Petroleum University of TechnologyPetroleum Business Review2645-47264320200701Determining the effective factors on financing the optimal capital structure in oil and gas companies12012955910.22050/pbr.2020.255708.1133ENSomayeh Alimoradi JaghdariPh.D. Candidate, Department of Financial Management, Kish International Branch, Islamic Azad University, Kish island, IranMohammad Reza MehrabanpourAssistant Professor, Department of Management and Accounting, University of Tehran0000-0002-1086-5652Ali Najafi MoghadamAssistant Professor, Department of Accounting, Islamic Azad University, Tehran, South Tehran Branch, IranJournal Article20201109Companies have access to a variety of financial resources to implement available profitable investment projects, to settle overdue debts, to increase working capital, and to pay dividends to shareholders. These resources include cash from operating activities and the sale of assets (as intra-organizational sources of financing), borrowing loans from the bank, issuance of bonds, and issuance of new shares (as outside the organization sources of financing). Financing and its effects on the returns and risk of the company choose sources that minimize financing costs. Then, to prioritize the parameters, the hierarchical method, Topsis, and ANP were used. The results of this study indicated that the factors of efficiency, cost, sustainability, being operational, fairness, and transparency have been the most important criteria for choosing the financing method, as well as forming sub-consortia, receiving facilities, issuing participation bonds, establishing investment companies, presence in the securities market, creating a shareholder plan, and finally attracting foreign capital have been identified as financing methods. Also, the transparency of the financing method in the surveyed companies to identify the appropriate financing method had the least importance.https://pbr.put.ac.ir/article_129559_5e09237105064d25bacae7830f105ff9.pdfPetroleum University of TechnologyPetroleum Business Review2645-47264320200701Investigating the concept of effectiveness in technology development projects in a research and technology organizations; evaluating eight technology development projects in the Research Institute of Petroleum Industry (RIPI)214112041510.22050/pbr.2020.255920.1137ENSara Sadat Mortazavi RavariPh.D. Candidate, Management and Accounting, University of Tehran, College of Farabi, Ghom, Iran.Mohammad Reza FathiAssistant Professor, Management and Accounting, University of Tehran, College of Farabi,Ghom, iran. Email: reza.fathi@ut.ac.irMehdi MohammadiAssistant Professor, Department of Industrial Management, University of Tehran, Tehran, Iran.Reza BandarianAssistant Professor, Department, of Business Development, Technology Management Division, Research Institute of Petroleum Industry.0000-0002-5313-4876Journal Article20200818One of the governmental research organizations is Research and Technology Organization (RTO), whose primary is to harness science and technology in the service of innovation or public bodies and industry, to improve the quality of life and build economic competitiveness. Despite the importance and role of research and technology organizations in the innovation system, previous studies have not addressed the concept of technology development projects' effectiveness implemented in RTOs. <br />This study attempts to investigate this concept from two aspects: "the concept of effectiveness in research projects" and "the concept of effectiveness in RTOs" to define this concept in a research and technology organization (RIPI). To evaluate and implement the proposed framework, eight technology development projects are studied at the Research Institute of Petroleum Industry. Based on the developed indicators and their weights, the effectiveness of eight technology development projects has been evaluated using ARAS, COPRAS, MOORA, and TOPSIS multi-criteria decision-making methods.https://pbr.put.ac.ir/article_120415_07bc2e31c2a5ca1ffd651743402c3797.pdfPetroleum University of TechnologyPetroleum Business Review2645-47264320200701Identifying Blockchain Technology Maturity's Levels in the Oil and Gas Industry436112037410.22050/pbr.2020.256181.1138ENGhasemali BazaeeAssistant Professor, Islamic Azad University, Central TehranMohammadali HassaniPh.D. Candidate, Information Technology Management, Islamic Azad University, South TehranAshraf ShahmansouriAssistant Professor, Islamic Azad University, South TehranJournal Article20200823<span class="H5CharChar"><span style="font-size: 9pt; line-height: 107%; font-family: 'Times New Roman', serif; color: windowtext;">Currently, blockchain in the oil and gas industry is still at the experimental stage, and many people in the oil and gas industry do not acknowledge this technology. Blockchain technology can bring many opportunities, such