Industrial Technology Development
Year:2020 | Volume:18 | Issue:39|Papers Count:6

The increasing changes and complexities along with the intense competition in today's business environment are largely due to the rapid growth of technology. Knowledge and technology-based companies that are responsible for creating such situations are also at risk. For this purpose, this research is studying the impact of technology management on business performance through the mediating role of competitive capabilities in knowledge-based firms. The statistical population consistes of managers and assistants of knowledge-based companies that are fully developed and are located in in Isfahan scientific and technology town; Eighty-six companies were selected for available sampling. The research method was descriptive-survey, data were collected through electronic questionnaire and analyzed using structural equation modeling. The results showed that technology management has a positive and significant effect on competitive capabilities, and competitive ability has a positive and significant effect on business performance, but the effect of technology management through direct route on business performance is not significant. In conclusion, an important finding is that technology management can have a positive and significant impact on business performance through the mediating variable of competitiveness. According to the findings, it can be concluded that if technology management in knowledge based companies is carried out in a principled manner, their competitiveness and consequently their competitive position will be improved, and thus achievement optimal business performance will be possible.

By using the employees’ views of the Melli bank of Mazandaran province, this research has investigated the effect of strategic emotional intelligence on technological capability, technological knowledge management, and organizational development of them. Due to the research objectives, the statistical population includes employees of the bank. According to Cochran Formula and by using simple random sampling method, 314 questionnaires were distributed among the employees. The obtained data was analyzed using SPSS and Lizrel software. The data gathering tool in this research was a standard questionnaire distributed among employees of the Melli Bank of Mazandaran province. The questionnaire designed in this research was provided to a number of professors and experts in the field of business and banking management to validate the content. Its reliability was also calculated using Cronbach's alpha test. The coefficient obtained from the questionnaire showed a high and acceptable reliability. The result of the research hypotheses test showed that strategic emotional intelligence has a positive and significant effect on technological capability, technological knowledge management and organizational development of the bank employees.

Background and Objective The world of industry is undergoing tremendous changes. Therefore, business leaders and executives need initiatives such as quality management to save their organizations and achieve success in order to lead them on this difficult and endless path. The present study seeks to conceptualize soft quality management based on the phenomenological approach and the use of the triaxial model to further reveal the capabilities and applications of this concept. Better understanding and rediscovering the phenomena associated with quality management will lead to greater success in implementing quality management systems. Methodology This study is classified as descriptive research in terms of purpose, developmental one in terms of its method. Data were collected and analyzed using snowball sampling and reliance on a pre-determined interview design. Results The analysis of soft quality management based on the trilogy model can provide the guide lines for better understanding of soft quality management, extracting new components from this concept, and help to more closely examine the existing and desirable status of this emerging organizational phenomenon. Since the phenomena associated with the human factor are dynamic and intertwined, then it is not appropriate to provide the foundation and prescribe it to various organizations without consideration; so the analysis is useful from three perspectives of content, context and structure.

The purpose of this study was to investigate the role and effect of customer capital factors in identifying and developing entrepreneurial opportunities of Kerman Khodro Company in 1397. The statistical population of the study was 130 people from whom 97 ones were considered as sample size by simple random sampling method. The research tool is a researcher-made questionnaire. After distributing and collecting the questionnaires, the information was analyzed and the hypotheses were tested using the structural equation modeling method, and with the help of Smart Plus software, the measurement and structural sections were performed in two parts. In the first part, the technical characteristics of the questionnaire including reliability, convergent validity and divergent validity specific to PLS were examined. In the second part, the significant coefficients of the software were used to study the research hypotheses. Finally, research findings confirmed the impact of customer capital and its dimensions, including the value of company-owned privileges, relationships with people and organizations related to customers, market share, retention or loss of customers, and net profit per customer on identifying and developing entrepreneurial opportunities in the community under study.

Social capital is a valuable asset for companies that is derived from the resources available through the buyer-supplier relationship. Many studies have examined the cognitive, communicational and structural measures of social capital on some of the performance indicators. But less study has examined the impact of technology uncertainty as a mediator variable. This research is an applied one in terms of purpose, and a descriptive-survey in terms of data collection. The population under study includes employees of Kalleh Company. The standard questionnaire was distributed among 375 staff as available sample. The collected data were analyzed using Smart-PLS software and the hypotheses of the research were analyzed using structural equations modeling. The results showed that cognitive, communicational, structural capital, and customer relations have a positive and significant effect on the strategic performance of Kalleh Company.

The prevalence of a pervasive crisis such as Coronavirus threatens the survival of manufacturing companies, especially the industry sector, on a global scale, that results in devastating social and economic consequences for the production sector. In the present paper, we investigate the crisis response strategies and solutions during the Coronavirus crisis in the production and industry sector and recommend some strategies for the production sector in Iran. According to the latest national and international reports, the Coronavirus crisis response strategies in the production and industry sector have been extracted from the reports (McKinsey Consulting Group, Economy in the Time of COVID-19 Book, Report presented by Dr. Delavari from the Faculty of Entrepreneurship, University of Tehran, etc. ). Therefore, the descriptive analysis and content analysis were used for the present research. Considering the content analysis, about 10 important and key reports were investigated and 7 important classifications in the crisis response strategies section in the production and industry sector were presented. These 7 classifications include damage to the production and industry sectors, triple blows to the production sector, a framework for the strategic crisis measures program, production business resilience strategies, and crisis response strategies. Accordingly, 4 strategies are of significant importance in the time of crisis, including retreat, perseverance (endurance), innovation, and exit strategies. Being aware of these strategies and responses will have implications for both managers and strategy researchers.