نشریه مطالعات راهبردی در صنعت نفت و انرژی
سال نهم شماره 33 (پاییز 1396)

One of the approaches that is currently being addressed not only in Iran but in the world is the problem of creating a perspective and strategy formulation. In this regard, the role of strategists in the organization is very important. So, the main goal of this qualitative research was "developing a strategic training model at the national Iranian oil company", based on grounded theory approach, and secondary aims included identifying dimensions (main categories), causal conditions, confounding factors (adversary and deterrent), strategies and implications for the development of strategists in national Iranian oil company; Although, identifying the most important components of the main category, which is strategic thinking. This research is in the category of applied research in terms of purpose, in the category of exploratory research in term of level and methodologically located in the category of qualitative research with grounded theory and systematic approach. The research data were collected through semi-structured interviews (24 experts from industry and university) from study sample, then by coding, we have identified the dimensions, the main categories and the subcategories and concepts associated with each of the codes obtained. After the axial and selective coding table was obtained, the paradigm model was realized and the type of relationship between dimensions and components of strategist development was achieved. The findings of the research showed 11 main categories and 24 sub categories and 98 concepts, which are in the form of a paradigmatic model including: causal conditions (individual factors, organizational factors and discourse), the central category of strategic thinking (systemic vision, conceptual thinking, prospective and philosophical attitude), Interventive factors (external and internal environment), background factors (cultural context, learning context, psychological factors and organizational independence, strategies of talent identification and absorption and maintenance) and consequences (development of strategic thinking and establishment of monitoring system) in national oil company and showed the relationship between its various dimensions. The findings of this study led to the exploration of a model for development of strategists at the National Iranian Oil Company.

Cconsidering the growing significance of human capital in the oil industry, the irrefutable role of leadership in guiding, maintaining and motivating employees, and also; increasing positive outcomes, progressing performance of organization and the growing importance of the study of organizational justice, which are intertwined in leadership research, the purpose of this article has been developing a model of justice leadership in the oil industry using a qualitative research method based on the grounded theory. Iranian Oil Pipeline and Telecommunication Company was considered as a population and based on the purposive sampling and snowball technique, using the organizational justice questionnaire, 16 managers and supervisors with the highest score were selected and interviewed. After conducting the interview and, using the grounded theory Method with Emphasizing on the leadership process, the conceptual model of the justice leadership process was designed from 104 final extracted codes in the form of 29 concepts, 7 subcategories and 6 categories.

Servant leaders emphasize the service to others and sacrifice personal interests for the interests of others in order to empower individuals with greater freedom, self-control and self-serving as service leaders. The purpose of this study was to investigate the effect of servant leadership on employee perceptions of organizational justice. The research method was applied in terms of purpose and in terms of correlation method. The statistical population consisted of all the staff of the Oil Ministry of Iran, in headquarters, which numbered 800 employees. Using a Morgan table, the sample size was 260 people. They were selected using simple random sampling. For collecting data, two standard questionnaires used by Barbuto and Wheeler (2006) and organizational justice Niehoff and Moorman (1993) has been applied. The validity of the questionnaires computed through Cronbach's Alpha was 79/0 and 84/0 respectively. Examining the information and testing the hypotheses was done by using multiple regression tests, Structural Equation Modeling, and using the PLS software, two parts of the measurement model and structural part were performed. The results of the research indicated that the servant leadership affects employee's perceptions of organizational justice. Also, each aspect of servant leadership (wisdom, self-sacrifice, persuasive representation, emotional healing, stewardship, and promise) affects organizational justice Which respectively have a significant tendency toward sacrifice, sacrifice, emotional healing, stewardship and promise, persuasive representation and wisdom.

