Defence Industries Training and Research InstituteJournal of Improvement Management2251-899115420220121Competition Law in the Age of Platform Businesses (A Multi-Case Studies)Competition Law in the Age of Platform Businesses (A Multi-Case Studies)73713258810.22034/jmi.2021.276172.2508FAJavadSoltanzadehAssistant Professor, Faculty of Economics and Administrative Sciences, Mazandaran University, Babolsar, Iran.0000-0003-3176-8816MehdiElyasiAssociate Professor, Faculty of Management and Accounting, Allameh Tabataba’i University, Tehran, Iran.MeysamNarimaniAssistant Professor, Technology Studies Institute, Tehran, Iran.0000-0002-4204-3565Journal Article20210304Platform businesses formed new types of economic activities based on information and communication technology. Although governments encourage these businesses, they create challenges in the economic environment that indicate a failure in the efficiency of market mechanism and economic laws, especially Competition Law. This study aims to clarify the effects of business platform features on the Competition law and its Authority. For this purpose, a selected list of (anti) competition cases in Brazil, Russia, India, China, South Africa (Brics), and Iran has been selected based on a multi-case study. The results show five characteristics of platform businesses age, including a) two-sided markets and network effect b) access instead of ownership c) revenue model and pricing d) innovation in business model and new economic segmentation, and e) data, its ownership, and privacy affect the three instances of the cartel, abuse dominance, and merger principles; Such as new examples of horizontal contracts, hub role-playing, vertical contracts (cartel/collusion), self-preferences, discrimination, denial of access through gateways, exploitation, assimilation of goods and services and aggressive/predatory pricing (abuse dominance) and changing corporate turnover and market structure (Merger). Second, these characteristics affect how the relevant market is defined (relevant product and relevant geography) and recognize the apparent market power. In addition, this study highlights the importance of designing a competition law authority concerning the sectoral regulator.Platform businesses formed new types of economic activities based on information and communication technology. Although governments encourage these businesses, they create challenges in the economic environment that indicate a failure in the efficiency of market mechanism and economic laws, especially Competition Law. This study aims to clarify the effects of business platform features on the Competition law and its Authority. For this purpose, a selected list of (anti) competition cases in Brazil, Russia, India, China, South Africa (Brics), and Iran has been selected based on a multi-case study. The results show five characteristics of platform businesses age, including a) two-sided markets and network effect b) access instead of ownership c) revenue model and pricing d) innovation in business model and new economic segmentation, and e) data, its ownership, and privacy affect the three instances of the cartel, abuse dominance, and merger principles; Such as new examples of horizontal contracts, hub role-playing, vertical contracts (cartel/collusion), self-preferences, discrimination, denial of access through gateways, exploitation, assimilation of goods and services and aggressive/predatory pricing (abuse dominance) and changing corporate turnover and market structure (Merger). Second, these characteristics affect how the relevant market is defined (relevant product and relevant geography) and recognize the apparent market power. In addition, this study highlights the importance of designing a competition law authority concerning the sectoral regulator.https://www.behboodmodiriat.ir/article_132588_c1ebca4a96ca59158793d234707e4366.pdfDefence Industries Training and Research InstituteJournal of Improvement Management2251-899115420220121Presenting a Pattern of Technology Endogenous Acquisition in the Nuclear Industry: Phenomenological StudyPresenting a Pattern of Technology Endogenous Acquisition in the Nuclear Industry: Phenomenological Study396713411310.22034/jmi.2021.251678.2372FAAmir HoseinFarhadiPhD candidate of Technology Management, Faculty of Management, Islamic Azad University Central Tehran Branch, Tehran, Iran.AboalghasemSarabadaniAssistant Professor, Faculty of Management and Economics, Tarbiat Modares University, Tehran, Iran.Journal Article20210317The nuclear industry is one of the most important industries in any country, and the development of this industry will lead to the development of other industries. The external acquisition of nuclear technology has always been challenged by sanctions on host countries. Therefore, the purpose of this study is to achieve the pattern of endogenous technology acquisition in the country's nuclear industry. This study has been done qualitatively and with a phenomenological strategy. To collect data from semi-structured interview