Petroleum Business Review

Abstract Iran's gas industry plays a strategic role in supplying and distributing natural gas energy to society. The project-based, operational, and service-oriented nature of this industry, combined with its large workforce, underscores the necessity to address the risks confronting its human resource management system. This study was conducted to identify and analyse these human resource management risks. This study employed a mixed-methods approach. In the qualitative phase, the researcher's lived experience was utilized to identify and categorize 35 human resource management risk factors in Iran's gas industry. For the quantitative phase, a risk management framework was applied to evaluate each identified factor based on two key dimensions: risk probability and risk impact. The assessment results were subsequently visualized through a heat map. The study results demonstrated that none of the indicators fell within the low-risk zone, with 15 indicators classified as medium-risk and 20 as high-risk, while two critical indicators - imposition of salary and benefit restrictions with a risk rating of 9 and dependence on political affiliations for filling key positions with a risk rating of 8 - were identified as the most substantial challenges facing the human resource management system in Iran's gas industry.

Abstract The aim of the current research is to explore a strategist developing model based on a mixed method for National Iranian Oil Company. This study is an exploratory and applied research, and it methodologically uses mixed methods. In the qualitative part, which is based on a data theory approach, the required data were gathered by means of semi-structured interviews. The participants involved in the study were 24 industrial and academic experts. After collecting the data, they were encoded, and necessary measurements were then taken to determine dimensions, main categories, subcategories, and relevant concepts related to our coding system. Having gained a coded table which was pivot and selective, finally, the goodness of the fit of the paradigmatic research model was developed (n=320). Quantitative analyses were performed by means of SPSS 24 and Lisrel 9.30 software. The qualitative findings of this study included 11 main categories, 24 subcategories, and 98 concepts. The concepts which were related to development strategists included causative factors (individual factors, organizational factors, and discourses); the category of central strategic thinking (conceptual and organizational thinking, foresight, and philosophical attitudes); obstructive factors (both inter organizational and intra organizational factors); contextual factors (cultural context, psychological factors, and organizational independence); strategies to identify the talents, to attract them, and to retain them; the outcomes of the establishment of monitoring system; strategic thinking; and the process of developing experts in our oil company. Our findings resulted in discovering a pattern to develop experts in oil industry.