as reducing transaction business costs and increasing transparency to the oil and gas industry. However, due to the blockchain being an emerging technology, organizations need to investigate the maturity stages to increase this technology's readiness and adoption. The capability Maturity Model (CMM) is one of the common models in information technology. This model is widely adopted as a public maturity model in business processes, industry, and IS / IT organizations. The blockchain technology maturity model is classified into five levels of emerging, identified, defined, operational and mature to identify the applications of this technology toward flourishing and providing the ultimate solution to most of the organization's problems. Therefore, this qualitative research has been designed to identify maturity levels to provide a conceptual model of maturity levels of blockchain technology in grounded theory. First, the initial factors extracted through reviewing the research background; then, by conducting semi-structured interviews with 12 blockchain technology experts, the data were collected. It is noted that the interview was stopped as the duplicated and identical data, based on grounded theory research strategy The meanings and characteristics of the blockchain maturity model challenges presented in three stages of coding: identification, classification, and finally, create the research model.The reliability of the interviews has confirmed by the reliability methods of Test-Retest and intra-subject agreement. The results of data analysis indicate that experts at the emerging level to primary educating and technology monitoring, at the identified level, to recognize the applications of this technology and regulation, at the defined level, to develop a roadmap, proof of concept (POC), and Feasibility, At the operational level, the stakeholder resistance, and at the matured level, the entry new members, the consortium, and increasing attention to maturity requirements, is spotlight with more frequency than other indicators and elements.</span></span><br /><br /><br /><br /><br /><strong style="mso-bidi-font-weight: normal;"><em style="mso-bidi-font-style: normal;"><span style="font-size: 10.0pt; font-family: 'Times New Roman',serif; mso-ascii-theme-font: major-bidi; mso-fareast-font-family: 'Times New Roman'; mso-hansi-theme-font: major-bidi; mso-bidi-theme-font: major-bidi; color: #363435;">Keywords:</span></em></strong><br /><span style="font-size: 10.0pt; line-height: 115%; font-family: 'Times New Roman',serif; mso-ascii-theme-font: major-bidi; mso-fareast-font-family: 'Times New Roman'; mso-hansi-theme-font: major-bidi; mso-bidi-theme-font: major-bidi; color: black; mso-color-alt: windowtext;">Blockchain, Blockchain capability maturity model, Blockchain maturity levels</span><br /><span style="mso-fareast-font-family: Calibri; mso-fareast-theme-font: minor-latin;"> </span><br /><br /><br /><em><span style="font-size: 10.0pt; line-height: 115%; font-family: 'Times New Roman',serif; mso-ascii-theme-font: major-bidi; mso-fareast-font-family: Calibri; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: major-bidi; mso-bidi-theme-font: major-bidi;"> </span></em><br /><br /><br /><span class="H5CharChar"><span style="font-size: 9.0pt; line-height: 115%; font-family: 'Times New Roman',serif; mso-ascii-theme-font: major-bidi; mso-fareast-font-family: Calibri; mso-hansi-theme-font: major-bidi; mso-bidi-theme-font: major-bidi; color: black; mso-color-alt: windowtext; font-weight: normal; mso-bidi-font-weight: bold;">Currently, blockchain in the oil and gas industry is still at the experimental stage, and many people in the oil and gas industry do not acknowledge this technology.<span style="mso-spacerun: yes;"> </span>Blockchain technology can bring many opportunities, such as reducing transaction business costs and increasing transparency to the oil and gas industry. However, due to the blockchain being an emerging technology, organizations need to investigate the maturity stages to increase this technology's readiness and adoption. The capability Maturity Model (CMM) is one of the common models in information technology. This model is widely adopted as a public maturity model in business processes, industry, and IS / IT organizations. The blockchain technology maturity model is classified into five levels of emerging, identified, defined, operational and mature to identify the applications of this technology toward flourishing and providing the ultimate solution to most of the organization's problems. Therefore, this qualitative research has been designed to identify maturity levels to provide a conceptual model of maturity levels of blockchain technology in grounded theory. First, the initial factors extracted through reviewing the research background; then, by conducting semi-structured