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Applied mathematics in Engineering, Management and Technology 2 (6) 2014:353-363

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353

Abstract

The purpose of this research is identifying and ranking of Critical Success Factors

(CSFs) of the University of Tehran Science and Technology Park (UTSTP) by using

of Multiple Attribute Decision Making (MADM) Techniques and Analytic Network

Process (ANP) method. In this research after investigation of the available

theoretical resources, CSFs of the UTSTP according to UTSTP experts’ opinion

were classified 30 sub-factors into 5 factors and then CSFs were evaluated by do

paired comparisons. Research findings indicate that the “Support and Services

Factor of the UTSTP” and “existing technological infrastructure sub-factor “from

Location Factors of the UTSTP were allocated the first rank to them.The results of

this research were present to the manager of the UTSTP for use in strategic planning

and macro policymaking of this leading collection.

Key Words: Science and Technology Park, Critical Success Factors (CSFs), Multiple

Attribute Decision Making (MADM), Analytic Network Process (ANP).

1. Introduction

Based on the definition presented by Luis Sanz, the manager of the International Association of Science Parks

(IASP) in 2002, (The Site of Science and Research Town of Isfahan, 2013) and in 2003 in Isfahan, “Research

Parks are defined as an organization managed by specialized professionals, whose main aim is to increase the

wealth of its community by promoting the culture of innovation and the competitiveness of its associated

businesses and knowledge-based institutions. To enable these goals to be met, a Research Park stimulates and

manages the flow of knowledge and technology amongst universities, research and development institutions,

companies and markets; it facilitates the creation and growth of innovation-based companies through incubation

and spin-off processes; and provides other value-added services, together with high quality space and facilities

(Sanz, 2003).

The Science and Technology Parks (STPs) are created to fill the gap between researches and commercial

activities. These parks are used for gathering research groups and technology-based companies. One of the

missions of STPs is providing support and commercial business opportunities for these units (Pour Atashi,

2011). By considering the potential importance of STPs, complexity of these centers in terms of required

investment and interest of governments to use these centers as a tool for sustainable development, we observe

increasing need to perception of Critical Success Factors (CSFs) in these institutions (Kharabsheh, 2012).CSFs

are consistent with the organization goals and competitive strategies of the organization. These factors, as

intermediary goals are basic requirements and they should be achieved before main goals and to achieve main

goals. Thus, ranking CSFs are important as it can help the operationalization of strategic plans of organization

with reduction of extra costs in an organizational excellence model (Salami et al., 2011). The present research is

aimed to identify and rank of Critical Success Factors of the University of Tehran Science and Technology Park

by Multiple Attribute Decision Making techniques and Analytic Network Process method.

2. Literature Review

The Identification and Ranking of Critical Success Factors of

Science and Technology Parks (Case Study: University of Tehran

Science and Technology Park)

Ghasem Ramezanpour Nargesi1, Ghanbar Abbaspour Esfeden

2, Saeed Rahpaymaay Nargesi

*2

1Faculty Member of Iranian Research Organization for Science and Technology, Tehran, Iran

2Department of Industrial Management, Faculty of Management and Accounting, South Tehran Branch, Islamic Azad University,

Tehran, Iran.

Corresponding author: Saeed Rahpaymaay Nargesi

[email protected]

Applied mathematics in Engineering, Management and Technology 2014

G. Ramezanpour et al

354

2.1. The Critical Success Factors Approach

CSFs are the factors with important roles in fulfilling hidden benefits in opportunity and achieving them is

with some complexities (Qafarian and Kiani, 2011).

Figure 1: The Hidden Benefits Fulfilling Factors in Industry (Qafarian and Kiani, 2011)

Critical Success Factors were introduced first by Ronald Daniel (1961). He believed that “success” is

determined by 3 to 6 factors in many industries. Then, Anthony and Vancil (1972) considered the concept as

“Critical Success Factors” to management and stated that these factors are different from one organization to

another and from one manager to another one in this level. Rockart combined the theories of Daniel, Anthony

and Vancil in 1974 and defined CSFs as: The limited number of areas in which results, if they are satisfactory,

will ensure successful competitive performance for the organization. They are areas of activity that should

receive constant and careful attention from management. They are the few key areas where things must go right

for the business to flourish (Rezaee, 2011)

2.2. Research Background

The first research was done by Money (1970) in the US and classified CSFs of science and technology parks

of US as: there is a logical relation between the activities of the residents of the park and the faculty member

and post graduate students’ plans of the region’s universities, the services presented by the park, the policies of

park management, geographical and environmental factors (Money, 1970). Cox (1985) referred to parks success

factors as: A good life environment, a big and important university regarding technology, research facilities of a

big organization and skillful labor force (Cox, 1985).