method and in-depth analysis of them by inductive content analysis did with ATLAS.ti software. The study population was selected experts in one of the industries affiliated to the aeoi. To ensure the validity of the research data, two methods of review by research participants and review by colleagues were used. The findings showed that the pattern of endogenous technology acquisition in the nuclear industry can be defined in 6 main categories, which are: nuclear strategic foresight management, Flexible structure and organization of creative teams, Promoting the culture of jihadi management, the motivating atmosphere of the expert force, Deep connection between university and industry, Also the internationalization of the nuclear indigenous industry.The nuclear industry is one of the most important industries in any country, and the development of this industry will lead to the development of other industries. The external acquisition of nuclear technology has always been challenged by sanctions on host countries. Therefore, the purpose of this study is to achieve the pattern of endogenous technology acquisition in the country's nuclear industry. This study has been done qualitatively and with a phenomenological strategy. To collect data from semi-structured interview method and in-depth analysis of them by inductive content analysis did with ATLAS.ti software. The study population was selected experts in one of the industries affiliated to the aeoi. To ensure the validity of the research data, two methods of review by research participants and review by colleagues were used. The findings showed that the pattern of endogenous technology acquisition in the nuclear industry can be defined in 6 main categories, which are: nuclear strategic foresight management, Flexible structure and organization of creative teams, Promoting the culture of jihadi management, the motivating atmosphere of the expert force, Deep connection between university and industry, Also the internationalization of the nuclear indigenous industry.https://www.behboodmodiriat.ir/article_134113_b02155a6113063f08036dd24763cc07c.pdfDefence Industries Training and Research InstituteJournal of Improvement Management2251-899115420220121Historical Analysis of the Iran’s Steel Industry from the Perspective of New Technology Integration FunctionsHistorical Analysis of the Iran’s Steel Industry from the Perspective of New Technology Integration Functions6910413848810.22034/jmi.2021.282202.2541FAAkbarMohammadiPhD candidate of Technology Management, Faculty of Management, University of Tehran, Tehran, Iran.NimaMokhtarzadehAssociate Professor, Faculty of Management, University of Tehran, Tehran, Iran.AhmadJafarnejad ChaghoushiProfessor, Faculty of Management, University of Tehran, Tehran, Iran.0000-0001-6763-5033HadiNilforoushanAssistant Professor, Institute for Science and Technology Studies, Shahid Beheshti University, Tehran, Iran.MahdiMohammadiAssistant Professor, Faculty of Management, University of Tehran, Tehran, Iran.Journal Article20210504Today, as the Competitive Environment becomes more Complicated, Firms in Steel Value Chain Sector, In addition to the need to Identify and Assimilate new Knowledge and Technologies, need to Absorb and Integrate It into their Technological Resources.This Study has been done by Analyzing the Iran Steel Value Chain Technology Developments from the Perspective of Managerial Functions in New Technology Integration. The Historical Review was from 1338 to 1400. This Study is Qualitative Content Analysis Research. Data Collection Tools were 16 Semi-Structured Interviews with Experienced Managers in Steelmaking Industry Along With Review of Archival Documents Finally, based on Historical Analysis and Review of Successful and Unsuccessful Management Functions in Three Time phases, This Study Presents Functional and Executive Solutions in the Stages of Integration of New Technologies. In this Study, After Exploring 17 Themes (Key Effective Factors) fot New Technologies Integration, 25 Solutions in Stage of “Identify and Obtain Valuable New Knowledge Identifying and Evaluating New Technological Knowledge”, 24 Solutions in Stage of “Understanding New Knowledge and Combining it with the Existing Knowledge Base of the Firm”, and 10 Solutions In Stage of “Exploiting New Technological Knowledge has been Proposed.Today, as the Competitive Environment becomes more Complicated, Firms in Steel Value Chain Sector, In addition to the need to Identify and Assimilate new Knowledge and Technologies, need to Absorb and Integrate It into their Technological Resources.This Study has been done by Analyzing the Iran Steel Value Chain Technology Developments from the Perspective of Managerial Functions in New Technology Integration. The Historical Review was from 1338 to 1400. This Study is Qualitative Content Analysis Research. Data Collection Tools were 16 Semi-Structured Interviews with Experienced Managers in Steelmaking Industry Along With Review of Archival Documents Finally, based on Historical Analysis