JOURNAL OF TECHNOLOGY DEVELOPMENT MANAGEMENT
Year:2021 | Volume:9 | Issue:2|Papers Count:8

In the oil industry, most downhole drilling pieces of equipment are considered complex product systems. During the last decades, the National Iranian Drilling Company has made considerable efforts to acquire knowledge and technology of manufacturing related to directional drilling and reserves evaluation equipment. In this regard, this study uses the qualitative case study research strategy to examine the stages of technological capability formation for the production and development of diversion drilling equipment in this company during 27 years (1992 to 2019). According to the research findings, the company has achieved the necessary technological capabilities to manufacture equipment, despite the limitations in international cooperation. Also, these capabilities have been formed in three stages: 1) cooperation with foreign firms,2) purchasing, installation, and exploitation of the imported equipment,and 3) independently manufacturing by developing an innovation network.

For resource-based economies like Iran, the the most important way to end the oil-dependency era is technological development. Therefore, the present study examines the technological development and catch-up trajectory of Iranian E&P companies in the field of EOR through experience-based and research-based learnings, with the mediating role of technological capabilities. In the first stage, considering the nature of knowledge and technology in EOR industry, it was examined that which mode of learning is more applicable in this industry. Then, by means of Thematic Analysis and through reviewing the most reliable sources, the relationship between modes of learning, types of capabilities, and types of technological catch-up were investigated in one framework to determine the technological path from learning to catch-up. In the second stage, with a case study of two Iranian E&P companies, their catch-up stages were studied. The research findings show that the first company has followed the path-following pattern by accumulating operational capability level through experience-based learning mechanisms, and the second company has followed path-creating pattern by adding research-based learning mechanisms and accumulating innovative capability.

Latecomer firms have a significant technological gap with their international competitors. To fill this technological gap, these companies have to follow the path of technological catch-up. For technological catch-up, the latecomer firm needs to acquire new capabilities or upgrade its existing capabilities in each of the of the catch-up steps. Existing research background introduces higher-order/ dynamic capabilities as a factor in creating or upgrading firm capabilities in 4 steps: 1. Sensing, 2. Learning, 3. Integrating, 4. Coordinating. At each stage, several mechanisms must be used that have been neglected in previous research. This study intends to identify these mechanisms by separating the steps for the path from the level of duplicative imitation to the level of creative imitation through a case study in the country’, s automobile industry (in Iran Khodro). For this purpose, semi-structured interview tools and theme analysis methods were used, and 11 technological capabilities and 20 mechanisms for capability development were extracted. Among them, 4 mechanisms were in sensing stage, 8 mechanisms were in learning stage, 3 mechanisms were in Integrating stage and 5 mechanisms were in Coordinating stage. The final results were drawn as a conceptual model and approved by a panel of experts.

The focus of this study is on how the technological capabilities of the latecomer firms accumulate in the catch-up process. Literature study suggests that no comprehensive and integrated model specifies the technological capabilities of each catch-up phase. Therefore, the present study aims to fill this research gap. The main contribution of this study is to identify the dedicated technological capabilities in each catch-up stage. By comparing and combining the current findings in the literature during the years 1980 to 2018 with the meta-synthesis method, the following question is investigated: “, What are the technological capabilities at each phase of the catch-up process? ”,The main findings of this study include summarizing the technological capability definitions, introducing the main pillars of technological capability conceptualization, collecting various typologies of technological capability, comparing different phases of the catch-up process, extracting the hierarchical structure of technological capability, and assigning each technological capability to its dedicated phase. Given the findings of this study and the specific contextual conditions of the firm, managers can customize this framework for improving technological capabilities. This firm-specific roadmap specifies which technological capabilities should be developed and upgraded at which time frame.

This study aims to analyze the current technological status of the steel industry in Iran. It studies the factors affecting the failure of technological catch-up in the steel value chain and provides appropriate policy solutions for the development of this industry. To attain this aim, the paper chose the qualitative methodological strategy. The data were collected through semi-structured interviews with 21 experts in Iran’, s steel industry and then, a qualitative content analysis method was applied to analyze the interviews. Then, the most important and effective factors were determined by mobilizing a focus group consisting of 5 Iranian steel experts. The findings show that the most important barriers to successful catching up, divided at three levels of national, sectoral, and enterprise analysis. The most important factors, according to the focus group, are weakness in research and development, international constraints, complex and timeconsuming bureaucracies in receiving support, the weak constructive interaction between actors and finally, the dominance of some unauthorized institutions in the steel value chain. Finally, the focus group recommended some policy solutions of which the most important ones include 1. To invest in the development of sustainable technologies with appropriate pricing on energy, 2. To supply, coordinate, and manage the resource to eliminate the monopoly of some suppliers and to improve the supply relationship and promotion of supplier-producer, 3. To establish intermediary institutions and the centers to train skilled workers with technological knowledge and injection into various sectors of industry, and 4. To use of Iranians educated abroad in related fields and specialties.

The defense industry of Iran has developed the technological capabilities required by its various departments during the technological catch-up process, which in some cases, has led to the elimination of the existing technological gap and the increase of Iran’, s competitiveness in the field of defense. However, a successful technological catch-up requires the identification of critical factors in various defense industries, such as the marine industry. In this regard, the purpose of this research is to identify and explain the critical factors of technological catch-up success factors in the marine industry of the defense sector. In this exploratory and qualitative research, first of all, regardless of the specific industry or field, the vital factors of technological catch-up have been extracted from the theoretical foundations and research background. Then, using the grounded theory strategy and relying on interviews with experts, the findings of the first step are examined in the marine industry of the defense sector. Accordingly, the critical success factors of the aforementioned industries, consist of supporting industry and domestic production, strengthening the role of skilled human resources, formulating appropriate laws and regulations, spreading the culture of self-confidence, strengthening the technological capability of the defense industry, promoting formal learning, strengthening the role of ownership, and strengthening the role of research centers

Following the financial crisis of 2008, the newly industrialized countries have re-emphasized to pursue catching up strategy to attain industrialialization. In this strategy, the goal is promoting technological and innovative capabilities on the one hand, and improving competitive capabilities on the other. This study evaluates the technological and competitive capabilities of Iranian plastics companies to provide a clear picture of these companies and their obstacles to catch up. For this purpose, a questionnaire was completed to evaluate 55 companies in the top rankings based on 12 elements, followined by the semi-structured interviews. The analysis showed that strengths of Plastics companies are capabilities of process engineering, project execution, and linkage. However, their weaknesses is quite evident in complementary capabilities even preinvestment and learning capabilities. Afterward, those companies were classified into three groups of imitators, creative imitators and innovators by clustering method, investigating their distinctive characteristics. The paper concludes the lack of adequate complementary capabilities stands out as a key obstacle in the process of catch up.

Technological development in the manufacturing is an important factor for the development of the less developed regions. One of the challenges to which these regions are now facing is inability to accept the technological change and to catch up with the developed regions. In the last 20 years, there were many programs to help these regions to catch up, yet, most of them has been failed. This paper aims to propose a policy framework for the technological catch up of the manufacturing sector. The seleceted research method is macro-case study by which 12 provinces are examined. Based on the results of this study, five types of policies (resource orientation, institutional and legal structure, market, financing and learning and technical knowledge flow) and fifteen key policies have been identified under policy framework.