In addition, Luger and Goldstein (1991) in an evaluation regarding the effect of research parks in regional

economy development in US referred to CSFs of parks as: The basis for research and development activities,

activity in advanced technology, the presence of one or more research universities, medical, technical and

engineering, fame of park to present good services, the presence of a well-developed network of infrastructures

and services of business, political, scientific and commercial futuristic view of leaders (Luger &

Goldstein,1991).

Amirahmadi and Saff (1993) summarized the effective factors on successful formation of science parks:

suitable region and appropriate state policies to improve science and technology parks, establishment of parks

in the proximity of city or city center, proximity of park to high quality residential areas, innovation culture,

proximity at least with one main university, the infrastructures, communication networks and high quality

transportation, skillful human resources, the presence of at least one big and important companies in park,

availability of risky capital, industry spin-off among the existing companies, job dynamics (Amirahmadi&

Saff,1993).

According to Lalkaka (2003) Critical success factors of science and technology parks include: International

communication of business, high speed internet, the relationship between society and University, national

supportive policies, achieving market opportunities, technical infrastructures, initial investment, government,

financial resources of tenants, train and management, local consultants, professional services, entry and exist of

Benefits Fulfilling

Factors

Strategic

Critical Success Factors (CSFs)

Key Qualifications

Non-Strategic



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entrepreneurs, board of major stockholders, business strategies development (Lalkaka, 2003). Zhang (2004)

classified CSFs of parks into three groups: Spatial factors, selecting a good and strategic place for park about

life quality and knowledge work elements. The factors of preparation, the stages before opening the park,

intangible aspects of park management: asset management, marketing, services and quality of professional team

of park management, relevant, committed and determined management to achieve park success (Zhang, 2005).

Groves (2007) investigated CSFs of Technology Park Adelaide in Australia and considered these factors

including: having strategic planning, definite business grounds, creating a good environment for knowledge

staffs and building a society consisting of creative people, the presence of research institutions and interaction

with them, park management by professional specialists with specific knowledge, providing and presenting

services with value–added as: Introduction, intellectual property, business plan, formulating the map of hard

and soft infrastructures, promotion of innovation culture and continuous competition, expected growth should

be basic and strong feedback rings can be used as a tool for regulating the plans (Groves, 2007). Comins and

Rowe (2008) emphasized that a science and technology park is successful if its region has some features

including: Big economy, dependent upon capital, divers, stable and developed, strong research basis,

entrepreneurship culture, stockholders of park including university or research centers as involved activity in

support and transferring resources to establish science and technology park; hyperactive and entrepreneurial

management (Comins & Rowe, 2008).

Kharabsheh,et al., (2011) in the paper “Obstacles of Success of Technology Parks: The Case of Jordan”

introduced success factors of science and technology parks as: Instilling entrepreneurial culture among

graduates via education system, the talent and entrepreneurial culture, internal autonomy, independence to state

and academic authorities, the acceptable number of the companies providing synergy of parks, the common

view among the park beneficiaries, the relationship between research, technology, capital and knowledge to

improve entrepreneurial talents, facilitation of knowledge-based companies development, facilitation of

technology commercialization trend (Kharabsheh,et al., 2011).Narasimhalu (2012, 2013) introduced critical

success factors of science and technology parks as followings: Flexible use of physical resources of park, help

of consultants and leaders of successful businesses to new, small and average companies, holding well-designed

educational workshops, presenting support services, network meetings, access to the first innovation users

(Narasimhalu , 2012; Narasimhalu, 2013) .

A research was conducted in Iran by Salami et al., (2011) titled “Recognition and evaluation the critical

success factors in Iran Science and Technology Parks in the point of views of some experts” and they were

classified into four groups including spatial, supportive, management and cultural and social factors by Analytic

Hierarchy Process (AHP) method. The results of the above study showed that among four groups, management

factor was of great importance. Among the obtained factors, strategy, definite plans and goals, control of

science and technology park issues by Park managers’, existing political atmosphere to support park and its

goals and determining clear regulations of acceptance, presence, evaluation and control of the activities of the

companies located in the park were of great importance (Salami et al., 2011).

