Management faculty of Shahid Sattari Aeronautical UniversityInnovation Management in Defensive Organizations2676-71127420250120Designing a Pattern of Financing Policies for Technological Entrepreneurship in Knowledge-Based Business in IranDesigning a Pattern of Financing Policies for Technological Entrepreneurship in Knowledge-Based Business in Iran12221513310.22034/qjimdo.2024.447955.1670FAMohsenNoorali SorkhaniPhD Student of Entrepreneurship, Entrepreneurship Department, Qazvin Branch, Islamic Azad University, Iran.EinollahKeshavarz TurkAssistant Professor, Faculty of Futures Study, Faculty of Social Sciences, Imam Khomeini International University, Qazvin, IranRavanbakhshMoghtadalanamAssistant Professor, Department of Management, Qazvin Branch, Islamic Azad University, Qazvin, IranJournal Article20240311Background & Purpose: Knowledge-based businesses, as the main drivers of innovation and economic growth, require efficient financing policies that are appropriate to environmental conditions. In Iran, several challenges, such as the lack of sustainable financial resources, hinder the growth and development of these businesses. Accordingly, this study aims to design a model of financing policies for technological entrepreneurship in knowledge-based businesses in Iran.
Methodology: This research is applied in terms of purpose and qualitative in terms of method, and grounded theory strategy is used in it. The statistical population of the study includes 16 experts active in Iranian knowledge-based business who were selected using the snowball sampling method. In this research, semi-structured interview tool was used for data collection and data analysis was done through three-step coding.
Findings: Research data after analysis in the form of technological entrepreneurship financing policies pattern as a central category, causal conditions (weakness of operational policies of existing financing funds, weakness of existing risk funds, fund, weakness of credit guarantee insurances, organizational and knowledge weaknesses of knowledge-based businesses, cultural and social weakness for investment and participation, infrastructure weakness), background condition (external, internal, facilitating factors, environmental characteristics), imervention (environmental factors), strategies (domestic financing, traditional debt-based financing, financing based on government interventions, financing based on alternative debt, financing based on equity, consequences (enabling innovative and technological businesses, empowering and reforming the structure of the fund) existing financing, reforms and structural development related to technological entrepreneurship) were categorized.
Conclusion: The final research model can be used as a guide for policymakers and managers to address the challenges of financing knowledge-based businesses and identify their strengths and weaknesses.Background & Purpose: Knowledge-based businesses, as the main drivers of innovation and economic growth, require efficient financing policies that are appropriate to environmental conditions. In Iran, several challenges, such as the lack of sustainable financial resources, hinder the growth and development of these businesses. Accordingly, this study aims to design a model of financing policies for technological entrepreneurship in knowledge-based businesses in Iran.
Methodology: This research is applied in terms of purpose and qualitative in terms of method, and grounded theory strategy is used in it. The statistical population of the study includes 16 experts active in Iranian knowledge-based business who were selected using the snowball sampling method. In this research, semi-structured interview tool was used for data collection and data analysis was done through three-step coding.
Findings: Research data after analysis in the form of technological entrepreneurship financing policies pattern as a central category, causal conditions (weakness of operational policies of existing financing funds, weakness of existing risk funds, fund, weakness of credit guarantee insurances, organizational and knowledge weaknesses of knowledge-based businesses, cultural and social weakness for investment and participation, infrastructure weakness), background condition (external, internal, facilitating factors, environmental characteristics), imervention (environmental factors), strategies (domestic financing, traditional debt-based financing, financing based on government interventions, financing based on alternative debt, financing based on equity, consequences (enabling innovative and technological businesses, empowering and reforming the structure of the fund) existing financing, reforms and structural development related to technological entrepreneurship) were categorized.
