INNOVATION MANAGEMENT IN DEFENSE ORGANIZATIONS
Year:2021 | Volume:4 | Issue:2 (12)|Papers Count:6

Background & Purpose The aim of this study was to use statistical method the meta-analysis in order to analyze the results of research conducted in the field of meta-analysis of antecedents of organizational ambidexterity. Methodology The present research is descriptive in terms of purpose, The type of use, functional and in terms of data type, research is quantitative, The statistical population the study included related internal and external articles from 2003 to 2019. 43 cases of non-randomly sampling target method were analyzed as imported samples. Selected studies were analyzed using CMA2 software (comprehensive meta-analysis software). Findings Among the antecedents of organizational ambidexterity, 11 have an effect size greater than (0. 5), 7 cases have an effect size between (0. 25) to (0. 5) and 3 cases are less than (0. 25). In other words, the variables the organizational structure, shared vision, strategic goal, human resource management, market orientation, competitiveness, organizational memory, entrepreneurial orientation of the organization, integration of management team behavior and environmental complexity had the greatest effect. Also, the variables of environmental dynamics, environmental changes, organizational culture, organizational intelligence and environmental complexity have the least effect. Also, the size of the stochastic combined effect the reviewing the meta-analysis of organizational ambiguity antecedents is equal to 0. 573. This effect (r) is evaluated at a high level. Conclusion Making effective changes in variables with high effect size, It can create a balance in the field of exploration and exploitation in the organization and increase the profitability and performance the organization.

Background & Purpose Given the characteristics of the missions assigned to defense organizations and the characteristics of future wars, the agility of logistics systems will play an important role in the effective performance of missions. Therefore, the purpose of this study was to investigate the influential factors on agility of defense logistics. Methodology This research is applied in terms of purpose and in terms of nature and method is descriptive-survey, and the statistical population of the research is the logistics managers, experts and staff of a defense organization. In this study, the judgmental sampling method was used and the sample size was calculated based on Cochran's formula, 158 people. To collect information, mainly the field method and a researcher-made questionnaire were used, the validity and reliability of which were confirmed. Data analysis through one-sample t-test, one-way analysis of variance and Friedman and confirmatory factor analysis SPSS and LISREL softwares was done. Findings The results indicate that leadership and management, knowledge-based organization, strategic factors, human factors, human relations management, technological factors, structure and organization and customer orientation affecting the agility of defense logistics, respectively. These factors are not in a good position in defense logistics. Conclusion Purposeful and priority investment based on research findings in modern logistics management will improve the mobility, agility and productivity of defense logistics systems.

Background & Purpose The lack of coherent and comprehensive knowledge about business model innovation drivers in order to design innovative business models has led to challenges in the development of knowledge in the field of business model innovation. The purpose of this study was to determine the drivers of the business model innovation coherently and harmoniously based on the type of theoretical perspective and levels of analysis. Methodology The present study was conducted in a systematic review based on the last 20 years and three-step process of Turnfield et al (2003). To achieve these goals, 160 related articles published in peer-reviewed journals were selected as the research sample and analyzed using qualitative research method based on thematic analysis. Findings According to the research findings, the drivers of business model innovation consisted of organizational activities, Organizational characteristics, External Stakeholders and so on are an integrated framework derived from the existing works on the drivers of an business model innovation and with in-depth analysis of theoretical perspectives on strategic management, organizational studies, entrepreneurship and marketing and levels of analysis of individual, team, firm, network and the institution has been completed. Conclusion The present study consistently identified the information in the field of business model innovation drivers and discussed this information in a categorized manner. The results of the research will help organizations to understand the required drivers of the model and design the model accordingly before they try to design an innovative business model for their organizations.

Background & Purpose Commercialization of high-technology entrepreneurial ideas is one of the components of the innovation process. However, there is a major study gap in identifying the model of dimensions and components of commercialization of high-technology entrepreneurial ideas. The purpose of this research is to identify this study gap. Methodology The study applied the meta-synthesis method of Sandelowski and Barroso by conducting a systematic review of 27 related articles to the purpose of the research among 340 articles. The final papers were selected based on the inclusion criteria. The validity of the research was confirmed according to the inclusion criteria, holding meetings by the research team, using an expert, and auditing the whole process for theoretical consensus. Reliability was also determined through Critical Appraisal Skills Programme. Findings Commercialization of high-technology entrepreneurial ideas contains three dimensions as the process of commercialization of high-technology entrepreneurial ideas (including components of the research and development phase of high-technology entrepreneurial ideas, the production phase of high-technology products, and the supply phase of innovative high-technology products in the market to create value), strategies for commercialization of high-technology entrepreneurial ideas (including components of localization, internationalization, knowledge transfer, technology transfer, and open innovation), and the business model to commercialize high-technology entrepreneurial ideas (including components of startup, partnerships, and franchising). Conclusion This model can be used to meet the challenge of entrepreneurs in transforming high-technology entrepreneurial ideas into innovative products and economic returns.

Background & Purpose Improving defense readiness, improving human resource infrastructure and developing a culture of learning and innovation are among the basic requirements of defense organizations. For this purpose, the present study aims to provide a model for improving organizational learning culture at the University of Aeronautical Engineering. Methodology The present study is an applied and explorative mixed method based. The statistical population of the study in both qualitative and quantitative stages included the faculty members of the University of Aviation and the statistical sample was selected by purposive non-probabilistic sampling. In the qualitative stage, 6 people and in the quantitative stage, 10 experts were used. In the present study, content analysis and MAXQDA software have been used to analyze qualitative data. In the quantitative part, Dematel-Ism method has been used to determine the degree of effectiveness and efficiency and to present the final pattern of improvement. Findings The final model of eight levels of systems thinking, safe work environment, reward, risk-taking and communication as influential factors and leadership factors, knowledge creation and sharing system, education, encouraging cooperation and group learning, futurism, strategic emphasis on outside the organization, common goals, Pragmatism, discretion and excess organizational capacity are formed as effective variables. . Conclusion The criterion of systemic thinking in the eighth level and the most effective criterion and organizational surplus capacity, encouraging cooperation and group learning and the system of creating and sharing knowledge were recognized as the most influential factors. Accordingly, managers should pay attention to the relationships between variables in the process of creating a learning culture.

Background & Purpose Innovation ecosystem is a network of communications and interactions among actors who, in collaboration with and sharing knowledge, technology, skills and resources, enhance their ability around an innovation. Considering the importance of understanding this issue, this research seeks to interpretive structural modeling of innovation ecosystem in insurance industry. Methodology This research is exploratory in terms of purpose and In terms of type of use, it is an applied research and qualitative method based on interpretive paradigm has been used. Theoretical foundations were used to identify the factors affecting the innovation ecosystem, in the next step after the formation of structural self-interaction matrix, the research data were collected by referring to 30 experts and analyzed using Mick Mac software. Findings Based on the dimensions of "guiding power" and "dependency", "creating good governance" as a governance umbrella and macro leadership, "university-industry-insurance link" as trans-organizational interactions, "strengthening marketing and competition in the market with a focus on insurance services" and "developing the platforms and substructures of the insurance industry" are at the eighth level as key independent variables such as the foundation stone of the model. Conclusion In order to create and develop the innovation ecosystem, policy makers and managers of the insurance industry should prioritize the dimensions of the eighth level (good governance, university-industry-insurance link, strengthening marketing and competition in the market and developing the substructures of the insurance industry).