فصلنامه رشد فناوری
پیاپی 46 (بهار 1395)

Creativity appearance in organizations surprisingly affects in successful solving of problems, their survival, and reaching to desirable point of competitiveness and industrial productivity. In one side industrial organizations with decentralizing approach from organizational structure in the form of giving authority from managers to lower levels are going to reach to economical efficiency, creativity and finally to a higher productivity. In this article looking at Hanson Theory about decentralizing strategies, we have identified equifinality (using different technologies, methods, and resources for reaching to a creatively predetermined and great result) as a loosely strategies of decentralization. Considering researches have been done in a context of creativity and equifinality as a Decentralized Management Approach, we can see lots of researchers referred to the importance necessity of this phenomenon as a one of open system characteristics to intensify creativity, competitiveness’ prosperity, and productivity. But a comprehensive research has not been observed in related with correlation of creativity and equifinality in industrial organizations’ subject in a special case. In this research with using content Analysis method, a new category of equifinality usages in organization that causes creativity results, have been attempted to represent by surveying the past studies in relation with “decentralized management and equifinality” and “equifinality and creativity”. With revision and surveying the theories of different researchers in relation with the subject of decentralized management, equifinality and creativity, research's result subdivided in two dimensions accompanied with its components namely “equifinality and work process”, and “equifinality and structure”.

Research and technology management requires a more comprehensive holistic approach in order to achieve coordinated strategies. New approaches should force Research and Technology Organizations (RTOs) to proactive response to changes in the environment with the rapid technological changes. RTOs by development of proactive features on their interior can achieve to a special ability called "strategic agility". Strategic agility is the ability to reform, renovate and renewal the organization, business model and strategies to cope with environmental changes. In this paper, in order to develop a comprehensive framework to achieve strategic agility in RTOs, first, all of the previous research in the field of strategic agility in the last few years have been reviewed and then adapt and adjust to the nature, characteristics and requirements of RTOs, finally the seven dimensions (key factors) and thirty one index for strategic agility in RTOs extracted and has been defined. The seven key factors are strategic sensitivity, clear vision, selecting strategic technological knowledge goals, identifying key capabilities, seizing and exploitation, continuous technological innovation and being proactive. This model is based on the combination of both internal and external organizational approach, and provides the basis for the assessment of strategic agility in RTOs.

The aim of this study is to analyze the achievements of university-based start-ups using resource-based approach and answers the question of why are some academic start-ups more competitive and may have greater survival. Academic entrepreneurs are involved in the early stages of business creation, with a decision on the funding crisis facing. The study of important factors decline young companies, often leads to a lack of resources in the early years of formation. The Awareness about the relationship between resources and their role on survival of academic research-based companies in the early years is critical. This article seeks to identify the relationship that leads to more accurately understand the phenomenon of the commercialization of academic research achievements. Since the structure of start-ups based on the achievements of academic research is not something different from the structure of other start-ups and one of three forms of service oriented, Product oriented and Intellectual asset oriented start-ups, the research using library research (Meta-synthesis), concludes that access to human resources and technology and enterprise resource scarcity on campus, explain the success of academic Service oriented and Intellectual asset oriented start-ups and the failure of Product oriented firms. This led to the establishment of academic Service oriented and Intellectual asset oriented start-ups.

Open innovation represents an emergent paradigm, which organizations must become familiar with and apply it in practice sooner or later in order to survive and prevent their failure. Factors such as diffusion of knowledge, increasing costs and complexity of R&D, the shortening of the technology life cycles, the growth of venture capital and presence of knowledgeable suppliers and clients, have weakened the close innovation paradigm. So, self-sufficient, inward focus, monopoly of knowledge and capital investment on internal research, does not create competitive advantages for organizations any more. In open innovation era, organizations make use of both internal and external resource of knowledge to drive their innovation processes, also search different internal and external ways to develop their markets. With regard to inescapable deployment of open innovation, now the question is what items should be considered by organizations in the shift from close innovation to open innovation? In other words, what are the requirements for implementing open innovation approach in organizations? This paper will answer the question by review of pervious research to identify and describe dimensions which could lead organizations in order to implement open innovation. These dimensions which named “the requirements to shift from close innovation into open innovation” and presented in conceptual framework of paper, are: networking, open innovation processes, organizational structures and knowledge management systems. Organizations should notice these dimensions interact each other, so change along one dimension will impact on the others.

