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Dynamic Capability Improvement Model in the Field of International Markets in Iranian Oil and Gas Industry

Document Type : Original Article

Authors

1 Ph.D. Candidate, Department of Management, Tabriz Branch, Islamic Azad University, Tabriz, Iran

2 Professor, Department of Management, Tabriz Branch, Islamic Azad University, Tabriz, Iran

Abstract

One of the main approaches in capacity building and strengthening organizational abilities to integrate activities along the supply chains is the integration, creation, and reconfiguration of internal and external capabilities of components based on the theory of dynamic capabilities. The main assumptions of this theory are based on the purposeful strengthening and promotion of organizational capacities to improve the executive capability of human resources. The objective of this study is to provide a model for promoting dynamic capabilities for international markets of Iran's oil and gas industry. The statistical population includes managers and experts in the field of oil and gas working in the affiliated organizations in Iran. Data were collected using a researcher-made questionnaire whose validity was verified by the content method and its reliability was examined and verified by test-retest method with Spearman correlation coefficient of 0.877 and internal consistency was verified using Cronbach's alpha coefficient. Based on the findings, the dynamic capabilities model was formed on 24 primary factors that were classified into 7 main components. In addition, these components were further classified into four main categories based on the competence-emergency matrix. According to the results, "Strategic conducting of capital resources" accounted for 19.78% of explanatory power and was the most important factor in promoting dynamic capabilities. The findings of the present study can be useful for decision-makers to promote competitiveness in terms of dynamic capabilities in Iran's oil and gas industry.

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References
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Petroleum Business Review
Volume 4, Issue 3 - Serial Number 12
July 2020
Pages 95-107
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History
  • Receive Date: 11 July 2020
  • Revise Date: 16 July 2020
  • Accept Date: 16 July 2020
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