فصلنامه رشد فناوری
پیاپی 2 (بهار 1384)

Incubation has recently attracted increased attention as a model of start-up facilitation. Venture capitalists see incubators as a means to diversify risky investment portfolios, and would be entrepreneurs approach incubators for start-up support. Incubators face the challenge of managing both investment risks and entrepreneurial risks. More than a thousand incubators have been established in the last few years, most of them as regional business incubators. But new types of incubators are emerging. These incubators pursue different strategic objectives, apply different skills and competencies, and serve different markets. As a consequence, they have developed a new understanding of their sources of competitive advantage and business models. Based on 41 interviews with incubation and R&D managers, this paper outlines five incubator archetypes: the university incubator, the independent commercial incubator, the regional business incubator, the company-internal incubator and the virtual incubator. We describe a generic incubator business model, which is refined for different value propositions to customers and other major stakeholders. We conclude that whether an incubator is for profit or not, it should be run as a business. We also summaries some implications, for operational and strategic management of incubators, as well as policy and strategy consideration for universities, venture capital ties, municipalities, corporations and other parent institutions of incubators.

Using the methods, processes and businesses within the framework of production approaches and strategies, retention and revival of pioneer universities knowledge in the country, not only enables the conceptual, scientific and experimental resources of the faculty members and employees of those centers, but it is also a proper pattern for start-up university centers to benefit from the outcomes of knowledge generation and supply. Considering these aspects of knowledge management, introduces universities and higher education centers as the sources of production, creation and renewal of knowledge in the country. In this article, by elaborating the necessities, different types and resources of knowledge’s the enrichment and transfer approaches are being reviewed. Then, the improving knowledge creation strategies within the organizational capabilities of the universities that conduct to organizational learning of higher education centers, are being analyzed.

In the present world of business, Information Technology, as a modern technology, plays an essential role. On one hand, because of this essential role and the existence of large resources, the user organizations of this technology are faced with high level of risk, and on the other hand the rapid changes of technology and business environment; these factors, together, clarify the necessity of using effective and comprehensive risk management in the field of Information Technology. By conducting a general study over the identity of Information Technology and its related risks, in this article its been tried to provide and introduce a suitable framework for risk management in addition with IT use as a useful tool in the field of risk management.