چکیده:
In any country the national innovation system and research and technology organizations are responsible for creating and supporting technology development. These organizations include universities, industrial and governmental organizations which create an infrastructure for development of science, technology and innovation. This article studies and presents the case of internal success factors of a research and technology organization in Iran, ACECR. After reviewing the literature, we interviewed experts and developed a model of success factors for ACECR. Research data is analyzed using factor analysis and structural equation modeling.
خلاصه ماشینی:
(1998) at the University of Brighton, in a study titled "Strategic Planning in Research and Technology Institutions," through an in-depth case study of nine successful research and technology institutions in different countries around the world, including IPA (Germany), IVF (Sweden), Pera (Britain), BMI (USA), KIST (Korea), ITRI (Taiwan), SISIR 5 (Singapore), HKPC (Hong Kong) and CITER (Italy), consider the intra-organizational factors affecting the success of these organizations to include leadership, strategy, structure, core capabilities, project management, human resource management, communication, and technology searching.
Given the above discussions, the intra-organizational factors affecting the success of research and technology organizations can be considered to include the components of human resource management, leadership, structure, strategy, organizational culture, knowledge management, technology searching, project management, effective organizational communication, quality management, intellectual property management, and the development of core capabilities.
In this research, by reviewing the views of Liu, Lu and Shi (2003), Dess, Lampkin and Taylor (2004), McNaughton, Osborne and Emmer (2002), Fahey and Smith (1999), Brazel, Dueney and McGlynn (1998), Machado (1997), and Parahelad and Hemmel (1990), the following four indicators were incorporated into the conceptual model as indicators of this component: investment in resources and capabilities that provide access to diverse and extensive markets and enhance competitiveness for the organization, investment in resources and capabilities that cannot be easily imitated by competitors, investment in resources and capabilities that create new products and services for customers, and investment in resources and capabilities that are value-creating for customers.
(
, 
, 
)
