Petroleum Business Review

Abstract The oil and gas industry, as one of the most complex industries with unique characteristics, plays a vital role in the world's energy supply. In order to be present in this field, gain and maintain a competitive advantage, the actors of this industry are condemned to create, develop or acquire innovative technologies. With the change in the approach of companies active in the oil and gas industry compared to the past, intellectual achievements have been considered as a valuable asset and their support has become inevitable. Companies active in the field of oil and gas are well aware of the fact that obtaining maximum profits requires managing and supporting intellectual achievements and defining an intellectual property strategy aligned with the company's business goals. Therefore, each company defines its intellectual property strategy according to its role in the energy supply chain and operates based on it. Investigating the cost and profit of intellectual assets are two important criteria in determining the appropriate strategy of an oil company.

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 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