seyed kamal tabaian

Despite the importance of e-banking, not enough research has been done on the service innovation of this sector and its relationship with dynamic capabilities. The purpose of this study is to determine the relationships and effectiveness of the components of e-banking services innovation based on dynamic capabilities. To collect information, in-depth semi-structured interviews were conducted with 25 experts. Sampling was done in a theoretical and purposeful way, so that a set of primary themes was collected during the recoding process. First, 13 sub-indicators for service innovation and 17 sub-indicators for dynamic capabilities were extracted using fuzzy Delphi method and confirmed by confirmatory factor analysis. Indicators of service innovation and dynamic capabilities based on theoretical foundations were classified into 11 main indicators and in the form of a general concept entered into the analysis of interpretive structural modeling / fuzzy MICMAC and presented a new approach to calculate the value of indicators. The results showed that the effectiveness of the index "Sensing user", "New revenue model" and "New concept of service" is better than other indicators and vice versa The effectiveness of the index "New technological service delivery System", "New customer interaction" and "Scaling and Stretching" are weaker than other indicators.

In this research, an attempt was made to provide a model for e-banking services innovation based on dynamic capabilities. Research Method The present research is a combination research method of consecutive-exploratory design. The statistical population of the present study is experts and experts in the field of electronic banking. In the present study, a purposeful approach is used in selecting a qualitative research sample. Data collection tools in the present study were Delphi questionnaire and multi-criteria decision making questionnaire. For data analysis, two techniques of fuzzy Delphi and fuzzy DEMATEL were used; In a way that based on theoretical foundations and empirical research in the field of innovation and dynamic capabilities, important indicators of these two areas in relation to e-banking were extracted. The fuzzy Delphi results finally yielded 13 indicators for service innovation and 17 indicators for dynamic capabilities. Service innovation indicators and dynamic capabilities based on theoretical foundations are classified under 11 criteria and entered into fuzzy DEMATEL analysis in the form of a general concept. The results of fuzzy DEMATEL categorized the criteria into two groups of effective and efficient, so that 6 criteria in the group of effective criteria and 5 criteria were introduced as effective criteria. Accordingly, the reorganization of the service delivery system is the most effective, and the conceptualization is very effective.

The open innovation approach has its challenges, and opportunities. open innovation project managers must be able to manage their projects by confronting the challenges and exploiting opportunities in the new paradigm. In this study, we aim to identify and conceptualize the capabilities required for project managers to succeed in the new approach.

We develop a qualitative research study, utilizing thematic analysis to derive the capabilities of the project managers for open innovation project success in ICT companies of developed countries. We have applied specific criteria to the 505 elite in LinkedIn by utilizing the theoretical sampling. Finally, we conducted 18 semi-structured interviews with open innovation project managers and the conceptual framework of project manager's capabilities is derived and the relationship between concepts and thems are explained.

Capabilities frameworks include the themes of communication management, stakeholder management, human resource management, risk management, scope management, and innovation management.

Our research shows that the capabilities of open innovation project managers are significantly different from traditional frameworks. Innovation management is one of the capabilities of open innovation project managers in this research that has not been addressed before. Stakeholder management is also important as a theme addressed by all participants.

Controlling the complexities of the open innovation projects and exploiting their potential requires development of new processes and capabilities. In this research, a model for managing open innovation projects has been developed by exploring experiences at the level of open innovation projects. The approach of this research is exploratory-qualitative using thematic analysis method. Accordingly, 18 open innovation project managers in the information and communications sector focusing on market-oriented projects have been interviewed. The research findings introduce the main themes of communications management, scope management, stakeholder network management, and human resource management as the areas of interest in the literature and provide new frameworks to know how they should be implemented. Furthermore, this study recognizes the main themes of agile methodology, knowledge management, and specifically technology and innovation management as the areas in the literature which have not been well addressed and have not been studied at the project level and from the perspective of project management knowledge. Finally, this research proposes a contingency project management approach on how to implement the market-oriented projects by assessing the complexity of open innovation projects.

Recently, many studies have been conducted in the open innovation context at the enterprise level to maximize the benefits and to control the challenges. Open innovation portfolio management studies are needed to bring integration between project and firm level. However, there is a few researches at project and portfolio level. This paper used previous theoretical foundations and a multiple case study method at ten ICT companies, utilizing a qualitative content analysis approach to analyze 23 semi-structured interviews and to derive a qualitative conceptual framework for open innovation portfolio management. The research findings are presented in five main categories including: strategic management in open innovation portfolio management; culture management in open innovation portfolio management; process management in open innovation portfolio management; stakeholder management in open innovation portfolio management and technology management in open innovation portfolio management. In this study, the area of technology management as a finding that has not been addressed in the literature and also the concept of charismatic management in the area of cultural management, the concepts of knowledge management, integrated market management and processes of the R&D unit for the area of process management can be categorized as less mentioned concepts in the literature.

While evidence shows a significant effect of absorptive capacity on innovation around the world, no policy for improving absorptive capacity of defense firms has been adopted. As a result, a question arises that how increasing absorptive capacity of defense firms leads to increase their innovation performance. Defense customer’s needs made defense firms to incline more toward exploitation, but the owner of these firms-defense ministry is more inclined to exploration. The purpose of this study is to understand this duality and how absorptive capacity of these firms affect their parallel moves towards exploitative and explorative innovations.

this study is an applied research on purpose and from data gathering point of view is a mixed one. In qualitative part using 12 interview with experts of university and industries, a model and framework came up. In quantitative part based on 10 hypothesis on the study framework, 60 questionnaires has been gathered from different defense firms and its data went under analysis.

realized absorptive capacity affects exploitative and explorative innovations and ambidexterity, and that potential absorptive capacity mediates their relations. It was also shown that potential absorptive capacity is a prerequisite of realized absorptive capacity and ambidextrous defense firms have higher performance compared to other defense firms.

policy makers should emphasize more on exploitation and realized absorptive capacity for firms in their maturity and decline life cycle. In other hand they should focus and invest on exploration and potential abortive capacity for firms in introduction and growth stage.

Communications network is one of the fundamental pillars of the innovation-based economy. Meanwhile, using the concept of knowledge networking, open innovation approach tries to create an interactive relationship between science and industry players for the exchange of ideas, technology and knowledge within a network which shortens the course of development and innovation in organizations. Considering Hafkesbrink and Schroll’s “Organizational Competences for Open Innovation model” this paper tries to investigate the open innovation strategies of the aviation industry, and identify its implementation challenges. In this study, researchers use a survey research to collect data from 66 experts who are professionals in air transport aviation maintenance agencies while the data collection tool is a standard questionnaire. To check the status of each variable, a T-test and for ranking the factors influencing open innovation approach, the fuzzy TOPSIS method is used. Results clearly show the capability factor of the networking capabilities of the operating partnership and identification of opportunities for innovation and knowledge sharing capacity of the lower status of conditions are favorable; other factors are relatively in good condition. Meanwhile, the affecting factors are rated by fuzzy Topsis technique. Finally the results show that the exchange factors, innovative opportunities identification and networking capabilities are the most important factors and the specific factors of design structure and process, outside to inside and vice versa cooperations, and internal cooperation are less important.