Conclusion: The final research model can be used as a guide for policymakers and managers to address the challenges of financing knowledge-based businesses and identify their strengths and weaknesses.https://www.qjimdo.ir/article_215133_15043086975a4c795018955c7e954ad6.pdfManagement faculty of Shahid Sattari Aeronautical UniversityInnovation Management in Defensive Organizations2676-71127420250120The Effect of Knowledge Absorption Capacity on Improving Innovation and Performance of Defense Knowledge Based EnterprisesThe Effect of Knowledge Absorption Capacity on Improving Innovation and Performance of Defense Knowledge Based Enterprises234221202010.22034/qjimdo.2024.425268.1639FARezaParsiMSc. In MBA, Marketing orientation, Faculty of Management, Kharazmi University, Tehran, Iran.LeilaSaiediAssistant Professor, Department of Management, Faculty of Management, Islamic Azad University, Tehran West Branch, Tehran, IranAliJokarAssistant Professor, Department of Management, Shahid Sattari University of Aeronautical Sciences and Technology, Tehran, Iran.Journal Article20240102Background & Purpose: Rapid technological changes have fundamentally changed the way firms' innovate, making the need for knowledge to collaborate and create shared value inevitable in today's markets. Therefore, this study investigated the indirect effect of knowledge absorption capacity (KAC) on the firm' performance (FP) through Innovation strategy (IS) and open innovation (OI).<br />Methodology: The present applied research has a quantitative approach, which is descriptive-survey in terms of nature and method. The statistical population of the research included 128 managers of knowledge-based enterprises in the field of defense. The sample size was determined based on Kerchesi-Morgan table of 97 people. Data were distributed and collected through a non-random sampling method, using a standardized questionnaire. Demographic data were analyzed with SPSS version 26 software, and research model data were analyzed by Smart PLS software version 3 by adopting the variance-based approach in structural equation modeling.<br />Findings: All hypotheses were confirmed at the 99% confidence level, and the results showed that the KAC has a positive and significant effect on the IS, and the input and output activities of OI. Also, the positive and significant impact of IS, and input and output activities of OI on the FP was confirmed.<br />Conclusion: This study contributes to the advancement of existing knowledge and theory in the fields of knowledge management and innovation with a special emphasis on knowledge-based enterprises, and provides relevant information to decision-makers to enable the development of innovation and maximize the performance of knowledge-based enterprises through strengthening the necessary capabilities.Background & Purpose: Rapid technological changes have fundamentally changed the way firms' innovate, making the need for knowledge to collaborate and create shared value inevitable in today's markets. Therefore, this study investigated the indirect effect of knowledge absorption capacity (KAC) on the firm' performance (FP) through Innovation strategy (IS) and open innovation (OI).<br />Methodology: The present applied research has a quantitative approach, which is descriptive-survey in terms of nature and method. The statistical population of the research included 128 managers of knowledge-based enterprises in the field of defense. The sample size was determined based on Kerchesi-Morgan table of 97 people. Data were distributed and collected through a non-random sampling method, using a standardized questionnaire. Demographic data were analyzed with SPSS version 26 software, and research model data were analyzed by Smart PLS software version 3 by adopting the variance-based approach in structural equation modeling.<br />Findings: All hypotheses were confirmed at the 99% confidence level, and the results showed that the KAC has a positive and significant effect on the IS, and the input and output activities of OI. Also, the positive and significant impact of IS, and input and output activities of OI on the FP was confirmed.<br />Conclusion: This study contributes to the advancement of existing knowledge and theory in the fields of knowledge management and innovation with a special emphasis on knowledge-based enterprises, and provides relevant information to decision-makers to enable the development of innovation and maximize the performance of knowledge-based enterprises through strengthening the necessary capabilities.https://www.qjimdo.ir/article_212020_9a8b5f4ea035bf1b270f12d7f998c4b4.pdfManagement faculty of Shahid Sattari Aeronautical UniversityInnovation Management in Defensive Organizations2676-71127420250120Designing a World-Class Production Model with a Knowledge Management ApproachDesigning a World-Class Production Model with a Knowledge Management Approach436621513210.22034/qjimdo.2024.448611.1671FARezaKavandiPhD student in Industrial Management, Sanandaj Branch, Islamic Azad University, Sanandaj, Iran.HasanFarsijaniAssociate Professor, Department of Industrial Management and Information Technology, Faculty of Management and Accounting, Shahid Beheshti University, Tehran, Iran.AdelSalavatiAssistant Professor, Department of Public Administration, Sanandaj Branch, Islamic Azad University, Sanandaj, Iran.Journal Article20240314Background & Purpose: In today's competitive world, achieving world-class production is one of the strategic goals of manufacturing organizations. This approach emphasizes optimizing production processes, increasing quality, reducing costs, and improving productivity. In the meantime, knowledge management is recognized as one of the key factors in improving production performance and organizational innovation. Using knowledge management in world-class production can help organizations use explicit and tacit knowledge to improve processes, develop organizational capabilities, and achieve sustainable competitive advantage. Accordingly, this study develops and explains a world-class production model with a knowledge management approach.
