نشریه سیاست نامه علم و فناوری
سال سوم شماره 4 (پیاپی 6، زمستان 1392)

New Considerable developments in science, technology, and innovation studies in recent two decades have led to this question: "is the research stream of this area moving to creation of new scientific discipline?" In order to answer this question, this paper concentrated on evolutionary economics as most structured part of science, technology, and innovation studies. From paradigmatic point of view also, five macro paradigms have been studied. With these five macro paradigms,internal structure of evolutionary economics has been analyzed by paradigmatic tools,based on three realms of ontology, epistemology, and methodology. It is shown that evolutionary economics studies have much similarity with Chaos Theory and interpretive paradigm. Continuing these trends can lead to crack in science, technology, and innovation studies and dividethis into two, Interpretive and Chaos, parts. For accessing to the formation of a new paradigm, it is necessary to do much more researches to connectthese two main parts of evolutionary economic research program together.

In recent years “institutions” have again become a central focus of economists and other scholars studying the processes of economic growth, and the reasons why nations have differed so greatly in their achievements on this front. However, with few exceptions the exploration of the role of institutions has not been connected with a coherent analysis of the relationships between institutions and institutional change and technological advance. This paper proposes a way of analyzing these relationships. The concept of “social technologies” which support “physical technologies” plays a key role in the analysis.

This article talks about‘novelty’ and‘radical innovation with wide social effects’, which areof the most basic concerns of Schumpeter’s life. According to Schumpeter, novelty mayoccur in different areas andthis transforms governing routines that it canlead to another level of equilibrium. In order to understanding novelty closer, this paper begins with Schumpeter’s recently publishedarticle that has been found in a random search,which contains some other comments about the novelty. As a result, a framework for better understanding of the novelty has introduced. Actually, novelty is broken into three sections: "novelty creation", "novelty distribution", and "novelty consequence" and each of these sections leads to main questions that present to various areas, such as scientific novelty, economic novelty, artistic novelty, and literary novelty.

Effective management of Research and Technology Organizations in today's turbulent world, is one of the most important challenges of managers of these organizations. Various theories and approaches have been proposedto overcome these challenges. Dynamic capability is one of recent presented approaches, based on resource-based theoryand counts as a supplement of this theory. In this study, the dynamic capabilities approach to strategic management of Research and Technology Organizations has adopted. Results of this analysisincrease the strategic understanding of Research and Technology Organizations by using dynamic capability approach and especially can help to improve to understand how dynamic capabilities are drivers of other capabilities in Research and Technology Organizations. Followingpaper begins witha brief glanceat the emergence of dynamic capabilities and continues with explanation of resource-based view. Then, bydescribing Dynamic Capability and, a model for Strategic Management of Research and Technology Organizations will be presented and it will be concluded by some research proposals.

Academic faculty members’ promotion systems can be viewed as a specialized qualitative process that can providethe grounds for fundamental academic transformations. For the aim of reforming promotion mechanisms isrealimprovementof qualities ofsociety and universities, this requires a revisit of its fundamental policies. In this regard,we shall ask what administrative structures and procedural processes is required for the realization of such reformations. To address this question, this article adopts a comparative perspective to explore the administrative processes of academic promotion mechanism at six universities around the world: Cambridge (UK), British Columbia (Canada), Harvard (US), Melbourne (Australia), Indraprastha (India), and Cape Town (South Africa). The specific research issues of this study include stated goals of the promotion processes; promotion application procedures; decision making authorities at different levels; promotion application documents; and evaluation processes of promotion application documents. Results of this study willcompared with the Academic Promotion Statute of universities in Iran, and quite a few concerns and issues will beraised about different aspects of the academic promotion processes in our universities. A direct adoption of the internationally applied promotion mechanisms is socially and culturally not desirable and basically they are not applicable in this region. However, consideration of such international experiences may open some new horizons, provide alternative perspectives and ideas for policy makers, and make some authorities in the areas of higher education, academic research, and science and technology.

The specific conditions of the upstream sector of petroleum industry, some of which is type of reservoirs of Iran (that they are of fractured carbonate reservoir),rapid reduction of production, and also the unfair pressure of other countries, such as imposing sanction programsagainstthis important industry, has madethistechnology and its priorities more crucial.In this way, Benchmarking is one of the well-known and important tasks, by which we can get a good view of where and how world is advancingthrough the petroleum industry. In this paper, we will introducetechnology priorities and technology strategies of two important countries,Saudi Arabia and Japan, and we will explain what we should learn from these case studies.