فصلنامه راهبرد دفاعی
پیاپی 71 (پاییز 1399)

Knowledge-based organization is a concept that has emerged with the arrival of the knowledge-based economy. Nowadays, knowledge has become the most valuable asset of organizations. Its importance is not related to a particular type of organization, but it has had an effect upon the types of organizations; because the nature of these organizations is based on knowledge and knowledge activities. In this research, the impact of "human resource management" and "management of creativity and innovation" on turning defense organizations into knowledge based ones has been considered. It employed a descriptive survey method and the sample included 54 military and management specialists. The data collection instrument was questionnaire. To collect data, at first, employing the library method, the theoretical principles and background were examined, and the effective dimensions of "human resource management" and "management of creativity and innovation" on creation of knowledge-based defense organizations were identified; second, using the Delphi method, the identified components and other possible factors were taken into account and finally they were finalized. In order to design the model and test the hypotheses, factor analysis and structural equations modeling (SEM) were employed. As the research findings indicate the impact of both "human resource management" and "management of creativity and innovation" dimensions on making this defense organization as a knowledge-based organization has been proven.

One of the requirements regarding promotion of the position of foresight and future-making at the strategic levels of the country's armed forces and improvement of the quality of intelligence aristocracy on developments in the military, defense and security fields is identifying conditions, requirements and priority strategic variables in that field. The main objective of this study is "introducing and prioritizing the key strategic variables of monitoring environmental developments in the military, defense and security fields in the Armed Forces" with a case study of one of the armed forces organizations. It is a descriptive-applied survey research in terms of its aim and data collection. In order to collect data, library study instruments and questionnaire distribution among 48 experts from one of the armed forces organizations were used. The validity of this questionnaire was obtained with the approval of experts and to determine the reliability of the questionnaire, the criterion of inconsistency rate was used, which was calculated 0.014 through SuperDesign software, which is based on the logic of the network analysis method, Statistical research shows high stability in assessing the subject. The results of the research show that the strategic variables in order of importance are as: 1. Sustainable security based on the detection, employment and development of the country's capabilities in the military, defense and security sectors, 2. Military, defense and security authority of the armed forces and its deterrence capability against the enemies,  3. Space, air, land, sea, cyber and passive defense capabilities of the country, countries in the region, enemies and countries of strategic importance, 4. Perspectives, guidelines, goals, strategies and military, defense and security strategies of the country, of the countries in the region,  of the enemies and countries of strategic importance, 5. Macro-organizational architecture of the country's armed forces (mission areas, roles, products, structure and organization, etc.), 6. Personality, ideological, military, political and security characteristics of commanders and Senior Managers of the Armed Forces of the country, and 7. Causes, contexts, methods, instruments, characteristics and consequences of future wars in the region and the world.

One of the crucial factors regarding the success of applying technology in order to gain a competitive advantage in companies of the developing countries is the awareness and recognition considering the level of technological abilities and capabilities of the firm and using them to create relative advantages. Due to the fact that at the firm level, the challenges are largely related to the creation of a sustainable competitive advantage for products in the market, the model used to assess their technological capability should possess, at the same time, the ability of technological capability in regard to technical capabilities, performance and production capability and economical capability. This study was performed with the aim of designing, in an applied and descriptive way, an assessment model regarding the technological capability for a defense company. Its population included two group: 1: The users and consumers of the tactical vehicle (N =120), from among whom 55 individuals were selected as the sample, 2: experts and specialists of the mentioned company (N=10). In order to prepare the questionnaire, different models and perspectives were evaluated and using the experts' opinion the desired model was developed. Through summarizing the indicators presented in the above models, 7 indicators in the dimension of performance, 10 indicators in the dimension of capabilities and technical knowledge, and 4 indicators in the economic dimension were identified. Regarding the analysis of the data, it was found that the mentioned defense company has a rank of 19 among 34 companies (from 21 countries) which produce tactical vehicles. At the end, considering future threats, improvement strategies are presented to eliminate or reduce the gap in the products of this defense company.

The increasing importance of knowledge resources outside the organization has made the readiness to absorb technology as a key dynamic capability in knowledge-based competition. The aim of this study is to identify the most effective human resource processes on improving the readiness to absorb defensive technologies, explain the relationships, and how human resource processes affect this kind of readiness to absorb defensive technologies. To do this, Delphi analysis method was used to identify effective human resource processes on improving the readiness to absorb defensive technology and Structural equations method method was used to explain the relationships between processes and determine the effectiveness of each of the identified processes on improving the readiness to captivate defensive technology. The results of the study, while confirming the significant relationship between strategic planning of human resource processes and improving the readiness to absorb defensive technology, the path to achieve readiness to absorb defensive technology, through targeted use of processes related to human resource development, identifies management of pioneering performance and creating a learning organization and determines the effectiveness of each human resource process on improving the readiness to absorb defensive technology.

Implementation of a strategy is always much more difficult than its formulation, and in principle, the main challenges of strategic management lie more in the implementation stage of the strategy than that of strategy formulation. Most organizations today are trying to move from the search for great strategies to the great capabilities of strategy implementation. Since, nowadays, the implementation of the strategy in various organizations, especially military organizations, has become more important, the main goal of this study is to "identify the factors affecting the successful implementation of the strategy in the army of the Islamic Republic of Iran." This research is an applied study and its method of data collection is a library and documentary one. Using a descriptive-analytical method, it has been tried to prioritize the strategy, its implementation and effective factors upon it. In this regard, the relevant questionnaires were prepared and designed and were distributed among the statistical population of 40 individuals and then using descriptive and inferential statistical analysis methods and SPSS software, the Research questions were summarized and evaluated. Finally, 34 factors affecting the successful implementation of the strategy in the statistical organization were obtained and using the "Friedman" test, "development and implementation strategies based on values, measures of the Supreme Commander of the Armed Forces, ideals and vision" and "threat-based, mission-oriented approach in implementation" and "allocation of optimal resources and facilities" and "the presence of commanders with the ability to think strategically and systematically and their familiarity with the concepts of strategy and its implementation" as the most important factors affecting strategy implementation in Iran were ranked.

The Strategic Military Guide refers to the basic rules and systematic framework and principles that result from knowledge, experience, study, analysis and testing, and the way to use capabilities to achieve military objectives and in general the way the armed forces fight on the battlefield. By examining the various processes of internal and comparative studies, the formation pattern of the military doctrine of the Islamic Republic of Iran, includes five basic stages: Gathering information, planning, manufacturing, implementation and feedback provided. The dimension (stage) of implementation is very important among these five stages. The aim of this research is to explain the implementation stage of the formation pattern of the military guide of the Islamic Republic of Iran. This research is an applied-developmental one and it has used a mixed and case-contextual approach. The research data were analyzed by content analysis. The spatial territory of this research is Islamic Republic of Iran and its thematic territory is at the strategic level. The size of the sample population is consistent with the statistical population and a sample of 30 individuals have been selected. The results indicate that the most important factors regarding the dimension (stage) of the implementation of the guideline include five factors (the required organizational structure, required technology, training, formulation/ improvement of strategy and tactics, and preparation of plans) and 12 sub-factors (organization, sections (Strategic, operational and strategic), equipment, processes, methods, individual training, unit training, deterrence, offensive, defense, operational and development).