Management faculty of Shahid Sattari Aeronautical University Innovation Management in Defensive Organizations 2676-7112 7 4 2025 01 20 Analyzing the Ecosystem of Innovation System in Military Organizations Analyzing the Ecosystem of Innovation System in Military Organizations 67 100 215131 10.22034/qjimdo.2024.467033.1693 FA Mohammad Hassan Kamfiroozi Research Prof. Faculty of artificial intelligence and cognitive science , University of Imam Hussein the Comprehensive, Tehran, Iran Yaser Ghaseminejad Assistant Prof. Faculty of management, University of Imam Hussein the Comprehensive, Tehran, Iran. Ebrahim Saberi MSc. Of Industrial engineering, Faculty of Engineering , University of Imam Hussein the Comprehensive, Tehran, Iran Journal Article 2024 07 09 Background & Purpose: In recent years, innovation has been recognized as one of the key factors in the development and progress of organizations in all fields. Military organizations seek to enhance their capabilities through the exploitation of innovation systems. The innovation system ecosystem in military organizations refers to a set of elements and processes that facilitate interactions between different factors in order to produce and use knowledge and innovation. This research analyzes the innovation system ecosystem in military organizations. Methodology: This study was conducted using a mixed-methods research approach (qualitative and quantitative). In the qualitative phase, the meta-synthesis method was employed to analyze 88 relevant academic sources retrieved from reputable databases, covering the period from 2010 to 2024. Additionally, interviews were conducted with nine experts from a military organization to identify new concepts, which were then categorized into relevant thematic groups. In the quantitative phase, data were collected through a questionnaire based on the input matrix of the Grey DEMATEL method. The target population in this phase included innovation experts and academically educated individuals, selected through the snowball sampling method. Findings: For the ecosystem of the innovation system in military organizations, 3 dimensions, 16 categories and 67 concepts were identified, categorized and localized. The results showed that the two variables "institutional hard level" and "institutional soft level" are known as the factors that have the highest total impact and impactability (with values ​​of 2.06 and 1.89, respectively) in the set of factors as important players. Also, the two variables "institutional soft level" and "development and creation of knowledge and technology" had the highest net impact (the fraction of impact from impactability) in the set of these factors, with values ​​of 1.27 and 0.62, respectively. Therefore, these two factors are considered as the most stimulating factors in the set of factors and need to be considered in planning. Conclusion: Improving coordination between different institutional levels and strengthening scientific and technological infrastructure can help facilitate the innovation process in these organizations and lead to enhancing their capabilities and efficiency in facing complex international and domestic challenges. Background & Purpose: In recent years, innovation has been recognized as one of the key factors in the development and progress of organizations in all fields. Military organizations seek to enhance their capabilities through the exploitation of innovation systems. The innovation system ecosystem in military organizations refers to a set of elements and processes that facilitate interactions between different factors in order to produce and use knowledge and innovation. This research analyzes the innovation system ecosystem in military organizations. Methodology: This study was conducted using a mixed-methods research approach (qualitative and quantitative). In the qualitative phase, the meta-synthesis method was employed to analyze 88 relevant academic sources retrieved from reputable databases, covering the period from 2010 to 2024. Additionally, interviews were conducted with nine experts from a military organization to identify new concepts, which were then categorized into relevant thematic groups. In the quantitative phase, data were collected through a questionnaire based on the input matrix of the Grey DEMATEL method. The target population in this phase included innovation experts and academically educated individuals, selected through the snowball sampling method. Findings: For the ecosystem of the innovation system in military organizations, 3 dimensions, 16 categories and 67 concepts were identified, categorized and localized. The results showed that the two variables "institutional hard level" and "institutional soft level" are known as the factors that have the highest total impact and impactability (with values ​​of 2.06 and 1.89, respectively) in the set of factors as important players. Also, the two variables "institutional soft level" and "development and creation of knowledge and technology" had the highest net impact (the fraction of impact from impactability) in the set of these factors, with values ​​of 1.27 and 0.62, respectively. Therefore, these two factors are considered as the most stimulating factors in the set of factors and need to be considered in planning. Conclusion: Improving coordination between different institutional levels and strengthening scientific and technological infrastructure can help facilitate the innovation process in these organizations and lead to enhancing their capabilities and efficiency in facing complex international and domestic challenges. https://www.qjimdo.ir/article_215131_8a9ecd84efb162052e93af47b7f4519a.pdf