مجله توسعه تکنولوژی صنعتی
پیاپی 22 (پاییز و زمستان 1392)

Due to high importance of developing technology، high-level manager a HEPCO Co. identify and evaluate the technological abilities while they are aware of technological changes all around the world and analyze the competitor to achieve new technologies in other to boost the organization technologic abilities. On the other hand this evaluation is one of the important tools in technological management، By mean of this tool identifying the main points to measure the technological gap. In this paper، we are trying to evaluate the technological abilities and the gap at HEPCO Co. by Panda and Ramanathen methods. This model evaluates all aspects of the company status which could be considered as a basic idea for improved technological projects.

Awareness of the states of each system and its processes is the first step for decision making and policy toward optimal management of that System. Any Decision and investment in an organization which is involved investment on the equipment، manpower and knowledge of the system، is also not excluded. The combination of organ factors of the organization which is known as technology، is in need of proper and planed management. This Management is not available without evaluating and having enough knowledge of the status and performance of technology، so it ultimately leads to lower output. Technology evaluating models assist the system in achieving appropriate management upon its technology component and finally acceptable output. This article، at first، introduces the concept of technology its components and evaluating of it and consequently analysis technology and its components in Tabriz Saypa engineering company by using of technology atlas model. and at the end، the results of this study and desined results by using of QSB software inclusive، technoware %55، humanware %64، infoware%40، orgaware %40، by comparison with total country industrial that anyone inclusive، %58،%36،%31. 2،%31. 2 and TCC = %52 and at the end desined results and recommendations is provided.

Knowledge as a source of competitive advantage has a strategic importance in knowledge intensive business services. Superior performance in a competitive environment can only be sustained through continuous innovation. Continuous innovation requires learning and an important element of organizational learning is «exploration» and «exploitation». Therefore، entrepreneurial organizations must have balance in exploration and exploitation activities. The main requirement for business environment with the rapid technological changes is a good balance of exploration and exploitation capabilities for opportunities. This paper discusses theoretical foundation of organizing exploration and exploitation activities within entrepreneurial organizations. Then، the different pattern which are used for the organizing exploration and exploitation activities in Research and Technology Organizations (RTOs) have been reviewed and the preference causes for the concept of «ambidextrous organization” or “simultaneous ambidexterity» as a superior organizational solution in RTOs is described. Next، duties of each of the exploration and exploitation sections in RTOs have explain and the how to create balance and coordinate these activities described. At the end has been sum up by conclusion.

Human resource management (HRM) in project-based organization is relatively a new subject، which due to its effect on recruitment and deployment of human resources، has a critical role on developing organizational processes. On the other hand، the way of organizing in the form of projectification، has exerted different structures in the organization، which are suitable for maximizing and integrating knowledge for solving complex problems. Hence organizational researchers، not only emphasize the positive aspects of project-based organizations، but also consider special kind of human resource management applicable to this kind of organizations. Therefore، it is the purpose of this paper to analyze structure and placement of human resource management (HRM) in project-based organizations with a new approach by defining various fields of project and project-based organization، HRM in project-based organizations، key player roles in HR quadriad and HRM structures in these kinds of organizations. This paper also concludes some strategic guidelines and suggestions for the establishment of HRM in project based organizations in Iran.

This study aims to identify and analyze the factors affecting the success of technology transfer to small and medium enterprises is. Research، analytical and objective of the research is applied. This field of research has been the nature of the questionnaire was used to collect data. Faculty to determine the validity of the questionnaire using Cronbach''s alpha was used and to assess the reliability of the questions that is equal to 89 / 0 respectively. The population study of top managers، middle، and operational experts and technicians are corporations. Descriptive and inferential statistics Kvlvmgrvf - Smirnov، t- test and the evaluation of Friedman accept / reject hypotheses are discussed. The results show that five factors influence the success of technology transfer in small and medium enterprises that include cultural factors، technological، technology، human capabilities، research and development and financial empowerment.