Bahari et al., (2012) ranked critical success factors of science and technology park of Khorasan Razavi in 48

factors and four groups, including supportive factors of knowledge-based institutions to product technology,

human resources factors, infrastructural development with relevant technology, development factors and

establishment of technology-related centers were ranked by Friedman test. The results of prioritization of the

research showed that supportive factor of knowledge-based institutions to produce technology, human resources

factor, development of infrastructures with relevant technology and development factors and establishing

technology relevant centers had specific importance, respectively in science park development (Bahari et al.,

2012).

3. Research Methodology

This research is applied in terms of purpose and research and development and descriptive-analytic in terms

of method and it is a case study. The research population is the Experts of the UTSTP. Based on the limitations

of access to experts, at first by review of literature, the critical success factors are identified. Based on a great

number of sub-factors, they are screened based on the view of experts. The purpose of this screening is reducing

the number of sub-factors and as a result, is reducing the number of paired comparisons. As the relations

between factors and sub-factors are considered, ANP method as one of the best methods of MADM techniques

is used, to rank of the CSFs.



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Chart 1: The Research Execution Trend

3.1. The Objectives of This Research Include:

1- The identification of critical success factors of the UTSTP and determining the importance of each factor in

the success of the park by the experts for effective concentration on factors guaranteeing the success of the

UTSTP.

2- Presenting recommendations to managers and policy makers of the UTSTP based on the result of the

research to increase planning and decision making of managers in all issues of the park namely strategic issues.

So, the questions of this research are:

1. Which factors are the critical success factors of the University of Tehran Science and Technology Park

(UTSTP)? 2. How is the rank of the CSFs about consideration and investment of the University of Tehran Science and

Technology Park (UTSTP) on critical success factors in terms of concentration?

3.2. Analytic Network Process Method

One of the most common methods in Multiple Criteria Decision Making (MADM) is Analytic Network

Process (ANP). This method is extended AHP method. The dependencies are linear in AHP. If there is a mutual

dependency, the hierarchy is removed and a non-linear system or network is formed (Momeni and Sharifi

Salim, 2012).

• Selecting Research Subject

• Statement of the Research Problem

• Literature Review

• Statement of Research Propositions (Objectives and Research Questions)

•Extensive Studies For Identify CSFs of STPs through Literature Review

•Confirmation of Classification and Screening of CSFs by UTSTP Experts

• Determining Intra-Clusters and Inter-Clusters by UTSTP Experts

•Completion of the Paired Comparisons Questionnaires of ANP by UTSTP Experts

•Implementation of ANP Method to Rank of the CFSs

•Statement of Results and Recommendations



357

Figure 2: The Difference between Hierarchy Structure and Network Structure

(Momeni and Sharifi Salim, 2012)

3.3. The Problem Solving Steps with ANP Method

For problem solving by this method, at first a network of Goal, Criterion, Sub- Criterion and Choices (in case)

and their Relations should be designed. Then, all Paired Comparisons are done. The criterion to which paired

comparisons are made is called Control Criterion. There are two Control Criterions in ANP problems: Control

criterion is present as the goal in the hierarchy and it is called Linking Criterion or it is not directly linked to the

hierarchy and it induces the comparisons and it is called Inducing Criterion. These paired comparisons enter a

matrix called Super Matrix. Super Matrix is consisting of the followings:

CN: indicating “N” sets

eNn : Indicating “n” elements in “N” sets

wij : It is a Block indicating “W” priority vectors. The effect of existing elements in set “i” based on “j” set is

considered.

Figure 3: The Structure of a Super Matrix (Momeni and Sharifi Salim, 2012)

Element wij is called Block in Super Matrix. wij Block is as followings (Saaty, 2001):

Figure 4: wij Block (Saaty, 2001)

Network Structure (Non-Linear)

Hierarchy Structure (Linear)



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If set “i” has no effect in set “j”, then Wij=0. The matrix obtained in this step is called Initial Super Matrix or

Unweighted Super Matrix that is multiplied by Cluster Weight Matrix and then Weighted Matrix is formed.

This super matrix based on Markov Chain Method is powered as its rows approach constant and form Limit

Matrix:

Formula 1: Limit Matrix (Momeni and Sharifi Salim, 2012).