Creativity appearance in organizations surprisingly affects in successful solving of problems, their survival, and reaching to desirable point of competitiveness and industrial productivity. In one side industrial organizations with decentralizing approach from organizational structure in the form of giving authority from managers to lower levels are going to reach to economical efficiency, creativity and finally to a higher productivity. In this article looking at Hanson Theory about decentralizing strategies, we have identified equifinality (using different technologies, methods, and resources for reaching to a creatively predetermined and great result) as a loosely strategies of decentralization. Considering researches have been done in a context of creativity and equifinality as a Decentralized Management Approach, we can see lots of researchers referred to the importance necessity of this phenomenon as a one of open system characteristics to intensify creativity, competitiveness’ prosperity, and productivity. But a comprehensive research has not been observed in related with correlation of creativity and equifinality in industrial organizations’ subject in a special case. In this research with using content Analysis method, a new category of equifinality usages in organization that causes creativity results, have been attempted to represent by surveying the past studies in relation with “decentralized management and equifinality” and “equifinality and creativity”. With revision and surveying the theories of different researchers in relation with the subject of decentralized management, equifinality and creativity, research's result subdivided in two dimensions accompanied with its components namely “equifinality and work process”, and “equifinality and structure”.

The paradox of open innovation lies in the conflict between the practical desire to reap the benefits of open innovation and concern over the risk that others will misappropriate those benefits. Open innovation models bring changes in the firm's approach to strategic management of technology. Over the years, as a response to emerges at significant improvements in the competitive environment. Open innovation that we can always make progress because all ideas are good ideas, Also all ideas can be developed, if the idea is worth thinking about, it is worth telling. We are creative and we can get more creative. Stakeholder theory and recent developments in value creation through stakeholder engagement can assist with reconciliation of this inherent structural risk. The limitations of existing open innovation typologies are identified, and a process-based model of open innovation is proposed. The model is then expanded to include stakeholder engagement. When integrated with stakeholder engagement, open innovation processes can be understood to generate benefits beyond the acquisition of specific information sought from external experts. The addition of stakeholder engagement to the open innovation model allows for greater understanding and easier acceptance of the risks inherent in the open innovation process. Therefore this application article uses library overview and in addition to this, it focuses on open innovation literature and some of its models. Also, it Deals with the relationship between open innovation and stakeholder participation And would be try to provide the benefits and risks of engagement to the audience.

In today's world, technology as one of the crucial and effective factors is influencing the success of enterprises. Due to the rapid growth in technology developments, countries or companies may not be solely self-sufficient with regards to a variety of technologies without the support of others. To be successful in technology transfer, aspects of scientific, technical and legal transfer of technology should be considered, in addition to providing infrastructure. Dairy industry as one of the strategic industry has a special situation in economy of a country, due to employing a large number of labors and the daily consumption of its products. Selecting the appropriate method of technology transfer is essential in this industry, because of high competition in the dairy industry and the obvious and hidden costs of technology transfer. In this study, different models and methods of technology transfer are investigated, and according to experts, final criteria and methods are obtained. Then, criteria and methods of technology transfer are analyzed in a pair-wise comparison questionnaire using fuzzy AHP (FAHP). This research is practical from the viewpoint of goal and descriptive from the perspective of the data collection and analysis of data. Finally, joint venture, franchise and alliance (strategic partnership) methods, are chosen respectively as the top three priorities.

Today, in different countries, paying particular attention to entrepreneurship and foster entrepreneurship, and create a favorable environment for its development, Considered to be as a particularly tool for economic development in developing countries. The need of organizations to the phenomenon of entrepreneurship has been led to the creation of a certain territory of this concept that is called organizational entrepreneurship. As far as organizational entrepreneurship are transformed to one of the strategic approaches in organizations, to achieve high performance and great success. Choose this approach is effective for organizations when we can evaluate the results and provide organizational goals with proper management. So, having appropriate indicators to be used for the assessment of organizational entrepreneurship is very important. Therefore, this study seeks to identify appropriate indicators to evaluate the performance organizational entrepreneurship. For this purpose, after reviewing research literature, were extracted performance evaluation indicators, and with the help of the framework of EFQM Excellence Model, were classified in 9 categories. After refining the extracted indicators and removal of repetitive indicators, the 63 index that had remained, to determining the most important indicators, was placed in the hands of experts in the format of a questionnaire and Finally, by analyzing data obtained, were identified appropriate indicators to evaluate the performance. Results of present study, presented 29 indicators in nine criteria of: Leadership, Strategy, Employee, Partnerships and Resources, Processes, Products and Services, Customer Results, Employee Results, Society Results and Key Results; as the appropriate indicators to evaluating the performance of organizational entrepreneurship.