and Review of Successful and Unsuccessful Management Functions in Three Time phases, This Study Presents Functional and Executive Solutions in the Stages of Integration of New Technologies. In this Study, After Exploring 17 Themes (Key Effective Factors) fot New Technologies Integration, 25 Solutions in Stage of “Identify and Obtain Valuable New Knowledge Identifying and Evaluating New Technological Knowledge”, 24 Solutions in Stage of “Understanding New Knowledge and Combining it with the Existing Knowledge Base of the Firm”, and 10 Solutions In Stage of “Exploiting New Technological Knowledge has been Proposed.https://www.behboodmodiriat.ir/article_138488_1696daa5eaa0751e8cfdee293271cc9e.pdfDefence Industries Training and Research InstituteJournal of Improvement Management2251-899115420220121Innovation Ecosystem in Iran’s Automotive Industry;
What it has, What it LacksInnovation Ecosystem in Iran’s Automotive Industry;
What it has, What it Lacks10512713914410.22034/jmi.2021.286062.2568FAElhamEsmailipour MasoulehAssistant Professor, Mine and Industry Research Group, Institute for Trade Studies and Research, Tehran, Iran.MasoudAfshari-MofradAssistant Professor, Innovation and Technology Research Group, Institute for Trade Studies and Research, Tehran, Iran.MeisamBashiriInstructor, Mine and Industry Research Group, Institute for Trade Studies and Research, Tehran, Iran.Journal Article20210513Innovation is one of the missing elements in the Iranian automotive industry and there are several reasons for it. In this article, however, we look at innovation through the lens of related concepts of innovation ecosystem, a concept that has previously been less used by researchers in this industry. To do so, the theme analysis method was used in interviews with 20 experts active in the country's innovation ecosystem. The results show that within the framework of innovation ecosystem of this industry, which consists of 9 main elements including "Internal innovation environment", "External innovation environment", "Innovation platform", "Innovation users", " "Innovators", "Innovation beneficiaries", "Brokers", "Innovation facilitators" and "Value and Knowledge flows"; Weaknesses such as "missing chains", "lack of institutional harmony", and "bureaucracy and high complexity of some executive processes" are the most important deterrents to innovation.Innovation is one of the missing elements in the Iranian automotive industry and there are several reasons for it. In this article, however, we look at innovation through the lens of related concepts of innovation ecosystem, a concept that has previously been less used by researchers in this industry. To do so, the theme analysis method was used in interviews with 20 experts active in the country's innovation ecosystem. The results show that within the framework of innovation ecosystem of this industry, which consists of 9 main elements including "Internal innovation environment", "External innovation environment", "Innovation platform", "Innovation users", " "Innovators", "Innovation beneficiaries", "Brokers", "Innovation facilitators" and "Value and Knowledge flows"; Weaknesses such as "missing chains", "lack of institutional harmony", and "bureaucracy and high complexity of some executive processes" are the most important deterrents to innovation.https://www.behboodmodiriat.ir/article_139144_ef811dcf012270263b8459861b7abb15.pdfDefence Industries Training and Research InstituteJournal of Improvement Management2251-899115420220121Transition to Network Governance in Advanced Small Core and Large Network Industries in the Electro-Optical IndustryTransition to Network Governance in Advanced Small Core and Large Network Industries in the Electro-Optical Industry12915114403610.22034/jmi.2022.291424.2599FAHamidRezaFartokzadehAssociate Professor, Faculty of Management and Industrial Engineering, Malek Ashtar University of Technology, Tehran, Iran0000-0001-8365-5085Ali NaqiTalebiPhD candidate of Strategic management, Faculty of Management, Supreme National Defense University, Tehran, Iran.0000-0001-8365-5085Journal Article20210620In this paper, Sapa's transition from hierarchical governance to network governance by creating a set of growing firms and developing ″small nuclei and large networks″ in the electro-optical industry has been narrated. Based on the facts and reports of sapa′s performance¸ it can be said that this transition has been done with an acceptable rate of success and has achieved relative stability. In this study¸sapa organizational changes in three periods: 1) the formation of the uncleus¸ 2) the growth of innovation and networking¸ and 3) the maturity of the uncleus and network in the light of the concepts of governance¸ networking and complexity are studied with a ″strategic narrative approach″ .