نشریه مطالعات راهبردی در صنعت نفت و انرژی
سال پانزدهم شماره 57 (تابستان 1402)

The purpose of this study is to rank and identify the effective factors in partner selection of foreign companies in strategic partnership from domestic companies of oil and gas industry (upstream). The statistical population of the present study based on the opinions of experts and Sampling was done by non-random method and from all available members. By proving the research background and the factors affecting in partner selection in strategic partnership, 21 factors been identified. While confirming these factors by using pairwise comparison method and AHP software the final questionnaire was created and asked views of all experts in this industry, 9 of the most effective factors by weighting them and analysis were identified, and founds shows that: effective government communication, common goals, strategic fit, mutual trust rank, are first to fourth among the factors affecting the selection of a partner in the strategic partnership of the oil and gas industry (upstream).

due to the political and economic measures taken in the Persian Gulf region by the United States and China, there has always been a suspicion that the economic shocks that have occurred in Iran, always dependent on such It has been one of the problems to examine the role of China and the United States, the method of combining qualitative and quantitative models has been used, the matrix of mutual effects of influential and permeable variables in Iran's oil and gas production and consumption is determined, and then the future scenarios of oil and gas production and consumption are obtained by modeling. The forecasting of oil and gas production and consumption movement includes scenarios and they are applied as a shock to the Input-output table. the effect of these scenarios is -5.4 to +5.8 percent on Iran's total output.

This study aims to design a developing model of employee’s intention to stay at their work in NIGC based on the grounded theory. In term of fundamental purpose, this study can be consider as a practical research. However, in nature it is a survey research and finally in term of paradigm, it is an exploratory sequential mix method research. Exploratory method was used in qualitative approach in order to identifying the main components of employee’s intention to stay at work and the related influenced factors. In part of quantitative method, the developed model was tested with collected data by using SEM. As the results, The accuracy of the developed model was confirmed and it was found that the selected contents, dimensions and indicators was highly accurate and could provide a adequate framework for developing a model of employees intention to stay at work in Iranian national gas company as well.

The purpose of this study is to design a model for evaluating the effectiveness of SHRM practices in National Iranian drilling company. The present study is an applied one in terms of purpose and a descriptive research in terms of method. The research sample include 20 experts who work in National Iranian drilling company.sampling was done in a purposeful manner. Meta-Synthesis were used to extract initial indicators & dimensions. Leveling and relationship between the dimensions were explained by a Fuzzy interpretive structural model. Upon the research findings, fourteen dimensions at four levels including HRM consequences, strategical practices, managerial practices &operational practices were identified as model dimensions. HRM consequences is an uppermost level while operational practices are in lowest level. In the proposed model HRM consequences are dependent one also strategic planning and supply chain of human resources,career management and job engineering have substantial influence on the other among the identified dimensions.

Every project-oriented organization needs an evaluation system to know quality of its project performance. The main aim of the present research is identifying indicators and presenting a model to evaluate the performance of research projects at Institute for International Energy Studies (IIES). The statistical population encompassed two groups of experts, those working in the IIES and the ones who work outside the IIES. The major research tool is a questionnaire, which its reliability and validity are confirmed. A hybrid of Delphi and FUCOM techniques are used to analyze data. According to the findings, 6 indicators and 23 sub-indicators are identified. Additionally, it is determined that the first three ranked criteria are “project planning and control”, “team’s technical knowledge and management”, and “creativity and innovation”.

The current research is done based on empiricist philosophy, conducted with an inductive approach. Research aim is based on an exploratory research, research method. The statistical population is experts and managers of the petrochemical industry. Sampling is a non-probability, purposeful method. Data collection tools are interviews and questionnaires. In order to analyze the expert interviews, the foundation data method has been validated with the fuzzy Delphi method. The analysis of the research data was done in the qualitative phase with Max QDA software and in the quantitative phase with MATLAB. The results have shown the petrochemical industry can lead the Enterprise Resource Planning system through strategic planning and organizational leadership to achieve the goals of organizational transformation management. These fundamental changes in the industry will lead to synchronize with environmental changes, to customer orientation and to gain competitive advantage, and finally to achieve optimal sales pattern in the petrochemical industry.