The choices and criteria weights are obtained in Limit Matrix. In this matrix, the choice with the highest final

weight is the best choice. It can be said for ranking of critical success factors and sub-factors of the University

of Tehran Science and Technology Park and Implement of Analytic Network Process Method, Super Decisions

SoftwareVer.8.5 is applied.

4. Results and Analysis

Based on the review of literature and the resources, classifying critical success factors of science and

technology parks and the experts of the UTSTP, 5 main factors and 30 sub-factors were identified and classified

in Table 1. It can be said each sub-factor is considered as a factor:

2 1lim kW W

k



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Table 1: Critical Success Factors of the University of Tehran Science and Technology Park (UTSTP) Factor Sub-Factor Reference(s)

Lo

cati

on F

acto

rs o

f th

e U

TS

TP

Proximity to rapid transportation system, highways and regional

airports

(Salami et al., 2011)

(Bahari et al., 2012)

(Williams, 1982)

Physical situation (location) of park to absorb knowledge-based

companies and its staffs (Saublens,et al., 2007)

Proximity to university, organizations, important technology

organizations and commercial centers. (Gartner,1990)

Investment on spatial location factors (location) of park (Oh & Parry Obe,2007)

Existing technology infrastructures (European Investment Bank, et al., 2010)

The park should be near a city or city center with facilities

(Amirahmadi& Saff,1993)

(Zhang,2004)



Man

agem

ent

Fac

tors

of

the

UT

ST

P

Finding and executing the best methods in long-term development (Monroy,2011)

Exact planning with definite deadlines and some polices to exist

companies (Smilor,1987), (Lee,et al.,2000)

The specialized, committed, entrepreneurial management team about

issues of science and technology parks

(Colombo & Delmastro,2002)

(Albahari,et al.,2013)

Strong control on the activities of existing tenant companies in park (Vila & Pages , 2008)

Evaluation of competing technologies (Lee,et al.,2000)

Investment on developing the companies and knowledge-based

industries (Lin &Tzeng ,2009)

Su

ppo

rts

and

Ser

vic

es F

acto

rs o

f th

e

UT

ST

P

Supporting the investment and research and development activities (European Investment Bank, et al., 2010)

Construction, presentation and access to new soft and hard and

advanced infrastructures

(European Investment Bank, et al., 2010)

(Ali Heidari, 2011)

Good investment encouragements to increase the inclination of

companies to enter the park (Lin &Tzeng ,2009)

Delegating administrative spaces and transportation system

(Vikström,2006)


Absorbing direct foreign investment by presenting some loans (European Investment Bank, et al., 2010),

(Monroy,2011)

The area of the infrastructure delegated to the institutions, companies to

construct research spaces


Hu

man

Res

ou

rces

Fac

tors

of

the

UT

ST

P

The specialized, committed with strong industrial and scientific

knowledge in all parts of parks

(Cox,1985 )


An entrepreneurial network with entrepreneurial training (Smilor,1987)

The motivation, abilities and capacities, dynamics and entrepreneurial

morale of park staffs (Salami et al., 2011)

The number of jobs created by the companies located in park in other

parts of the region via purchasing the goods and services (Ken Guy,et al.,1996)

Flexibility of human resources for macro goals (Bahari et al., 2012)

Specific consideration to employment processes, continual training and

reward system of employees (European Investment Bank, et al., 2010)

Ex

tern

al F

acto

rs o

f th

e

UT

ST

P

Risk taking culture of entrepreneurial-oriented (Kharabsheh , 2012)

Using local tenant companies (Workshop Summary,2008)

Increasing collaboration of companies with each other (Lin &Tzeng ,2009)

Committed participation of scientific, industrial and social associations

in creating park (European Investment Bank, et al., 2010)

Variety of customers (Lee,et al.,2000)

The role of intermediary institutions in development and improvement

of networks and parks (Monroy,2011)

To rank of the CFSs, at first we should modeling Decision Network in Super Decisions Software. Decision

network is consisting of three levels and the inter-clusters’ and intra-clusters’ relations of the factors are

determined by experts of the UTSTP.



