INNOVATION MANAGEMENT IN DEFENSE ORGANIZATIONS
Year:2019 | Volume:2 | Issue:3 |Papers Count:6

The importance of the front-end phase as a strategic step in ensuring the success of collaborative based innovation projects has distinguished by many scholars and policymakers in advanced countries. According to the experts in this field, front-end phase is not only a vital factor for the success of the project, but also plays a crucial role in optimizing the resources. In spite of providing several models in this area, there are still some uncertainties about the factors affecting this stage, especially in managing collaborative based project. On the other hand, by examining internal research it can be concluded that little attention has been paid to this issue either in the field of research or implementation. Accordingly, in this study, it was tried to introduce a framework for identifying the influential elements, as well as introducing it as an important factor for project management. Regarding this issue, by using systematic review methodology, 105 related studies in this area were identified during the period 1993-2017 and 60 studies were selected as a sample. The findings were presented in five categories: "internal Factors", "Inter-Organizational Factors", "Essential Activities", "contextual Factors" and "Results".

Background and purpose: With regard to the enormous environmental capacities that exist in our country that due to the very diverse climatic and ecosystem characteristics, sustainable jobs plans and environmental entrepreneurship can play a key role in supporting of national labor and production and accelerate move towards a more green and sustainable economy. The purpose of this study was to identify the affecting factors on employment employment with sustainable entrepreneurship approach in the agricultural sector in the2018 year is done. methodology: The research was of exploratory blend type and the data were collected in the qualitative section by conducting an interview with 10 experts in the field of agriculture and in the quantitative part with the distribution of 150 questionnaires among the experts in the field and then with the help of Atlas. T and Amos software were analyzed. Findings: Research findings show that structural and institutional factors, economic, social and cultural, environmental, educational and technological factors affect employment with sustainable entrepreneurship approach in agricultural sector. Environmental factors have the highest and educational factors have the least impact. Conclusion and result: Sustained entrepreneurship as a new approach to agricultural employment will not only lead to self-sufficiency in this sector, but the benefits of this innovative approach can lead to economic growth and prosperity by increasing agricultural production and Exports of agricultural products.

Today, intangible capital, like intellectual capital, has created value and competitiveness in various fields of organizations. Many of the components that have an impact on this important capital have been identified. But knowing the priority and importance of each of these components can enable the strategists of the organization to take into account strategies and policies, prioritize and prioritize activities, and make the organization more and more in line with Achieve its goals. Hence, in this paper, identifying and prioritizing the components of intellectual capital by means of a group-based fuzzy hierarchical analysis technique in technology-based organizations has been studied. Initially, with the help of the literature of the subject as well as conducting interviews, the dimensions and key components of intellectual capital of the technology organizations were measured. Then, the paired comparison questionnaire was designed for the components and the comments of 34 knowledgeable experts have been used. The results indicate that the intellectual capital of the technology-oriented organizations consists of three human, structural and social capital; the funds themselves consist of a total of 8 dimensions and 22 components. The results of the prioritization of the components also showed that the components of human capital are of the highest importance in the technology-oriented organizations, after which the components of social capital eventually become components of structural capital

Background and Aim: Considering the role of the proactivity of managers in improving the organization's performance in dynamic situations, the purpose of this research is to present a model for the proactivity of police officers based on their individual characteristics. Methodology: Research is objective, developmental, and in terms of nature, descriptive-survey. The statistical population of the research includes academic and organizational experts. Data were collected using two questionnaires. Fuzzy inference system was used to design the research model using MATLAB software. Results: Regarding to the fact that the score of personality traits is 8. 8, internal motivation is 4. 7 and behavioral characteristics 8, the definite score for the manager's proactivity is 8. 72. Conclusion: Internal motivation, personality traits and behavioral characteristics were identified as individual attributes of the proactivity of police officers. The severity of these factors is directly related to the managers' proactivity intensity. Personality traits have the greatest impact on the proactivity of police officers.

Purpose: In order to gain competitive advantage and better performance, despite focusing on current requirements of customers firms should discover and meet the future demands. Therefore, ambidexterity should be considered as an essential factor in gaining competitive advantage. On the other hand, the combination of two factors of dynamic capabilities and entrepreneurial orientation can lead to innovation and, ultimately, better firm performance. In the study, the effect of entrepreneurial orientation and dynamic capabilities on firm performance with mediating role of innovation ambidexterity was investigated. Methodology: The present research is purposeful, applied and in terms of nature and method of data collection, descriptive-correlation. The statistical population of the research is production of protein products, canned meat and non-meat products in IRAN. sampling method is unpredictable and available and the data collection tool is a questionnaire. 80 managers were analyzed as samples. Data analysis was performed using the structural equation method by Smart-PLS software. Funding: findings show that ambidexterity has a significant effect on firm performance, entrepreneurial orientation and dynamic capabilities have a significant effect on ambidexterity. Also, role of ambidexterity mediation was confirmed in the impact of entrepreneurial orientation on firm performance. But the role of ambidexterity mediation was not confirmed by the impact of dynamic capabilities on firm performance. Results: To start ambidexterity, dynamic capabilities and entrepreneurial orientation should be taken into consideration. In other words, when a company has dynamic capabilities and flexible capabilities, Person is allowed use its own judgment to divide time between exploitative and exploratory activities.

Field and objective: In terms of the dynamic situation existing in organizations, the condition of survival, flexibility and innovation is greater. One of the important and important prerequisites that must be taken into account in the organization is the move towards a transformative organizational performance. Because transformational leadership provides the context for the organization to adapt to its environment and agility. The purpose of this study was to identify the key criteria in this regard and to investigate the relationship between them. Methodology: The methodology of the present study is a descriptive-survey method and simultaneous quantitative and qualitative data are used to address the main objective of the research. Data analysis was done using SPSS software and Lisrel software. Findings: At first, by examining the results of completed questionnaires, each of the effective factors was identified and then analyzing the data and examining the relationships between them. Conclusion: The results of the research indicate that all of the major items extracted from the research literature and the interviews conducted with experts and experts in this field have a significant relationship with transformational organizational performance. In this regard, the components include individual, group, organizational, functional, creative atmosphere and innovation, designing an organizational performance management system, institutionalizing the information system of organizational performance, evaluating and monitoring, and individual, group, and organizational implications.