Methodology: This research has a mixed approach. In the qualitative part, a grounded theaory strategy was used, and in the quantitative part, a descriptive survey strategy was used. In the qualitative part, 18 semi-structured interviews were conducted with experts and specialists using snowball sampling. The data from the qualitative part were analyzed in three stages of open, axial, and selective coding. In the quantitative part, the extracted model was tested through a questionnaire with the help of experts and managers and SmartPLS software.
Findings: The final pattern of designing a world-class production model with a knowledge management approach was categorized into six categories: causal factors (customer orientation, organizational communications and interactions, human skills, product production process management), contextual factors (manufacturing and production technology, customer relations, capital, organizational and managerial structure, economic factors, legal factors, security factors, managerial factors, and political factors), central phenomenon (knowledge and technical management achieved to reach world-class level), strategies (adaptation to the world level, promotion of human resources, management of organizational procedures, communication management, information technology management, structure management, and supply chain management), interventionist (organizational values and culture), and consequences (increased competitiveness at the global level, profitability and customer satisfaction, and lack of government influence and interference, and performance improvement).
Conclusion: World-class manufacturing strategies lead to results such as providing expected customer value and satisfaction, improving performance, increasing competitiveness in the global market, and gaining sustainable competitive advantages.Background & Purpose: In today's competitive world, achieving world-class production is one of the strategic goals of manufacturing organizations. This approach emphasizes optimizing production processes, increasing quality, reducing costs, and improving productivity. In the meantime, knowledge management is recognized as one of the key factors in improving production performance and organizational innovation. Using knowledge management in world-class production can help organizations use explicit and tacit knowledge to improve processes, develop organizational capabilities, and achieve sustainable competitive advantage. Accordingly, this study develops and explains a world-class production model with a knowledge management approach.
Methodology: This research has a mixed approach. In the qualitative part, a grounded theaory strategy was used, and in the quantitative part, a descriptive survey strategy was used. In the qualitative part, 18 semi-structured interviews were conducted with experts and specialists using snowball sampling. The data from the qualitative part were analyzed in three stages of open, axial, and selective coding. In the quantitative part, the extracted model was tested through a questionnaire with the help of experts and managers and SmartPLS software.
Findings: The final pattern of designing a world-class production model with a knowledge management approach was categorized into six categories: causal factors (customer orientation, organizational communications and interactions, human skills, product production process management), contextual factors (manufacturing and production technology, customer relations, capital, organizational and managerial structure, economic factors, legal factors, security factors, managerial factors, and political factors), central phenomenon (knowledge and technical management achieved to reach world-class level), strategies (adaptation to the world level, promotion of human resources, management of organizational procedures, communication management, information technology management, structure management, and supply chain management), interventionist (organizational values and culture), and consequences (increased competitiveness at the global level, profitability and customer satisfaction, and lack of government influence and interference, and performance improvement).
