مجله توسعه تکنولوژی صنعتی
پیاپی 25 (بهار و تابستان 1394)

Organizational ambidexterity is a combination of exploration and exploitation which describes organizations’ behavior in reaching to a high level of this combination. It allows the technology-based organizations to be effective in managing their todays’ demands while to achieve the required flexibility for adapting to the new challenges and opportunities in the environment. As the ultimate decision makers, the senior management teams (SMT) of technology-based organizations perform the main role in establishing organizational ambidexterity. The behavioral integration of the SMT of these organizations indicating the cumulative interactions of their members, facilitates the organization move towards ambidexterity and the achievement of optimum organizational performance. The aim of this article is to present a conceptual framework of the behavioral integration role of the SMT of technology-based organizations in establishing organizational ambidexterity. In collecting the materials from the viewpoint of research procedure, the library, documentary, and descriptive methods are used to clarify the subjects; and it is proceeded to study the connection between the behavioral integration of the SMT of technology-based organizations and the establishment of organizational ambidexterity. Finally, a conceptual framework of the role of the former in establishing the latter is presented through the exploration method.

We are living in the world that uncertainty, ambiguity in the fields of technology changes, market, competitors’ strategies, and expectations of customers and the other stakeholders, have caused the companies to concern severely about their competitive advantages and even their survivals. In the direction of these changes, innovation, innovativeness and innovative organizations have become the main priorities of the organizations’ leaders. But the development of these capabilities requires specific structural, process, and managerial mechanisms which are paid less attention in Iran. In response to this urgent need, innovation and innovativeness of the organizations are studied first in this article. Then the key concepts, characteristics, and dimensions of the innovative organizations are explained along with the way of their organizing and leadership. Finally, their future challenges and prospects are described.

One of the most difficult challenges facing today’s executives in the innovative civilized world is the management of the variety tools which cause sustainable competitiveness in the fields of science and technology, and business environments. An effective management would happen when a widespread collection of organizational elements and activities with reasonable costs and time are integrated; logical and powerful tools and methods in dynamic environments are required for this integration. This article, primarily, proceeds to analyze the innovation management tools according to knowledge-based economy by using analytic hierarchy process (AHP) method. Then the pure and essential methods and tools are recognized and prioritized by utilizing the experts’ viewpoints and studying the valid documents.

Many factors influence on innovation process; and considering the specific nature of innovation and its natural characteristics, it is affected by different factors inside and outside of the organization which have great influence on the way of managing this process. Thus, for better and more efficient management and leadership of the innovation process, the recognition of the effective factors and the study of the organizations’ present status with respect to each of these factors and the related indices are required. In this paper, based on eight dimensions including financial, managerial, organizational, research, human, cultural, external and systematic factors, and fifty-five indices, we proceed to evaluate the present status of innovation management in Mapna Generator Engineering and Manufacturing Company (PARS); considering the results, the human, managerial, and cultural factors are relative desirable while the other factors, i.e. financial, organizational, external, systematic, and research ones are undesirable. Also, among the indices, the highest priority belongs to the organization leadership style, the rate of organizational support of creative employees, the senior management support of innovative activities; and the lowest one belongs to the available scientific resources, the transformation of implicit knowledge into explicit one, the new products development, the interactions with suppliers, universities, and technology developments.

Technology, whose importance to domestic economic development has been widely recognized, has become one of the main strategies for competition across nations. With the fast pace of technology development worldwide, there is a growing trend to rise in knowledge-based economies, notably in IRAN. Accompanied by economic globalization, the rising trend of globalization in technology enables the rational allocation and flow of the elements of technology without restrictions, allows the sharing of technological activities, and the space flow of technology more frequently. Technology has made a huge impact on economies and societies through technology transfer, which is regarded as an essential step for technology to have a social and an economic value. However, technology transfer has long been the weak link in establishing a national innovation system and is a great handicap for improving the self-innovation abilities of businesses because of the lack of proper mechanisms, regulations, and policies. To promote knowledge flow and technology transfer, it is important to fully utilize governments, colleges, scientific institutions, and businesses to explore and improve the effective mechanism of technology transfer. Starting with the concept of technology transfer and its mechanism as the main theme, several technology transfer issues, such as properties, effects, and various models, are discussed in this article.