Oil and Gas Economics and Management
Alireza Fardi Azar; Mojtaba Tabari; Soleyman Iranzadeh; Yousof Gholi Pourkanani
Abstract
Having a strong and capable crew is one of the primary desires of any organization. The organization’s prosperity depends on such individuals, and according to the resource-based approach, organizations with talented human resources have a competitive advantage because the possibility of imitating ...
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Having a strong and capable crew is one of the primary desires of any organization. The organization’s prosperity depends on such individuals, and according to the resource-based approach, organizations with talented human resources have a competitive advantage because the possibility of imitating and copying such forces is zero for a competitor. Today the demand for talent is increasing. Organizations compete to obtain such resources and spend much money attracting and hiring them. A successful organization can identify and maintain talent using appropriate human resources systems. Value-based organization models are effective systems of talent management that have entered the talent management literature. This paper aims to review the literature related to the model of value-based organization with an emphasis on talent management in the National Iranian Gas Company. This is descriptive cross-sectional research that is practical in purpose and has a quantitative nature. The data analysis showed that organizational, group, spiritual, psychological, and social ethics should be prioritized to achieve improved talent management, individual values, and professionals. Paying attention to the values of talent and institutionalizing essential values, such as challenging work, continuous learning, maintaining self-esteem, and giving them independence and freedom, should be among the priorities of the National Iranian Gas Company
Oil and Gas Economics and Management
Seyed Reza Rahnamay Touhidi; Houshang Taghizadeh; Soleyman Iranzadeh
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 ...
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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.