Conclusion: World-class manufacturing strategies lead to results such as providing expected customer value and satisfaction, improving performance, increasing competitiveness in the global market, and gaining sustainable competitive advantages.https://www.qjimdo.ir/article_215132_a3963ca22009680d0983a52a91f563f7.pdfManagement faculty of Shahid Sattari Aeronautical UniversityInnovation Management in Defensive Organizations2676-71127420250120Analyzing the Ecosystem of Innovation System in Military OrganizationsAnalyzing the Ecosystem of Innovation System in Military Organizations6710021513110.22034/qjimdo.2024.467033.1693FAMohammad HassanKamfirooziResearch Prof. Faculty of artificial intelligence and cognitive science , University of Imam Hussein the Comprehensive, Tehran, IranYaserGhaseminejadAssistant Prof. Faculty of management, University of Imam Hussein the Comprehensive, Tehran, Iran.EbrahimSaberiMSc. Of Industrial engineering, Faculty of Engineering , University of Imam Hussein the Comprehensive, Tehran, IranJournal Article20240709Background & 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.pdfManagement faculty of Shahid Sattari Aeronautical UniversityInnovation Management in Defensive Organizations2676-71127420250120Identifying Challenges and Solutions for Developing Fourth-Generation Universities with an emphasis on E-Learning in Shahid Sattari Aeronautical University of Science and TechnologyIdentifying Challenges and Solutions for Developing Fourth-Generation Universities with an emphasis on E-Learning in Shahid Sattari Aeronautical University of Science and Technology10112821513510.22034/qjimdo.2024.462812.1690FAMohammadrezaMarvinamAssistant Professor, Faculty of Flight. Shahid Sattari Aeronautical University of Science and Technology, Tehran, Iran.AlirezaTanhaieAssistant Professor of Higher Education Management, Farabi University of Science and Technology, Tehran, IranAbdollahRahimiPh.D in Higher Education Administration, Faculty of Management, Kharazmi University, Tehran, Iran0000-0001-8347-8920Journal Article20240618Background & Purpose: The fourth generation university leads local and regional development trends and policies, manages intellectual capital and environmental changes, and shapes its own future and that of its society. The present study aimed to identify the challenges and solutions for the development of the fourth generation university with an emphasis on e-learning.
Methodology: This research is applied in terms of purpose and qualitative in terms of research method and was conducted based on the content analysis strategy. The statistical population of the research included the faculty members of Shahid Sattari University of Aeronautical Sciences and Technology. Based on the theoretical saturation principle, 15 people were purposefully selected to participate in a semi-structured interview. The data were analyzed using MAXCDA software.
Findings: The results of data analysis to identify the challenges of developing a fourth-generation university with an emphasis on e-learning included the themes of sectoralism instead of integration, resistance to change, lack of motivation and lack of awareness, lack of a strategic plan in the university, inflexible organizational structure, lack of appropriate infrastructure, and for related solutions, the themes of adaptation and convergence with global phenomena, optimization and improvement of educational resources, establishment of an education quality assurance system, organizational agility, formulation of appropriate executive policies, and design of systems based on digital learning.
Conclusion: Awareness of the research results allows the staff of Shahid Sattari Air University to provide the basis for a successful move towards a new generation university by understanding and optimally using technologies (augmented and virtual reality).Background & Purpose: The fourth generation university leads local and regional development trends and policies, manages intellectual capital and environmental changes, and shapes its own future and that of its society. The present study aimed to identify the challenges and solutions for the development of the fourth generation university with an emphasis on e-learning.
Methodology: This research is applied in terms of purpose and qualitative in terms of research method and was conducted based on the content analysis strategy. The statistical population of the research included the faculty members of Shahid Sattari University of Aeronautical Sciences and Technology. Based on the theoretical saturation principle, 15 people were purposefully selected to participate in a semi-structured interview. The data were analyzed using MAXCDA software.
Findings: The results of data analysis to identify the challenges of developing a fourth-generation university with an emphasis on e-learning included the themes of sectoralism instead of integration, resistance to change, lack of motivation and lack of awareness, lack of a strategic plan in the university, inflexible organizational structure, lack of appropriate infrastructure, and for related solutions, the themes of adaptation and convergence with global phenomena, optimization and improvement of educational resources, establishment of an education quality assurance system, organizational agility, formulation of appropriate executive policies, and design of systems based on digital learning.
