تکنولوژی در کارآفرینی و مدیریت استراتژیک

In recent years, the rapid growth of technology-driven enterprises has become a pivotal driver of economic development globally. Central to this growth are incubators and accelerators, which have emerged as vital ecosystems for nurturing tech talent and fostering innovation. These institutions play a significant role in transforming raw ideas into scalable, sustainable businesses, providing a platform for entrepreneurs to refine their concepts and expand their market reach. This letter delves into the multifaceted role of incubators and accelerators in nurturing tech talent, highlighting their contributions to entrepreneurial success and regional economic development. In conclusion, incubators and accelerators play a pivotal role in nurturing tech talent and fostering innovation. By providing essential resources, mentorship, funding, and networking opportunities, these programs significantly enhance the success rates of startups and contribute to regional economic development. As the global tech landscape continues to evolve, it is imperative to continuously adapt and refine these models to meet the changing needs of entrepreneurs and to maximize their impact on the broader economy. The ongoing success of incubators and accelerators will undoubtedly remain a cornerstone of entrepreneurial growth and technological advancement in the years to come.

This study aims to investigate the impact of R&D intensity on operational efficiency and strategic alliances in medium-sized companies. Specifically, it seeks to understand how these variables interact to influence a firm's commitment to research and development activities, ultimately affecting their innovation and market performance. A cross-sectional design was employed, with a sample of 230 participants drawn from medium-sized companies. The sample size was determined using the Morgan and Krejcie table. Data were collected through structured questionnaires assessing R&D intensity, operational efficiency, and strategic alliances. Pearson correlation analysis was conducted to examine the relationships between the dependent variable (R&D intensity) and each independent variable (operational efficiency and strategic alliances). Linear regression analysis was performed to explore the combined effect of the independent variables on R&D intensity. All analyses were conducted using SPSS version 27. Pearson correlation coefficients indicated significant positive relationships between R&D intensity and operational efficiency (r = 0.53, p = 0.001), and between R&D intensity and strategic alliances (r = 0.47, p = 0.002). The regression analysis showed that operational efficiency and strategic alliances together explain 40% of the variance in R&D intensity (R² = 0.40, F(2, 227) = 19.25, p = 0.000). Multivariate regression results confirmed that both operational efficiency (B = 0.07, β = 0.42, p = 0.001) and strategic alliances (B = 1.10, β = 0.35, p = 0.000) are significant predictors of R&D intensity. The study concludes that operational efficiency and strategic alliances significantly enhance R&D intensity in medium-sized companies. These findings suggest that improving operational processes and fostering strategic partnerships are critical for increasing a firm's investment in research and development. The results are consistent with previous research and provide valuable insights for both academia and industry practitioners. Future research should consider longitudinal designs and explore additional variables to further understand these relationships.

The objective of this study was to examine the relationships between entrepreneurial self-efficacy, technological capability, and innovation capability among startup leaders. Specifically, the study aimed to determine the extent to which technological and innovation capabilities predict entrepreneurial self-efficacy, providing insights into the factors that drive entrepreneurial success in startup environments. A cross-sectional research design was employed, involving 290 startup leaders selected based on the sample size recommendations from the Morgan and Krejcie table. Participants completed a structured questionnaire assessing entrepreneurial self-efficacy, technological capability, and innovation capability. Data analysis included descriptive statistics, Pearson correlation, and multiple linear regression using SPSS version 27. Assumptions of linearity, normality, and homoscedasticity were checked and confirmed to ensure the validity of the regression model. Pearson correlation analysis showed significant positive relationships between entrepreneurial self-efficacy and both technological capability (r = 0.52, p < 0.001) and innovation capability (r = 0.56, p < 0.001). Multiple linear regression analysis revealed that technological capability (B = 0.37, SE = 0.08, β = 0.30, t = 4.63, p < 0.001) and innovation capability (B = 0.45, SE = 0.09, β = 0.35, t = 5.14, p < 0.001) were significant predictors of entrepreneurial self-efficacy, explaining 40% of its variance (R^2 = 0.40, F(2, 287) = 46.83, p < 0.001). The study concludes that both technological capability and innovation capability significantly enhance entrepreneurial self-efficacy among startup leaders. These findings underscore the importance of fostering these capabilities to drive entrepreneurial success. The study contributes to the literature by highlighting the critical role of self-efficacy and providing practical implications for entrepreneurs, policymakers, and educators aiming to support entrepreneurial development.

The objective of this study is to understand the customer journey in technology product adoption by exploring the experiences and perspectives of individuals who have recently adopted new technology products. This research aims to identify key themes and factors influencing the customer journey from initial awareness to ongoing engagement and retention, providing insights to enhance customer experiences and inform marketing strategies. This qualitative study employed semi-structured interviews with 20 participants selected through purposive sampling to ensure diverse representation. Participants included individuals who had recently adopted technology products within the past six months. Data collection continued until theoretical saturation was reached. The interview transcripts were analyzed using NVivo software, following an inductive approach to identify patterns and themes. The analysis revealed three main themes: Awareness and Decision-Making, First-Time Use and Learning, and Ongoing Engagement and Retention. Initial awareness was driven by advertising, social media, and word-of-mouth, while decision-making was influenced by peer recommendations, brand reputation, and price sensitivity. The first-time use phase highlighted the importance of intuitive design and support resources. Regular updates, community engagement, and product reliability emerged as critical factors in ongoing engagement and retention. Participants valued seamless omnichannel experiences, personalized marketing efforts, and robust support systems. The study underscores the significance of personalized, seamless customer journeys in technology product adoption. Businesses should focus on integrating physical and digital touchpoints, leveraging AI for personalized experiences, and maintaining active user communities to enhance customer satisfaction and loyalty. Addressing cultural nuances in global markets and managing digital signals effectively can further optimize the customer journey. These insights provide valuable guidance for businesses aiming to improve customer experiences and foster long-term engagement in the competitive technology market.

