Oil and Gas Economics and Management
Ali Porseshbin; Mohammadreza Bagherzadeh; Assadollah Mehrara; Yousof Gholi Pourkanani
Abstract
The present study aimed to provide an inter-organizational cooperation management model in oil companies in the Pars Energy Special Economic Zone. This study was conducted in two stages: conceptual research framework design and validation. The first part included the senior managers of oil companies ...
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The present study aimed to provide an inter-organizational cooperation management model in oil companies in the Pars Energy Special Economic Zone. This study was conducted in two stages: conceptual research framework design and validation. The first part included the senior managers of oil companies in the Pars Energy Special Economic Zone, and 10 subjects were selected as the sample. In the second part, the population included all employees, from whom 116 samples were selected. After identifying the components, indicators, and criteria, the Delphi questionnaire and a 5-point Likert scale were used to collect data. The validity of the questionnaire was confirmed using the CVR index and exploratory and confirmatory factor analysis, while its reliability was evaluated using Cronbach’s alpha. Data analysis was performed using the Delphi technique, one-sample t-test, and structural equation modeling in SPSS and Lisrel statistical software. The results identified four dimensions, 17 components, and 63 indicators for the inter-organizational cooperation management model in the Pars Energy Special Economic Zone oil companies. Environmental, cultural, organizational, and leadership style dimensions are the dimensions of inter-organizational cooperation management in oil companies in the Pars Energy Special Economic Zone. Such factors are the most significant among the identified dimensions of environmental dimension with a load factor of 0.99, cultural dimension with a load factor of 0.82, organizational dimension with a load factor of 0.79, and a leadership style dimension load factor of 0.89 respectively than other dimensions to the concept of inter-organizational cooperation management model in oil companies in the Pars Energy Special Economic Zone. The results indicated that designing the inter-organizational cooperation management model is divided into four environmental, leadership, cultural, and organizational dimensions. The environmental dimension includes political, business process, economic, developmental, legal, and technology, and the cultural dimension includes the components of conflict management, information sharing, participation, and commitment. The organizational dimension consists of the components of philosophy, processes, coordination, and strategy, and the leadership style dimension encompasses the components of collaborative leadership, multidisciplinary decision-making, and adaptation to management style
Energy Management and Engineering
Mohammad Babaei; Assadollah Mehrara; Mehrdad Matani; Mohammad Reza Bagherzadeh
Abstract
Todays, the issue of environmental instability and destructive environmental behavior can leave many irreparable effects and damage on future ecosystems and the lives of future generations. Method: This study aimed to present an environmental model of sustainable development in the Iranian gas industry. ...
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Todays, the issue of environmental instability and destructive environmental behavior can leave many irreparable effects and damage on future ecosystems and the lives of future generations. Method: This study aimed to present an environmental model of sustainable development in the Iranian gas industry. The present study used a qualitative with grounded theory method. In-depth interviews were conducted with 25 academic experts (professors of public administration and environmental engineering at universities in Mazandaran province) and the heads of the National Iranian Gas Company in five regions of Iran using the "rich information" sampling method. Results: The results indicated that the environmental model of sustainable development in the Iranian gas industry had 15 dimensions in terms of causal conditions. 1. Services, 2. Safety and health requirements, 3. Social responsibility, (context condition) 4. Education and learning, 5. Acculturalization, 6. Managers' attitude and awareness (intervening conditions) 7. Contractors, 8. Technical facilities and equipment, 9. Technology and technical operations (Strategy) 10. Medium and long term policies of the Ministry of Energy, 11. Continuous monitoring and evaluation of project progress, 12. Consumption management programs, 13. Pollutants management programs and consequences 14. Improved environmental performance of the gas company and 15. Moving towards sustainable development. Conclusion: Since the gas industry is one of the most polluting industries and the lack of attention to environmental issues in this huge industry will lead the Iranian environment to very serious and perhaps irreparable crises, using the environmental model of sustainable development in this industry seems highly important and necessary.
