فصلنامه مدیریت توسعه فناوری
سال نهم شماره 1 (بهار 1400)

The emergence of Information and Communication Technology has caused many changes to take place in organizations. Among them, the inter-organizational collaborative networks, in particular, have expanded. This paper aims to review systematically the pertaining research literature and find answers for these questions: First: what is the main subject that the research have been focused? Second what is the main existing research gap in the aforementioned subject? The theory of the paper is relied on “life cycle stages of collaborative networks”. The method of data acquisition covers two techniques of “co-occurrence method of words” in the period 2005 to 2019 and “meta-synthesis method in the period of 2009-2019 for finding the first and second answer, respectively. After conducting the review, the paper first, presents a comprehensive picture of the status of scientific activities in the period 2005 to 2019 and shows that most of the studies have focused on the creation stage of the life cycle of collaboration networks, and at this stage, the issue of partner selection has the most frequency of articles. As to the second question, the paper concludes that carrying out studies on providing a comprehensive approach to the preparation and management of partner profiles, core value mapping and innovation management in order to quickly select partners and reduce the level of risk in long-term collaborative networks are the important subjects to fill the gap.

The fintech industry's financial activities have decreased the growth and territory of the Iranian private banks, and if new strategies are not adopted, their survival is threatened. The purpose of the research is to provide a strategic collaboration framework for the private banking system and the fintech industry. In this regard, using a qualitative research approach and a grounded theory strategy, 664 initial codes, 50 sub-categories, and 15 main categories were classified in the form of a paradigm model. Based on the research findings and according to the paradigm, environmental ambiguities of which, fintech industry’s seizing opportunity, digital customer behavior, customer needs assessment, customer knowledge of what fintech industry is, maintaining a competitive environment, Islamic financial principles and laws, and accurate valuation of businesses as causal conditions, on the one hand and on the other hand, the internal factors of the private banking system as intervention conditions are effective to pave the way for strategic collaboration between the parties.This strategic collaboration will lead to economic growth and financial, procedural, procedural, operational and communicational outcomes.

In recent decades, the concept of dynamic organizational capabilities and their role in the development of organizations has attracted the attention of many management scholars. Given that previous studies, in this field, are very diverse in terms of approach, method, focus, and findings and each researcher has looked at this issue from different viewpoints, it is necessary to integrate previous studies and provide a more comprehensive understanding of the main concepts and conceptual framework. In this research, by reviewing the published articles from 1997 to 2020, using the meta-synthesis method, a conceptual framework has been presented in order to summarize the state of art knowledge of dynamic organizational capabilities. Accordingly, dynamic capability drivers (which include environmental dynamics, organizational processes, organizational resources, and the individual and behavioral characteristics of the manager) affect the dynamic capability components (such as opportunity perception, opportunity capturing, opportunity creation, communication, flexibility, and the ability to reset and update capabilities (leads to improved performance and competitive advantage for organizations.

The cooperation of any industrial production network with foreign partners, more than competitiveness, depends on their operational capabilities. This article sought to answer two questions choosing a qualitative-exploratory approach; what are the operational capabilities to join the global production network, and, what is the structure of operational capabilities? Data collection sources include autoparts industry experts who were selected in a judgmental and purposeful manner; 3 firms were chosen based on their presence in the global supply network. Data analysis was performed using thematic analysis. The case studies have been analyzed from the establishment to the present situation to identify operational capabilities related to the requirements of global automakers. The results are presented narratively so that the case studies lead to new theorems. Based on the results, operations continuity skills are labeled as operational routines, and growth and development skills are labeled as search routines. Routines are divided into categories of capabilities which lead to the deepening of routines through the learning process. Improvement capabilities include continuous improvement, management commitment to quality, and process management. Also, Growth and development-related innovation capabilities include multifunctional product design, equipment and process development, and the search for new technologies.

Given the development of smart retail in the business environment, the acquisition of smart technologies by retailers seems inevitable, and in this regard, the choice of these technologies in the retail industry is influenced by the characteristics of technology and organizational capabilities. This research has been conducted with a mixed exploratory approach to identify intelligent retail technologies as well as the requirements and factors affecting the selection of these technologies in Refah chain stores in Shiraz. In the first part of this study, by a systematic review of the background, intelligent retail technologies and their selection factors were identified, and then, based on the opinion of experts, the technology selection criteria were weighted with the best-worst technique. Finally, the identified technologies are prioritized based on the mentioned criteria and using the TOPSIS technique, and as a result, 26 criteria (in 7 areas) and 23 intelligent technologies were identified. Therefore, the ability to provide information to the customer, the impact on the convenience of customer selection, technology costs, and the IT infrastructure of the stores have been presented as the most important factors in choosing smart technologies. Also, smart display technologies, interactive information terminals, mobile applications, digital signage, and electronic shelf labels were identified as the best options for smartening Refah Chain Stores.

Selection of appropriate technology is one of the most effective factors in agricultural mechanization. It is unavoidable to pay attention to transfer of technology in parallel with R&D, since there are many difficulties in the agricultural mechanization; e.g. the gap between technical and applied knowledge in the production of new technologies; obstacles in the commercialization and mass production of scientific findings, as well as the necessity of comprehensive macro-planning. In this study, effective criteria and sub-criteria in the process of transfer of technology of agricultural mechanization have been identified and ranked using Demetel method and network analysis. The results show that the degree of effectiveness and efficiency of technology transfer stages, including technology selection and acquisition, adaptation, absorption and application of technology, and technology development and dissemination, are equal to each other. Regarding the selection and acquisition of technology, the choice of supplier and the choice of transfer method have the greatest impact. Also, economic, policy and social sub-criteria and human capital development, guarantees and policies to guarantee goods and market position and credibility have been identified as sub-criteria and criteria. The ranking results show that job creation, compliance with national technological policy and research and development are the most effective criteria in the process of transfer of technology in agriculture.