According to the main role of culture as an affecting factor on organizational relationships and personnel performance, the purpose of this study has been analyzing organizational subcultures and rifts among them using a locally-developed model founded on work practices. To do this, first, the existence of functional and hierarchical subcultures was investigated and proved based on the researcher-developed model using Kruskal Wallis and Mann –Whitney U tests and then, cultural rifts among the subcultures were calculated. The analysis performed within SPSS on 255 responses to the research questionnaire in the central office of IOPTC. According to the results, the highest level of cultural rift among functional subcultures was in development dimension and its lowest level was in bureaucracy dimension. Also, the highest level of cultural rift among managers’ and employees’ subcultures was in participation dimension and its lowest level has been observed in stress dimension. Having knowledge about subcultures and rifts among them provides possibilities for correcting cultural practices for better organizational adaptation to environment, decreasing misunderstandings between subcultures especially between managers’ and employees’ subcultures and also, help managers to take more effective decisions.

This research was conducted to explain the effect of work-family conflict and work-family support on job satisfaction and job performance in National Iranian Drilling Company’s employees. In terms of purpose this study is applied and in terms of nature and method it is descriptive-survey. The statistical population of the study includes 5817 employees of the National Iranian Drilling Company. Using Morgan sample size table, 361 peoples were selected as statistical samples by a combination of proportional stratified random sampling and non-probability convenience sampling. For data gathering, standard questionnaires of work-family conflict by Boles et al. (2001), Job performance by Babin et al. (1998), job satisfaction by Hartline and Ferrell (1996), and work-family support by Grzywacz & Marks (2000), with reliability coefficients of Cronbach's alpha 0.84, 0.81, 0.83 and 0.79, were used respectively. By simple linear regression and structural equation modelling using SPSS software and using Amos technique, the results of data analysis showed that work-family conflict and family-work conflict had a negative effect on job satisfaction and work-family support and family - work support had a positive effect on job satisfaction. Also, job satisfaction effects on job performance.

The aim of present study has been comparison of work – family conflict among people with healthy (G: good health, S: sparing) and unhealthy (A: ambitious, B: burnout) patterns of work behavior. Within this scope, 137 employees of Imam Khomeini Oil Refinery Company of Shazand were selected by stratified random sampling and responded to research tools. The instruments were the measure of work–family conflict and Work-related Behavior and Experience Patterns Questionnaire (AVEM). The data were analyzed using variance analyze. Results showed that among research sample, there are 45 G pattern, 48 S pattern, 21 A pattern A and 23 B pattern and G and S types have lower means of work-family conflict than A and B types. According to the results, the coping style of employees with their work stress and strain, affects their experience of work-family conflict.

Due to the importance of human resources productivity especially in Iranian Oil’s National Company and the related companies and its direct relationship with economic growth of the country, the present research deals with investigating the effective factors (social capital, organizational culture and knowledge management) on productivity of Qazvin Oil Products Distribution Company. In this research, population concluded all employees of this company in 1394 where the sample size was estimated as 153 using Cochran formula. Moreover, questionnaire and stratified sampling method were used in order to gather data. To test the model and research hypotheses, structural equation modelling (SEM) was applied using Amos software. Analysis results indicated the direct and significant effect of social capital on organizational culture, knowledge management and human resources productivity. Also, results showed that knowledge management had a positive mediator role in influencing the social capital and organizational culture on human resources productivity as well as the organizational culture could increase the effect of social capital on human resources productivity. Focusing on the different role of the mediator variables of organizational culture and knowledge management in promoting human resources productivity among the case study society members, the current article has been assumed innovative and could play an important role in management by filling the current gap.

This research aimed to determine virtual training effect on the satisfaction of National Iranian Oil Company's personnel from training courses. The method of this research has been causal-comparative with two groups of study and comparison. The research sample was including 108 of company’s personnel participating virtual training courses in 1394 as study group, and the same number which was participated in attendance training courses as comparison group. The sample was selected from 5 provinces of Iran with. The level of personnel satisfaction measured by a researcher made questionnaire. Research data was analyzed by descriptive statistical methods (i.e. mean, standard deviation, charts) and inferential statistical methods (Kolmogorov Smirnoff and Mann-Whitney U test). The results showed that there is a significant difference of level 99% between two groups. Therefore we can conclude that virtual training has a positive effect on employee's satisfaction. Findings showed that three dimension of training satisfaction (course context, presentation method & Feedback) have a positive influence on employee's satisfaction.