Conclusion: Awareness of the research results allows the staff of Shahid Sattari Air University to provide the basis for a successful move towards a new generation university by understanding and optimally using technologies (augmented and virtual reality).https://www.qjimdo.ir/article_215135_700ec084aa8398f4599c83049c1f1521.pdfManagement faculty of Shahid Sattari Aeronautical UniversityInnovation Management in Defensive Organizations2676-71127420250120Strategies of Defense Organizations in Facing the Knowledge Management of the Fourth Generation Industrial RevolutionStrategies of Defense Organizations in Facing the Knowledge Management of the Fourth Generation Industrial Revolution12915421648810.22034/qjimdo.2025.488519.1716FAABDOLALIJALALIAssistant Professor, Flight Maintenance Department, Flight School, Shahid Sattari Aeronautical University, Tehran, Iran.AhmadRohollahiAir Traffic Control Training Department, Faculty of Flight, Shahid Sattari Aviation University, Tehran, Iran.0009-0007-7090-7520Journal Article20241112Background & Purpose: Knowledge is known as a valuable resource for the growth of organizations and sustainable competitive advantage, especially for organizations that operate in environments with uncertainty. Based on this, the current research was carried out with the main purpose of researching what are the strategies of defense organizations as a knowledge-based organization in facing the knowledge management of the fourth generation industrial revolution.<br />Methodology: The present research was carried out under the category of developmental and applied research and with the method of content analysis. In terms of purpose, it is considered a discovery. The approach of the present research is of a qualitative type, which was carried out with thematic analysis method. The statistical populations of this research were experts in the armed forces in the field of information technology management. In this research, purposeful and snowball sampling methods were used, and the purpose of sampling was information saturation. For this purpose, experts were first selected using a targeted method. The validity of the interview results was evaluated by the acceptability criterion method through review by the interviewees, and to measure the reliability of the interview questions, the retesting and questioning method was used at two different times.<br />Findings: The research findings showed the necessary strategies to redesign knowledge management 4 in defense organizations in the five components of developing semantic intelligence to improve decision-making in defense organizations, expanding automation and convergence of systems (development of self-learning and recommender systems), empowering users through designs Advanced, the creation and development of intelligent knowledge networks for inclusive collaboration and the creation and cultivation of dynamic knowledge bases can be categorized.<br />Conclusion: Since knowledge management 4.0, as a new generation of knowledge management, tries to optimize organizations. In defense organizations, this issue is of particular importance, according to the findings of the research, it is expected that by using new technologies and artificial intelligence, knowledge processes in order to empower defense organizations in obtaining technical and specialized knowledge, can improve performance and increase security. National should play a significant role.Background & Purpose: Knowledge is known as a valuable resource for the growth of organizations and sustainable competitive advantage, especially for organizations that operate in environments with uncertainty. Based on this, the current research was carried out with the main purpose of researching what are the strategies of defense organizations as a knowledge-based organization in facing the knowledge management of the fourth generation industrial revolution.<br />Methodology: The present research was carried out under the category of developmental and applied research and with the method of content analysis. In terms of purpose, it is considered a discovery. The approach of the present research is of a qualitative type, which was carried out with thematic analysis method. The statistical populations of this research were experts in the armed forces in the field of information technology management. In this research, purposeful and snowball sampling methods were used, and the purpose of sampling was information saturation. For this purpose, experts were first selected using a targeted method. The validity of the interview results was evaluated by the acceptability criterion method through review by the interviewees, and to measure the reliability of the interview questions, the retesting and questioning method was used at two different times.<br />Findings: The research findings showed the necessary strategies to redesign knowledge management 4 in defense organizations in the five components of developing semantic intelligence to improve decision-making in defense organizations, expanding automation and convergence of systems (development of self-learning and recommender systems), empowering users through designs Advanced, the creation and development of intelligent knowledge networks for inclusive collaboration and the creation and cultivation of dynamic knowledge bases can be categorized.