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
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