<br />The findings of this study show that Sapa, with its mobilizing and persuasive leadership, product-oriented innovation groups, technological spin offs and the integration of hierarchical and network systems, has been able to overcome the chalenges of this transition and achieved a good position in the country′s electro-optical industry.In this paper, Sapa's transition from hierarchical governance to network governance by creating a set of growing firms and developing ″small nuclei and large networks″ in the electro-optical industry has been narrated. Based on the facts and reports of sapa′s performance¸ it can be said that this transition has been done with an acceptable rate of success and has achieved relative stability. In this study¸sapa organizational changes in three periods: 1) the formation of the uncleus¸ 2) the growth of innovation and networking¸ and 3) the maturity of the uncleus and network in the light of the concepts of governance¸ networking and complexity are studied with a ″strategic narrative approach″ .<br />The findings of this study show that Sapa, with its mobilizing and persuasive leadership, product-oriented innovation groups, technological spin offs and the integration of hierarchical and network systems, has been able to overcome the chalenges of this transition and achieved a good position in the country′s electro-optical industry.https://www.behboodmodiriat.ir/article_144036_74246cad20d354565fd0bbd74da5e6b9.pdfDefence Industries Training and Research InstituteJournal of Improvement Management2251-899115420220121Endogenizing Blockchain Windows of Opportunity in Iran’s Banking Industry through Applying Technological Innovation System (TIS) ApproachEndogenizing Blockchain Windows of Opportunity in Iran’s Banking Industry through Applying Technological Innovation System (TIS) Approach15319214161310.22034/jmi.2021.284434.2558FAMasoudHashemiM.S. in Technology Management, Department of Management and Accounting, University of Tehran, College of Farabi, Qom, Iran.MostafaSafdari RanjbarAssistant Professor, Department of Management and Accounting, University of Tehran, College of Farabi, Qom, Iran.AsgarNoorbakhshAssistant Professor, Department of Management and Accounting, University of Tehran, College of Farabi, Qom, Iran.ElhamFahamAssistant Professor, Research Institute for Information and Communication Technology, Tehran, Iran.Journal Article20210502Endogenizing windows of opportunity in an industry can be analyzed and evaluated through using the Technological Innovation System (TIS) approach. In this regard, the purpose of this study is to identify and evaluate the functions and mechanisms needed to endogenize blockchain windows of opportunity in Iran’s banking industry. To this end, this paper employed a quantitative approach, survey research strategy, a questionnaire tool for data collection, and confirmatory factor analysis for data analysis. The sample is selected from experts who are proficient in the banking industry and blockchain technology. Findings of this study indicate that mechanisms such as internal project research by banks (knowledge creation function), increasing the diversity of actors and their interactions (knowledge diffusion function), using international platforms instead of local platforms (market orientation function), internal operational and research projects (technological entrepreneurship function), the need to determine the orientation of blockchain development by obtaining the views and needs of leading users by the Central Bank as a key player (search orientation function), removing business barriers (shaping market function), the entry of fintech companies into business development (legitimation function) are important for endogenizing blockchain windows of opportunity in Iran's banking industry.Endogenizing windows of opportunity in an industry can be analyzed and evaluated through using the Technological Innovation System (TIS) approach. In this regard, the purpose of this study is to identify and evaluate the functions and mechanisms needed to endogenize blockchain windows of opportunity in Iran’s banking industry. To this end, this paper employed a quantitative approach, survey research strategy, a questionnaire tool for data collection, and confirmatory factor analysis for data analysis. The sample is selected from experts who are proficient in the banking industry and blockchain technology. Findings of this study indicate that mechanisms such as internal project research by banks (knowledge creation function), increasing the diversity of actors and their interactions (knowledge diffusion function), using international platforms instead of local platforms (market orientation function), internal operational and research projects (technological entrepreneurship function), the need to determine the orientation of blockchain development by obtaining the views and needs of leading users by the Central Bank as a key player (search orientation function), removing business barriers (shaping market function), the entry of fintech companies into business development (legitimation function) are important for endogenizing blockchain windows of opportunity in Iran's banking industry.https://www.behboodmodiriat.ir/article_141613_12602e0ddb21acd006b3ede79bbc2fd5.pdf