<br />Conclusion: Since knowledge management 4.0, as a new generation of knowledge management, tries to optimize organizations. In defense organizations, this issue is of particular importance, according to the findings of the research, it is expected that by using new technologies and artificial intelligence, knowledge processes in order to empower defense organizations in obtaining technical and specialized knowledge, can improve performance and increase security. National should play a significant role.https://www.qjimdo.ir/article_216488_c7fc7548cfba28455f30c8f28b40e11d.pdfManagement faculty of Shahid Sattari Aeronautical UniversityInnovation Management in Defensive Organizations2676-71127420250120Developing a Strategy of the Islamic Republic of Iran Army Air Force in Utilizing Renewable EnergiesDeveloping a Strategy of the Islamic Republic of Iran Army Air Force in Utilizing Renewable Energies15517621559910.22034/qjimdo.2025.484540.1713FALotfaliKhorsandiDoctoral student of Defense Management, Faculty of War, Army Command and Staff University, Tehran, Iran.JamalGhayemAssistant Professor of the and staff University of the Army, Tehran, Iran.EbrahimIjabi. Assistant Professor of Future Studies Educational Department, Faculty of Social Sciences, Command University and Army Headquarters, Tehran, Iran.GholamrezaNasirpoorAssistant Professor of the and staff University of the Army, Tehran, IranHassanAbdolahiAssociate Professor, Faculty of Electrical Engineering, Shahid Sattari University of Aeronautical Sciences and Technology, Tehran, Iran.Journal Article20241027<strong>Background & Purpose:</strong> The access of developing countries to new types of energy sources is of fundamental importance for their economic development. Due to high energy consumption in various sectors including residential, administrative and operational, the army of the Islamic Republic of Iran is considered as a consumer with a high demand for energy in the country, and paying attention to renewable energies can be a great help in improving consumption and reducing costs, and finally paying attention to national expediency in country. This research deals with the compilation of strategies for the use of renewable energies in the army of the Islamic Republic of Iran.<br /><strong>Methodology: </strong>This research is of an applied-developmental type, conducted using a descriptive-analytical method with a mixed approach (qualitative and quantitative). The statistical population of the research included 60 academic and executive experts in the field of research. SWOT analysis was used to develop strategies, and the TOPSIS method was used to prioritize the strategies.<br /><strong>Findings:</strong> Based on data analysis, 63 key factors affecting the use of renewable energies in the Islamic Republic of Iran Army Air Force were identified, including 6 strength factors, 13 weakness factors, 12 threat factors, and 32 opportunity factors. After calculations, the Iranian Armed Forces are in a light and opportunity-oriented competitive zone in the field of renewable energies, which is moving towards a light and opportunity-oriented offensive. Based on this, 6 improved and main strategies were formulated.<br /><strong>Conclusion:</strong> The systematic use of renewable energies in the Islamic Republic of Iran Army Air Force can, in addition to reducing dependence on fossil fuels and operating costs, improve energy sustainability, increase operational readiness, and reduce vulnerability to environmental threats and energy sanctions. The deployment of clean resources, along with strategic planning and specialized training of forces, will pave the way for the realization of the country's major defense and security goals in the field of energy.<strong>Background & Purpose:</strong> The access of developing countries to new types of energy sources is of fundamental importance for their economic development. Due to high energy consumption in various sectors including residential, administrative and operational, the army of the Islamic Republic of Iran is considered as a consumer with a high demand for energy in the country, and paying attention to renewable energies can be a great help in improving consumption and reducing costs, and finally paying attention to national expediency in country. This research deals with the compilation of strategies for the use of renewable energies in the army of the Islamic Republic of Iran.<br /><strong>Methodology: </strong>This research is of an applied-developmental type, conducted using a descriptive-analytical method with a mixed approach (qualitative and quantitative). The statistical population of the research included 60 academic and executive experts in the field of research. SWOT analysis was used to develop strategies, and the TOPSIS method was used to prioritize the strategies.<br /><strong>Findings:</strong> Based on data analysis, 63 key factors affecting the use of renewable energies in the Islamic Republic of Iran Army Air Force were identified, including 6 strength factors, 13 weakness factors, 12 threat factors, and 32 opportunity factors. After calculations, the Iranian Armed Forces are in a light and opportunity-oriented competitive zone in the field of renewable energies, which is moving towards a light and opportunity-oriented offensive. Based on this, 6 improved and main strategies were formulated.