A Systems View Across Time and Space
Table 1 Dimensions, main codes, and sub-codes extracted from the interviews
From: Designing of an open innovation model in science and technology parks
Dimensions | Main codes | Sub-codes |
|---|---|---|
Causal conditions | Cost and financial problems | Cost issues |
Financial barriers | ||
Lack of proper mechanisms to enforce the rules | Intellectual property issues | |
Sharing criteria issues | ||
Sharing criteria issues | ||
Rapid changes in technologies and demands | Rapid technological changes | |
Change the will of the people | ||
Central phenomenon | The process of transferring knowledge and technology from outside to inside and vice versa | Identify new technology and ideas |
Outsourcing | ||
Buying technology | ||
Obtaining a license | ||
Technology sales | ||
Licensing | ||
Open source | ||
Reproductive companies | ||
Strategies | Teamwork and collective thinking | Team working |
Group thinking | ||
Participation and cooperation | Academic elite participation | |
Participation of community members | ||
Increase absorption capacity | Ability to identify external knowledge | |
Ability to attract external knowledge | ||
Ability to adapt external knowledge | ||
Scientific and research interactions | Interact with domestic universities | |
International interactions | ||
Exhibition of achievements | Conferences and seminars | |
Exhibitions and festivals | ||
Creating an innovation network | Formal and informal communications | |
Network information management | ||
Park management specialty | Technology management | |
Financial management | ||
Performance management | ||
Marketing management | ||
Motivational factors | Internal motivation | |
External motivation | ||
Contextual conditions | Development of park infrastructure | Public service |
Patents | ||
Technical and specialized services | ||
Educational consulting services | ||
Credit facilities | ||
Provision and allocation of financial resources | Allocation of financial resources | |
Facilities for attracting financial credit | ||
Venture capital | ||
Structural and content | Structural factors of the park | |
Creating an open culture | ||
Park environment | ||
Development of human | Expert staff | |
Experienced partners | ||
Competitors | ||
Partner customers | ||
Knowledge suppliers | ||
Financial investors | ||
Attract the elite | ||
Intervening conditions | Weakness in determining the effectiveness of the park | Lack of sufficient transparency |
Complexity of park functions | ||
Uncertainty about resource efficiency | ||
Weakness in identifying value-added factors | ||
Lack of matching plans for parks | ||
Organizational constraints | Management factors | |
Corporate conservatism | ||
Administrative bureaucracy | ||
Closed view of human resources | ||
Outcomes | The growth of the knowledge-based economy | Commercialize ideas |
Commercialize university output | ||
Creating and quickly entering new markets | ||
Reducing costs and risk | ||
Increasing product quality | ||
Employment | ||
Strengthen innovative social activities | Increasing innovation | |
Increasing the number of open innovators | ||
Strengthen the spirit of extroversion | ||
Improving cultural factors | Improving the culture of teamwork | |
Increasing the trustability | ||
Expanding the partnership participation |