فصلنامه مدیریت توسعه فناوری
سال دهم شماره 2 (تابستان 1401)

Emerging technologies are drivers for scientific and economic leaps. Due to their characteristics, their development requires cooperation with domestic and foreign research networks. One of the appropriate strategies for acquiring this type of technology is to use an open R&D approach. Identifying executive and management challenges beforehand is a requirement for the effectiveness and efficiency of this method. This paper aims to identify and weigh the challenges of an open R&D approach for the acquisition of emerging nanotechnology technology in Iran. After performing library studies, 29 challenges were extracted from internal and external sources. During the three staged surveys conducted by the fuzzy Delphi method, 25 challenges were selected in three categories (internal, external, integrated) and by weighed Shannon entropy method, a comparison study was made with six related studies. Finally, some strategies were advised. Findings indicate the importance of the challenge of "lack of protection of intellectual property" and the identification of four challenges of "maintaining a balance between R&D cooperation, internal and external, inability to control, lack of convergence of research, strategy inconsistency" that less research has addressed.

In recent years, the open innovation paradigm has been highly regarded by leading and innovative companies, and the use of its solutions, such as venture capital and crowd funding, has become part of the business model of such companies. Digital businesses as the main origin of start-ups (as well as startups) and also due to the high level of technology and knowledge and extensive use of IT-based infrastructure are highly interested and prone to implement open innovation strategies. But the success of these businesses in open innovation requires attention to the factors that lead an organization to succeed in implementing open innovation. However, little attention has been paid in the research background, especially in Iran, to the organizational factors affecting the success of digital businesses in innovation. Therefore, the present study intends to identify the most important organizational factors affecting the success of open innovation in these businesses by conducting a field study in the digital business ecosystem. For this purpose, after a comprehensive review of the research background and initial identification of effective factors, a survey was conducted among digital businesses and experts in this field and the obtained data were analyzed using heuristic factor analysis and confirmatory factor analysis. Were located. The research findings show that business model, business intelligence, internal and managerial processes and networking are the organizational factors that have the greatest impact on the success of open innovation in the digital business ecosystem.

The concept of innovation is always one of the important concepts in management. In recent years, innovation models have made considerable progress, the most recent of which are innovation based on information technology and open innovation models. The use of these new models in the banking industry, which is known by concepts such as intense competition, dynamism and complexity, is more necessary due to the lack of conceptualization and explanation of what it is and how to use it, and this issue will facilitate the promotion of innovation in providing banking services.Therefore, the aim of the research is to design a new model based on open digital innovation in the banking system. For this purpose, with semi-structured and in-depth interviews with a sample of 15 elites, the conceptual model of digital innovation was extracted. The findings of the research showed that open digital innovation in the banking industry is taking advantage of the experiences of all stakeholders by using information and communication technologies. On the one hand, it is affected by several factors such as; The comprehensive program of the country's banks, governmental pressures, technological changes are affected by the advancements of information technology and the issue of cyber security, and on the other hand, it causes profitability and the creation of a sustainable competitive advantage.

Nowadays, there are hundreds of mobile apps on digital stores with users having quick access to most of them; therefore, developing an app is more difficult, costly, and dependent on users' tastes than ever. Because of that, it is crucial to extend the firm's boundaries for open innovation, especially with the help of the end users. However, there are still a few studies on the specific field of mobile app users. Therefore, this paper attempts to explain how to engage users in a user-centered open innovation process for mobile games -as one of the essential categories of app- development. For this purpose, a multiple case study on four successful Iranian mobile games including "Quiz of Kings", "Amirza", "Menchers", and "PerCity" has been conducted. The results show that the users can take different roles in the creativity, production, testing, and deployment phases. They participate in a larger share of content generation and virality of games. In general, the results of this paper can contribute to a better understanding of the potential value of co-creation with users to enhance product development.

In recent years, due to significant changes in the business environment, most large and small firms have been forced to create asymmetric technological collaboration with each other. Although studies have been conducted in this area, most of them lack an ecosystem approach to identifying the actors involved in the process of collaboration and their role, as well as previous studies focusing on developed countries. Therefore, the present study seeks to explain the ecosystem of asymmetric technological collaboration between large industrial firms and small knowledge-based firms in the field of nanotechnology in Iran (as a developing country) through the case study method (8 cases). Data were collected through interviews with representatives of the parties and other stakeholders involved in the collaboration process, as well as a review of relevant documents. Data analysis (Thematic Analysis) led to the extraction of maps and key players and their roles in the asymmetric technological collaboration ecosystem. The most important contribution is explaining asymmetric technological collaboration between large and small knowledge-based firms in the innovation ecosystem, as well as identifying essential roles such as stimulator of large firms and trust builder.

Solution networks refer to a relationship of actors who are connected to each other with the aim of integrating their resources to co-create value through solutions. Value co-creation is one of the key issues in the continuation of the implementation of innovative software solutions in these networks. The purpose of this research is to present a value co-creation model in business networks based on customer solutions in software companies. This research was conducted with a qualitative data-based method. The research data was collected through semi-structured interviews with 36 experts in Iran's software industry. The data were analyzed through three stages of open, central and selective coding, according to which 93 concepts were obtained in the form of 16 main categories. The findings of the research show that the alignment of employees and managers with network goals, transparency of customer processes and resources, the quality of provider resources and knowledge of the business ecosystem create value co-creation and conditions such as long-term partnership, Internal configurations, documentation and feedback, management of changes and uncertainties, and protection of intellectual property are also effective. Based on the results, value co-creation is not only an inseparable concept with solution business networks, but also requires a kind of strategic alignment at the level of some joint activities between the provider and the customer.