<br /><strong>Conclusion:</strong> The systematic use of renewable energies in the Islamic Republic of Iran Army Air Force can, in addition to reducing dependence on fossil fuels and operating costs, improve energy sustainability, increase operational readiness, and reduce vulnerability to environmental threats and energy sanctions. The deployment of clean resources, along with strategic planning and specialized training of forces, will pave the way for the realization of the country's major defense and security goals in the field of energy.https://www.qjimdo.ir/article_215599_1dd12d4ce0b8eb8f0a30beb280d2ec3f.pdfManagement faculty of Shahid Sattari Aeronautical UniversityInnovation Management in Defensive Organizations2676-71127420250120A Model of Human Resource Management Strategies Focusing on Information Technology GoalsA Model of Human Resource Management Strategies Focusing on Information Technology Goals17720422957010.22034/qjimdo.2024.437148.1658FAMaryamSalimi EstalakiPhD student of department of public Administration, School of Management and Economics, Research and Sciences Branch, Islamic Azad University, Tehran, Iran.HassanRangrizAssociate Prof., Faculty of Management, Kharazmi University, Tehran, Iran.0000-0001-9327-4649MehdiKheirandishProfessor, Department of Management, Shahid Sattari University of Aeronautical Sciences and Technology, Tehran, Iran.0000-0001-6815-3255Journal Article20240122Background & Purpose: In the digital age, the alignment of human resource strategies with IT goals is recognized as one of the key factors for the success of organizations in utilizing new technologies. However, many organizations face challenges such as mismatch of skills with digital needs, resistance to change, and inefficiency of technological decision-making processes. The aim of this study is to design and present a model of alignment between human resource strategies and IT goals.
Methodology: This study is a developmental and applied research type, and it uses a qualitative method and a thematic analysis strategy. Research data were collected through semi-structured interviews with human resources and information technology experts in state-owned banks (Agricultural Bank). Initially, open coding was performed based on initial themes, and then, with deeper analysis, the codes were categorized into macro themes and strategic subcategories.
Findings: Analysis of research data showed that information technology goals can be separated into three main dimensions: the centrality of digital transformation in strategic decision-making by senior managers, the agility of the banking organization, and the digitization of the workplace and organizational culture. In this regard, four key human resource management systems were identified, including the supply and adjustment system, the training and improvement system, the retention and maintenance system, and the human resource utilization system. The strategies of each system were designed to strengthen human resource capabilities in order to achieve digital goals and organizational development.
Conclusion: Aligning human resource management strategies with information technology goals can play a pivotal role in strengthening human resource capabilities, improving organizational agility, and facilitating digital transformation in banks. Designing and implementing key human resource systems in line with digital goals paves the way for creating synergy between organizational development and effective utilization of information technology.Background & Purpose: In the digital age, the alignment of human resource strategies with IT goals is recognized as one of the key factors for the success of organizations in utilizing new technologies. However, many organizations face challenges such as mismatch of skills with digital needs, resistance to change, and inefficiency of technological decision-making processes. The aim of this study is to design and present a model of alignment between human resource strategies and IT goals.
Methodology: This study is a developmental and applied research type, and it uses a qualitative method and a thematic analysis strategy. Research data were collected through semi-structured interviews with human resources and information technology experts in state-owned banks (Agricultural Bank). Initially, open coding was performed based on initial themes, and then, with deeper analysis, the codes were categorized into macro themes and strategic subcategories.
Findings: Analysis of research data showed that information technology goals can be separated into three main dimensions: the centrality of digital transformation in strategic decision-making by senior managers, the agility of the banking organization, and the digitization of the workplace and organizational culture. In this regard, four key human resource management systems were identified, including the supply and adjustment system, the training and improvement system, the retention and maintenance system, and the human resource utilization system. The strategies of each system were designed to strengthen human resource capabilities in order to achieve digital goals and organizational development.
Conclusion: Aligning human resource management strategies with information technology goals can play a pivotal role in strengthening human resource capabilities, improving organizational agility, and facilitating digital transformation in banks. Designing and implementing key human resource systems in line with digital goals paves the way for creating synergy between organizational development and effective utilization of information technology.https://www.qjimdo.ir/article_229570_d38bfbe6560b9f78623e9af83b1c6b9b.pdf