Roshd-e-Fanavari
Year:2011 | Volume:7 | Issue:26|Papers Count:8

One of the problems in the developing countries industry is none productivity of imported technology transferred. The most important element of this, is the incompleteness of technology transfer phases and/or lack of usage of the proper technology transfer. Today, companies and developing countries in order to bridge the gap with developed countries in terms of innovation and creating competitive advantage, various methods are resorted. One of the most important ones is the transfer of new technologies through which they have been able to compensate much of the distance between them & the developed countries. Technology transfer is possible through different approaches which is determined by the condition of technology transferer and transferee (sender and receiver). But despite this method with its potential opportunities have some implicit threats i.e.if technology is not selected and transferred properly will result in big negative damages and effects.The technology transfer process consists of six major phases and in case of accomplishing all these phases successfully, commercialization of technology transfer will be possible. These six major phases are: selecting & acquisition, matching the imported technology transfer, absorbing the imported technology, applying the imported technology transfer, technology diffusion. We attempt in this investigation to assess the success of Azarab technology transfer industry and at the end we try to determine the best practices for technology transfer by use of AHP model.

Innovation is the capability of identifying opportunities and using their advantages. These opportunities are not just opening new markets but include the innovative processes and ways for existing markets. Actually, innovation is not just production of goods, and examples of innovation can be seen in the service sector and public and private sectors. Innovation intrinsically is a risky project and even developed firms cannot accept infinite risks. In fact, the question is not that if innovation should be done or not, but rather how this innovation can be successful and which feedback could be gained from its success and failure and reaching a pattern that can be applied in future activities.Always the main question has been "whether or not we can control and manage what is known as innovation". At first glance, it might seem that managing innovation is impossible and a complex process. But we believe that despite the uncertain and apparently random-nature of the innovation, it is possible to find an underlying pattern of success. Innovation is a "management" issue because there are decisions to be made about resources, disposition, composition and coordination among them. In this paper after expressing concepts of innovation and managing innovation, a conceptual model and its usage structure is presented in order to concentrate on key aspects of managing innovation. Next, creation and maintenance of an innovative organizational context will be discussed and finally a comparative analysis of managing innovation between Japanese and Korean firms will be reflected.

In the paper effective individual and behavioral characteristics of the new technology based firms' managers in a supportive environment such as Science and Technology Parkas and Technology Incubators are investigated and based on the results of the research, effective individual and behavioral characteristics for success of these managers and also their companies are presented. Also, in this study, researchers have tried to determine effective characteristics and indicators which are used in selecting and appointing the managers of such firms, and therefore improve the process of managers' selection. Sample firms are located in Khorasan Science and Technology Park (KSTP) which is one of the new supportive environments in the country. For this study, among the multiple personality characteristics and features, six individual and behavioral indicators were selected and highlighted which include: 1) confidence, 2) leadership abilities, 3) creativity and innovation, 4) participation and devolution, 5) human relationship skills and 6) internal control. Selection of these individual and behavioral indicators and characteristics are based on the results of the other researches and studies.After determining these characteristics through the review of literature, an evaluation questionnaire was designed and distributed to sample firms' managers and necessary information was obtained. By analyzing these results, the effective indicators and characteristics for success of managers were identified. The results shows that the first and sixth hypotheses of the research hypotheses are correct, i.e. confidence and internal controls are most effective indicators for success of these firms' managers.This research has not considered Employees' satisfaction.

Information is the driving force for today's knowledge economy and information systems are tools for information application. While numerous benefits of information systems are proven, substantial risk of failure is still burdening implementation of such projects. To reduce the risk, attention must be paid to critical success factors. After reviewing the relevant literature, success factors for the transfer of information system technologies are identified. Using such factors, this research evaluates and prioritizes them in the context of Pars Khodro and Saipa Auto Companies, as well as Sazeh Gostar Parts Co. in Iran. A questionnaire was administered among 32 IS/IT experts and consultants in those firms. The chosen firms have had experience with the transfer of information system technologies like MES and ERP. The proposed classification in this research divides critical success factors into three broad categories: organizational factors, tactical factors, and technical factors. Consistent with others' findings in the area of information systems, this research finds that the managerial, organizational and tactical factors dominate the technical aspect, and special attention to the former reduces the risk of failure associated with the implementation of information systems. As one of the primary objectives of this research, it has been found that the most important critical success factors in each category are: 1) Among organizational factors, the support and commitment of top management, and clear understanding of business objectives and organizational requirements are the most important; 2) Within tactical factors, effective project management and competent teams are critical; and 3) Among technical factors, adequate training, extensive organizational participation, and retention of skilled employees are important.