interviews with 12 blockchain technology experts, the data were collected. It is noted that the interview was stopped as the duplicated and identical data, based on grounded theory research strategy The meanings and characteristics of the blockchain maturity model challenges presented in three stages of coding: identification, classification, and finally, create the research model.The reliability of the interviews has confirmed by the reliability methods of Test-Retest and intra-subject agreement. The results of data analysis indicate that experts at the emerging level to primary educating and technology monitoring, at the identified level, to recognize the applications of this technology and regulation, at the defined level, to develop a roadmap, proof of concept (POC), and<span style="mso-spacerun: yes;"> </span>Feasibility, At the operational level, the stakeholder resistance, and at the matured level, the entry new members, the consortium, and increasing attention to maturity requirements, is spotlight with more frequency than other indicators and elements.</span></span><br /><br /><br /><br /><br /><strong><span style="font-size: 10.0pt; line-height: 115%; font-family: 'Times New Roman',serif; mso-ascii-theme-font: major-bidi; mso-fareast-font-family: Calibri; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: major-bidi; mso-bidi-theme-font: major-bidi;"> </span></strong><br /><br /><br /><br /><br /><strong><span style="font-size: 10.0pt; line-height: 115%; font-family: 'Times New Roman',serif; mso-ascii-theme-font: major-bidi; mso-fareast-font-family: Calibri; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: major-bidi; mso-bidi-theme-font: major-bidi; color: black; mso-color-alt: windowtext;">Received: </span></strong><span style="font-size: 10.0pt; line-height: 115%; font-family: 'Times New Roman',serif; mso-ascii-theme-font: major-bidi; mso-fareast-font-family: Calibri; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: major-bidi; mso-bidi-theme-font: major-bidi; color: black; mso-color-alt: windowtext;">23 August 2020</span><br /><strong><span style="font-size: 10.0pt; line-height: 115%; font-family: 'Times New Roman',serif; mso-ascii-theme-font: major-bidi; mso-fareast-font-family: Calibri; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: major-bidi; mso-bidi-theme-font: major-bidi; color: black; mso-color-alt: windowtext;">Revised: </span></strong><span style="font-size: 10.0pt; line-height: 115%; font-family: 'Times New Roman',serif; mso-ascii-theme-font: major-bidi; mso-fareast-font-family: Calibri; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: major-bidi; mso-bidi-theme-font: major-bidi; color: black; mso-color-alt: windowtext;">03 </span><span style="font-size: 9.0pt; line-height: 115%; font-family: 'Times New Roman',serif; mso-ascii-theme-font: major-bidi; mso-fareast-font-family: Calibri; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: major-bidi; mso-bidi-theme-font: major-bidi; color: black; mso-color-alt: windowtext;">September </span><span style="font-size: 10.0pt; line-height: 115%; font-family: 'Times New Roman',serif; mso-ascii-theme-font: major-bidi; mso-fareast-font-family: Calibri; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: major-bidi; mso-bidi-theme-font: major-bidi; color: black; mso-color-alt: windowtext;">2020</span><br /><strong><span style="font-size: 10.0pt; line-height: 115%; font-family: 'Times New Roman',serif; mso-ascii-theme-font: major-bidi; mso-fareast-font-family: Calibri; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: major-bidi; mso-bidi-theme-font: major-bidi; color: black; mso-color-alt: windowtext;">Accepted: </span></strong><span style="font-size: 10.0pt; line-height: 115%; font-family: 'Times New Roman',serif; mso-ascii-theme-font: major-bidi; mso-fareast-font-family: Calibri; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: major-bidi; mso-bidi-theme-font: major-bidi; color: black; mso-color-alt: windowtext;">14 </span><span style="font-size: 9.0pt; line-height: 115%; font-family: 'Times New Roman',serif; mso-ascii-theme-font: major-bidi; mso-fareast-font-family: Calibri; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: major-bidi; mso-bidi-theme-font: major-bidi; color: black; mso-color-alt: windowtext;">September</span><span style="font-size: 9.0pt; line-height: 115%; font-family: 'Times New Roman',serif; mso-ascii-theme-font: major-bidi; mso-fareast-font-family: Calibri; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: major-bidi; mso-bidi-theme-font: major-bidi; color: black; mso-color-alt: windowtext;">2020</span><br /><br /><br /><br /><br /><span style="font-size: 10.0pt; mso-bidi-font-size: 9.0pt; line-height: 115%; font-family: 'Times New Roman',serif; mso-ascii-theme-font: major-bidi; mso-fareast-font-family: Calibri; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: major-bidi; mso-bidi-theme-font: major-bidi; color: black; mso-themecolor: text1;"> </span><br /> https://pbr.put.ac.ir/article_120374_edb90917c9cc6ea9ee487e712d4cb2a6.pdfPetroleum University of TechnologyPetroleum Business Review2645-47264320200701Abandonment/Decommissioning under Nigerian Legal Regimes: a Comparative Analysis637912057210.22050/pbr.2020.258255.1140ENBassey Essien KooffrehPh.D. Candidate, Faculty of Law, University of Calabar, Nigeria.Brian F.I. AnyatangPh.D. Candidate, Faculty of Law, University of Calabar, Nigeria.Journal Article20200723<span class="H5CharChar"><span>This article in its introductory part will be devoted to conceptual clarifications of decommissioning and abandonment and (differences, if any). Part two, is the critical analysis of legislations on decommissioning in Nigeria. Part three is also a critical analysis on legal regimes and practices on decommissioning in other jurisdictions such as USA, UK, South Africa. Part Four is a comparative analysis of legislations and decommissioning practices in Nigeria and another jurisdiction. Part Five Consists of findings/observations made during the research. In the end, recommendations and conclusions are drawn, part of which is a call for proactive actions by megacorporation and the Nigerian government in the sphere of timeous decommissioning of obsolete and failed platforms, enactment and, or, review of obsolete legislations regulating decommissioning as well as fulfillment of obligations under multi-lateral environmental treaties that regulate decommissioning and sustainable environmental management and protection. A comprehensive legal framework on decommissioning is urgently required to be enacted to detonate the time bomb on which the region is still sitting due to the fact that the 170 platforms are nearing their useful lifetime.</span></span>https://pbr.put.ac.ir/article_120572_29a60dbedf20c291f77962cdea306852.pdfPetroleum University of TechnologyPetroleum Business Review2645-47264320200701The Regional Security Complex of Moqavemah (Resistance) and Iran’s strategy to ensure Oil Security819312192810.22050/pbr.2021.261436.1149ENJalil DaraAssistant Professor, Tarbiat Modares University, Tehran, iranAzam MoghadasAssistant Professor, Payam e Noor University, Tehran, IranMohammad LalalizadehAssistant Professor, Payam e Noor University, Tehran, IranJournal Article20200719<span class="H5CharChar"><span>Any definition of national interests and the means of securing and protecting them by governments will have their own practical and strategic requirements on domestic and foreign policy. In the meantime, security has always been defined as one of the vital needs and goals of countries and has been pursued as an important priority in the national interest in various ways. Ensuring energy security, especially oil security, from extraction to transfer, exchange and sale, is considered as economic lifeblood for a country like Iran, which faced a serious challenge with the emergence and spread of Takfiri terrorism in Syria and Iraq; While Iran has been deprived from oil selling advantages in world markets, ISIS benefited more and more from oil smuggling in dark markets, earning weekly such an income ranging from “several million” to US$28 million (in 2014- 2015). The purpose of this paper is to answer this question: how did Iran react to Terrorism threat in Middle East to ensure its own oil security and that of region? We suppose that, the strategy of the Islamic Republic of Iran against these conditions, in addition to its revolutionary commitment to supporting liberation movements and oppressed nations, as well as the necessity in protecting Iran’s strategic depth in West, was to expand the doctrinal core of Mehvar e Moqamevah (Axis of resistance) to the political, economic and military spheres. This assumption studied in this article with a descriptive-analytical approach, in the context of the Copenhagen School, particularly, the idea of the Bari-Buzan and Elie Weaver regional security complex.</span></span>https://pbr.put.ac.ir/article_121928_ade129b90998b1bd8808e6758382d884.pdfPetroleum University of TechnologyPetroleum Business Review2645-47264320200701Dynamic Capability Improvement Model in the Field of International Markets in Iranian Oil and Gas Industry9510712054910.22050/pbr.2020.261533.1150ENSeyed Reza Rahnamay TouhidiPh.D. Candidate, Department of Management, Tabriz Branch, Islamic Azad University, Tabriz, IranHoushang TaghizadehProfessor, Department of Management, Tabriz Branch, Islamic Azad University, Tabriz, IranSoleyman IranzadehProfessor, Department of Management, Tabriz Branch, Islamic Azad University, Tabriz, IranJournal Article20200711<span class="H5CharChar"><span>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.</span></span>https://pbr.put.ac.ir/article_120549_f20130211b2317250f32437e27066aef.pdf