the crisis. On the other hand, the diversity of abilities and capabilities of companies significantly helps to find appropriate alternative solutions for earning money during the crisis period. In addition, while damaged companies have possessed financial supports of government immediately after the beginning of the crisis, this supports couldn’t prevent the adoption of defensive strategies by companies and just compensated a part of the financial consequences of the coronavirus pandemic crisis.

Abstract Today, organizations have put agility on their agenda to respond to environmental complexities. Industrial research centers are no exception and their optimal performance requires dynamism and mobility in the face of environmental changes. The present study aims to provide a model for improving agility in industrial research centers in the field of defense. This research is applied in terms of purpose and qualitative in terms of the nature of the data. Data were collected through interviews with research experts familiar with the organization under study. Sampling was done by snowball method and to the point of achieving theoretical saturation, which was achieved by interviewing fifteen selected members of the statistical population. The data were analyzed using the emerging approach of data-based theory, in which 796 open codes were extracted in the process of this analysis, and 36 concepts were extracted by applying axial coding, and finally these concepts were classified into 7 categories. Categories include Agility Trustee, Agile Scholars, Agile Manager, Agile Structure, Agile Process, Agile Organizational Culture, and Maturity of Industrial Research Ecosystem. This pattern overlaps in some respects with common theories, but concepts such as agility trustee and ecosystem maturity can be considered as its innovations. Based on these findings, it can be concluded that agility is a consequence of the system at different levels of maturity that is relevant in different areas of the organization and its structural or process cutting is not possible.