RTOs' missions are for technology development and carry out complicated commercialization processes. Commercialization of technological research findings is so costly for RTOs that they can not carry out commercialization process by themselves. In the other hand, industries which are in competitive environment, for sustainable growth require superior new products and technologies which enable them in competitive scope. Industries often have frequent financial and human resources and this leads to their advantage to commercialization process, because those assets provide possibility for adapting huge risk. The lost ring in this chain is the link between RTOs as the developer of technology and industries as the adapter of technology. Entrepreneurship could solve this problem by providing this lost ring and linking RTOs and industries. Corporate entrepreneurship is one of the entrepreneurship types and is defined as some entrepreneurship among the available corporate companies. Entrepreneurship looks for introducing new products and organizational systems in the scope of corporate. Entrepreneurship has five different kinds and each of them carries out entrepreneurship in its own style. Among these, Acquisitive and Opportunistic entrepreneurship have the highest fitness to enrich and enhance coexisting relation between industries and RTOs to commercialize technological findings.

In today's world, the key to the success of each organization is the Business Process. Therefore, it is important to have a strong interpretation of Business Process Management in organizations.Organizations have experienced that Business Process Management is strong investment to come across the environmental changes. Business Process Management is a holistic management approach focused on aligning all aspects of an organization with the demands and needs of clients. It promotes business effectiveness and efficiency while striving for innovation, flexibility, and integration with technology. Business Process Management attempts to improve processes continuously. It can therefore be described as a "process optimization process." It is argued that BPM enables organizations to be more efficient, more effective and more capable of change than a functionally focused, traditional hierarchical management approach. Business process management activities can be grouped into five categories: designing, modeling, execution, monitoring, and optimization. With respect to the fact that Business Process Management System automates all the processes in organizations, every solution ends up in Business Process Management System as the essential core of organizational systems in order to improve their performance. In this paper, different types of data related to a specific Process will be mentioned, then a solid model will be explained in order to coordinate the data with Business Process Management, afterwards Business Process Management System will be introduced. At the end, the harmony for Business Process Management and Strategic Management will be explained because compiling a suitable strategy and, more importantly, its proper implementation using the Process Management improves the organization performance and beneficiaries' satisfaction.

Nowadays, sophisticated technologies, such as Information Technology systems arise from new demands in case of technology perception. With increasing tendency in using Web-based technologies for ameliorating job performance, Information Technology systems act as a vital section in business operations. In the current research, results of organizational development pertaining to critical factors of web-based knowledge management effective transmission are concerned. Infusion and diffusion processes are evaluated by acceptance of effectiveness of web-based knowledge management technology in organizational systems. Incepted acceptance and transmission of Information Technology tools in the accepting system business processes, will not necessarily guarantee the change in taste of users and designers. It becomes obvious only at a time when IT systems cause changes. Once this technology is deployed, a need for acquiring and measuring integration arises; this claims that a need for diffusion level as a source of change exists. Each of mentioned processes, i.e. Infusion and Diffusion, are influenced by a set of constituents. In this study, we use experimental models of infusion and diffusion for web-based Knowledge Management technology. The change source in technology transmission is considered in this research. Also, some applicable advices are suggested for effective transmission of web-based knowledge management technology in organizations. This research is done to find out the factors affecting technology transmission and IT technologies acceptance. It tries to explore the procedures for facilitating a successful transmission of these technologies too.

Uncertainty about the supply chain and its various components causes demand variability in the length of chain in a way that as diverting from the final customer demand and actual orders, more fluctuation in amount of orders is observed and this can be followed by undesirable effects. This phenomenon is called Bullwhip effect. Several factors are involved in the occurrence of this problem for which some strategies to are listed. In this paper, first Bullwhip effect and what caused it in the supply chain are defined. Then, Key factors in reducing the effects in Auto industry using Survey are analyzed. Finally, with regard to the capabilities of electronic business, its role in confronting this phenomenon will be expressed. This Research is an Applied Research and a questionnaire containing 26 questions was used for the analysis. According to various aspects of creating Bullwhip Effect, partial sampling was used and a collection of experts in the field of inventory control, production planning and parts supply, sales, after sales service and supply chain management were surveyed.Calculated Samples are 171 experts. In this paper, The Mean Test is used to evaluate each hypothesis and finally Friedman's Test is used to assess being equal rank of Reducing Factors of Bullwhip effect.Innovative aspect of the research is observed in the study and identification of key factors in creating Bullwhip effect in supply chain and investigation of electronic business impact in reducing the negative effect.