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Figure 5: Decision Network that Created by Super Decisions Software

After defining inter-clusters’ and intra-clusters’ relations; paired comparison questionnaire is made by Super

Decisions Software and it is completed by experts of the UTSTP. After completing the questionnaire, the

software analyze the input data and rank results are presented by Unweighted Super Matrix, cluster matrix,

Weighted Super Matrix and limit matrix, respectively as:



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Table 2: Software’s Output of Ranking of Critical Success Factors and Sub-Factors of the University of Tehran

Science and Technology Park (UTSTP)

Factor

Rank

Numerical

Value of

Factor

Factor Sub-Factor

Numerical

Value of

Sub-

Factor

Sub-

Factor

Rank

1 0.452

Su

pp

ort

s an

d S

erv

ices

Fac

tors

of

the

UT

ST

P Absorbing direct foreign investment by presenting some loans 0.277 1

Good investment encouragements to increase the inclination of

companies to enter the park 0.199 2

Construction, presentation and access to new soft and hard and

advanced infrastructures 0.164 3

Supporting the investment and research and development activities 0.162 4

Delegating administrative spaces and transportation system 0.121 5

The area of the infrastructure delegated to the institutions, companies

to construct research spaces 0.074 6

2 0.232

Man

agem

ent

Fac

tors

of

the

UT

ST

P

Evaluation of competing technologies 0.192 1

Finding and executing the best methods in long-term development 0.176 2

Investment on developing the companies and knowledge-based

industries 0.172 3

The specialized, committed, entrepreneurial management team about

issues of science and technology parks 0.166 4

Strong control on the activities of existing tenant companies in park 0.163 5

Exact planning with definite deadlines and some polices to exist

companies 0.128 6

3 0.148

Lo

cati

on F

acto

rs o

f th

e

UT

ST

P

Existing technology infrastructures 0.391 1

The park should be near a city or city center with facilities 0.363 2

Physical situation (location) of park to absorb knowledge-based

companies and its staffs 0.133 3

Investment on spatial location factors (location) of park 0.0446 4

Proximity to university, organizations, important technology

organizations and commercial centers. 0.0443 5

Proximity to rapid transportation system, highways and regional

airports 0.022 6

4 0.095

Ex

tern

al F

acto

rs o

f th

e

UT

ST

P

The role of intermediary institutions in development and

improvement of networks and parks 0.251 1

Variety of customers 0.176 2

Increasing collaboration of companies with each other 0.170 3

Committed participation of scientific, industrial and social

associations in creating park 0.159 4

Risk taking culture of entrepreneurial-oriented 0.131 5

Using local tenant companies 0.112 6

5 0.070

Hu

man

Res

ou

rces

Fac

tors

of

the

UT

ST

P

The number of jobs created by the companies located in park in other

parts of the region via purchasing the goods and services 0.295 1

An entrepreneurial network with entrepreneurial training 0.153 2

Flexibility of human resources for macro goals 0.149 3

The motivation, abilities and capacities, dynamics and

entrepreneurial morale of park staffs 0.144 4

Specific consideration to employment processes, continual training

and reward system of employees 0.141 5

The specialized, committed with strong industrial and scientific

knowledge in all parts of parks 0.116 6

5. Conclusions

In this research, by review of literature and experts view, critical success factors of the UTSTP were identified

that as result 5 Main factor and 30 sub-factors were selected as critical success factors of the UTSTP. The five

main Factors were included:

Location Factors of the UTSTP;

Management Factors of the UTSTP;

Supports and Services Factors of the UTSTP;

Human Resources Factors of the UTSTP;

External Factors of the UTSTP.



362

By considering this fact that these factors are not independent in the real world, they have internal and

inherent dependencies and ANP method was used to rank the factors and sub-factors. The capabilities of ANP

are more than AHP. Because ANP considers inter-clusters and intra-clusters relations and provides more

accurate ranking. As shown in Table 2, the factor of supports and services of the UTSTP is the most important

factor among 5 main critical success factors of the UTSTP. It can be said that experts believe the supports and

services play an important role in the absorption of knowledge-based companies. In this ranking, human

resources factor of the UTSTP had the last rank. This issue doesn’t mean human resources factor is less

important. As the organization has expert forces, they need support and services. The ranking of each of sub-

factors are observed in required clustering and managers and authorities can assign the budget of the UTSTP to

sub-factors based on the rank of each of the factors or they can improve sub-factor development. This ranking

will help in strategic planning and macro policy making of the UTSTP in the future.

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