Table 5 Review and the interview results
Comparing the results | Interview results example | Systematic review-related references | Code | Analysis level | |||
|---|---|---|---|---|---|---|---|
More details | Not aligned | Aligned | Quotation examples | Affiliation | |||
- | Â | * | There is no coherent and sustainable structure that helps in determining a vision, strategy, and program | Research centre head | Bahadori et al. 2014 | Lack of a systematic structure and a national leadership centre for long-term and macro planning | Macro level |
- | Â | * | Our first challenge is the lack of a vision and a big picture to clarify and identify research clusters | Research centre head | Bahadori et al. 2014 Mansoori 2018 | Lack of national vision for HRS | |
- | Â | * | The composition of stakeholders and their involvement in determining research priorities is not practical with a high degree of centralization | Ministry of Health | Mohammadi and Mesgarpour 2002 Khayatzadeh-Mahani et al. 2013 Badakhshan et al. 2018 | Centralization of HRS | |
- | – | – | We are trying to place new ideas in the heart of old and challenging structures, while we do not have the basic infrastructure in some respects | Researcher | – | Traditional structures with inefficient updates | |
- | Â | * | Who is a medical scientist? Probably a faculty member. What influences their research stance? Helping people? Promotion? Citation? Impact factor? We got metric fixation | Senior researcher and a faculty member | Tourani et al. 2009 Bahadori et al. 2014 Badakhshan et al. 2018 Karimian et al. 2009 | Weak regulatory framework or structure of incentives | |
- | Â | * | Intellectual property laws are a significant obstacle to the commercialization of research achievements. As long as we do not value the idea, we should not expect to move in the direction of promoting innovation | Health innovation system | Badakhshan et al. 2018 | Weak regulatory framework or structure of intellectual property protection | |
- | Â | * | The system is not agile. The process from starting research to ending progress slowly with many formal requirements that are not needed | Ph.D. student | Bahadori et al. 2014 | Weak regulatory framework or structure of research process | |
- | – | – | Laws are weak in supporting students in research activities, especially in determining their research share | Ph.D. student | – | Weak regulatory framework or structure of capacity-building plan for young researchers | |
- | – | – | If I wanted to outsource the study phases to the private sector, I would face many legal challenges, but I could quickly transfer the budget to the universities for research | Science and technology policy-maker | Karimian et al. 2009 | Weak regulatory framework or structure of Public–private partnerships in research | |
- | Â | * | In general, laws and regulations do not lead to research operations transparency. Financing, human resources development, research centre activities, etc. | Government | Khayatzadeh-Mahani et al. 2013 Badakhshan et al. 2018 | Low transparency of the processes and weakness of regulatory framework in dealing with it | |
- | – | – | We have restricted international relations to the limited exchange of students, and its place in the country’s scientific development is disrupted | Research centre head | – | Challenge in international scientific relations and weakness of regulatory framework in enhancing it | |
It was a challenging code. One of the main actors believes that the Ministry of Health (MOH) is the top leader of the Iranian HRS, and the top-down pyramid is also apparent | * | Â | There is no horizontal and vertical network of actors active in HRS. There is no institutional mapping. Many parallel workings that lead to waste of resources with low efficiency | Government | Bahadori et al. 2014 Mohammadi and Mesgarpour 2002 Khayatzadeh-Mahani et al. 2013 Badakhshan et al. 2018 Ramrzani et al. 2018 | Non-harmonized multiple actors | Meso level |
The MOH is the top leader of Iran HRS, and the top-down pyramid is also obvious. So we have the structure, which is not the source of Iran HRS problems | Higher education top expert | ||||||
- | Â | * | One of our big challenges is that we can't have good management, and as governments change, the presidents of universities change, resulting in a sinusoidal wave in the management of the university that hurts them | Government | Mohammadi and Mesgarpour 2002 Mansoori 2018 | Unsustainable manner of management | |
- | Â | * | We do not have the vision to organize research activities, and we should not expect to meet the needs with this cross-sectional and separate research | Research centre head | Karimian et al. 2009 Badakhshan et al. 2018 | Not placing the research activities on the national research map and with less connection to the national research system | |
- |  | * | The concepts presented in theory and at the academic level have remained separated and don’t lead to developing measures and interventions to meet the challenges of society or increase welfare and have remained merely at the theoretical level | Research centre head | Yazdizadeh et al. 2016 Mansoori 2018 | The gap between theory and practice | |
- | – | – | I need a laser and an optician in surgery. At the same time, the optician is doing his job in the universities and has never been working with patients and does not know how to work with a laser for humans. Now every specialty is separated. As a result, it prevents the production of technology such as lasers | Research top manager and entrepreneurship | – | Weaknesses in multidisciplinary and interdisciplinary studies | Micro level |
This code was the only one with the slightest consideration for the stakeholders | – | – | We cannot manage the conflict of interest in HRS. one of the consequences is the biased priorities on health research | International experts are working both in national and international health research atmosphere | – | Weaknesses in conflict of interest management in HRS | |
- | Â | * | We have summarized the research into the publication of articles, which is the main reason for the decline in the quality of research compared to their main mission, so we have parallel and repetitive work aimed at increasing citations | HRS top manager | Tourani et al. 2009 Badakhshan et al. 2018 Karimian et al. 2009 Bahadori et al. 2014 | Weakness in research monitoring and evaluating | |
- | Â | * | Appropriate networking has not been established between researchers, research organizations, policy-makers, and senior managers We have a gap between educational and research structures, both at the university and ministry levels | Higher education top manager International senior researcher | Khayatzadeh-Mahani et al. 2013 Badakhshan et al. 2018 Ramrzani et al. 2018 Mansoori 2018 | Challenges in communications, networking and collaborations, both intersectoral and cross-sectoral | |