The objective of this study was to explore the sustainable business practices in technology start-ups, focusing on their environmental and social strategies. The research aimed to understand the motivations behind adopting sustainability, the specific practices implemented, the challenges faced during implementation, and the impact of these practices on business performance. This qualitative study employed semi-structured interviews to collect data from key personnel in technology start-ups, including founders, CEOs, sustainability managers, and other strategic decision-makers. A total of 19 participants were selected using purposive sampling. The interviews were transcribed and analyzed using NVivo software, following an inductive approach to identify themes. Theoretical saturation was achieved when no new themes emerged from the data. The analysis revealed five main themes: motivation for sustainability, environmental strategies, social strategies, challenges in implementation, and impact on business performance. Motivations included environmental concerns, market differentiation, regulatory compliance, ethical considerations, and economic benefits. Environmental strategies encompassed renewable energy use, waste management, sustainable product design, carbon footprint reduction, water conservation, and green procurement. Social strategies focused on employee well-being, community engagement, fair labor practices, stakeholder collaboration, customer education, social innovation, and inclusive hiring practices. Challenges included financial constraints, technological barriers, organizational resistance, supply chain complexities, regulatory hurdles, and market perceptions. The impact on business performance was positive, enhancing financial outcomes, operational efficiency, brand loyalty, innovation, and employee satisfaction. This study provides a comprehensive understanding of the sustainable business practices in technology start-ups, highlighting the multifaceted benefits and challenges of sustainability. The findings offer valuable insights for practitioners, policymakers, and researchers, emphasizing the importance of integrating environmental and social strategies into business operations to achieve long-term success and societal impact.

This study aims to explore the adoption and implementation of emerging technologies in Small and Medium-sized Enterprises (SMEs). By understanding the motivations, challenges, benefits, and future plans of SME founders, this research provides insights into how these businesses leverage technology to enhance their competitiveness and operational efficiency. The study employed a qualitative research design, utilizing semi-structured interviews with 25 founders of SMEs across various industries. Participants were selected using purposive sampling to ensure diverse representation. Data collection continued until theoretical saturation was achieved. The interview data were transcribed and analyzed using NVivo software, following a thematic approach to identify key themes and insights related to technology adoption and implementation in SMEs. The study identified several motivations for technology adoption, including competitive advantage, cost efficiency, customer demand, innovation drive, and growth opportunities. Key challenges faced by SMEs included financial constraints, technical difficulties, resistance to change, regulatory and compliance issues, knowledge gaps, vendor dependence, and time constraints. The benefits realized from technology adoption encompassed improved operational efficiency, enhanced customer satisfaction, revenue growth, better data analytics, increased employee productivity, and greater market adaptability. Future plans of SMEs included continued investment in technology, scaling up implementation, focusing on employee training and development, forming strategic partnerships, enhancing cybersecurity measures, and improving customer engagement. The adoption and implementation of emerging technologies present significant opportunities for SMEs to enhance their competitiveness and operational efficiency. However, SMEs must navigate various challenges to realize these benefits. By adopting a strategic approach and leveraging external partnerships, SMEs can successfully implement new technologies and drive sustainable growth. This study provides valuable insights into the experiences of SME founders, informing both practice and policy in the context of technological advancement in small and medium-sized enterprises.

The objective of this study was to explore the strategies and challenges associated with intellectual property (IP) management in early-stage technology ventures. By examining how these ventures navigate the complexities of IP, the study aims to provide insights into the practices that contribute to their innovation, competitive advantage, and long-term sustainability. This qualitative study employed semi-structured interviews with 27 participants who were actively involved in managing IP within early-stage technology ventures. Participants were selected through purposive sampling to ensure relevant experience in IP management. Data were collected until theoretical saturation was achieved. The interviews were transcribed and analyzed using NVivo software, following a thematic analysis approach to identify key themes and subthemes. The analysis revealed three main themes: the importance of IP, IP management strategies, and challenges in IP management. Participants highlighted the strategic role of IP in providing a competitive edge, attracting investment, and facilitating market differentiation. Key strategies identified included systematic identification and protection of IP, collaboration and partnerships, and enforcement mechanisms. Challenges encompassed financial constraints, legal and regulatory complexities, lack of IP knowledge, internal organizational issues, and external threats such as cybersecurity risks and global competition. These findings align with existing literature on IP management and underscore the multifaceted nature of IP in early-stage ventures. Effective IP management is crucial for the success of early-stage technology ventures. The study emphasizes the need for robust IP strategies, education and expertise in IP, strategic collaborations, and vigilant enforcement mechanisms. Addressing financial and regulatory challenges and investing in cybersecurity are essential for mitigating risks and sustaining competitive advantage. The insights gained can inform entrepreneurs, investors, and policymakers in developing practices and policies that support innovation and growth in the technology sector.