The purpose of this article is to investigate the factors affecting the branding of research services in oil and gas industries. The research method of this article is a survey and The sample size is 181 people by Cochran's formula, simple random sampling method, questionnaire data collection tool and in the form of a five-point Likert scale and content validity, so a certain number of items were provided to the experts, which after Collecting the opinions of the final questionnaire and determining its reliability by Cronbach's alpha, which was obtained for organizational stability 0.772, innovation 0.753, market knowledge 0.715, market dynamics 0.764 and development of employees and managers 0.794. The effect of independent variables on the dependent variable was analyzed by Spss and the results of the findings show that there is a significant relationship between the branding of research services in this field with the variables of organizational stability, innovation, market knowledge, market dynamics and the development of employees and managers. Among the variables, the variable of organizational stability has the most effect, and the development of employees and managers has a high effect, and the variable of market knowledge has the least effect.

The purpose of this research is to design special recruitment and use scenarios for Generation Z employees.

The present research is a qualitative descriptive-analytical research and in terms of purpose, it is applied. The research community includes 12 experts from the petrochemical industry. And 31 indicators were identified through the Delphi method and the indicators were analyzed using the method of structural-interpretive equations and the formation of the achievement matrix. 

The results of the research identified 5 important levels in identifying effective factors in attracting and hiring generation Z employees. In the first level, 5 indicators (merit selection, improving organizational selection, organizational attractiveness, highlighting goals and values, creating an environment of accountability and acceptance of transformational managers), in the second level 3 indicators (developing generation z culture, paying attention to the values ​​of employees and team-oriented, communication between cultural) in the third level, 5 indicators (formation of electronic government, relying on remote work, upgrading technological infrastructure, support functions, eliminating bureaucracies), in the fourth level, 6 indicators (using digital skills, creating a multicultural organization, improving the quality of work life and satisfaction career, adaptation to work culture, sense of belonging to work and teaching organization, division of work according to the abilities of the generation, planning to reduce continuous job change), at the fifth level 5 indicators (educational policies in management fields and increasing skill training, In-service training courses and employee empowerment, turning the interested workforce into job candidates, giving benefits according to the scientific and skill abilities of the job, planning the design of attractive jobs based on the knowledge and ability of the generation) were determined.

Variables of needs assessment and public information, making jobs attractive for generation z, measuring the capacity and efficiency of a person when hiring, measuring people's computer skills, hiring using social networks, applying for a job online and building a personal brand as the most basic elements. The model was identified.

The purpose of this study is to investigate the effect of psychological ownership on employee retention with the mediating role of commitment and employee Engagement in the Oil Engineering and Development Company. The present study in terms of purpose; Descriptive, from the audience's point of view; Functional and in terms of time dimension; It is cross-sectional. The statistical population of the study, including all employees of the Petroleum Engineering and Development Company, is 804 people, the sample size based on Cochran's formula is 260 people, and was considered by simple random sampling. The research instrument consists of 40 standard questions, the validity of which has been confirmed formally and structurally, and its reliability has been confirmed based on Cronbach's alpha of 0.85. The collected data were analyzed based on the analysis of the path of structural equations in AMOS software. The results showed that psychological ownership on employee commitment, with an impact factor of 0.86, psychological ownership on employee Engagement, with an impact factor of 0.78, psychological ownership on employee retention, with an impact factor of 0.35, employee commitment on employee retention, with an impact factor of 0.43 and employee Engagement It had an effect on employee retention with an impact factor of 0.29. Thus, psychological ownership had the greatest impact on employee commitment, with an impact factor of 0.86, and employee Engagement had the least impact on employee retention, with an impact factor of 0.29. Also, the results of Sobel test showed that psychological ownership on employee retention, with the mediating role of employee commitment, in the Oil Engineering and Development Company with a critical value of 9.17 and psychological ownership on employee retention, with the mediating role of employee Engagement, in the Oil Engineering and Development Company with The critical value of 6.90 had a positive and significant effect.

Undoubtedly, the present age is the age of organizations and the custodians of these organizations are humans, humans who, by possessing the greatest source of power, that is, thinking, can create the causes of excellence, movement and growth of organizations. Organizations can integrate effective talent management strategies into their workforce programs from proven methods and systems to properly optimize human capital resources to increase their competitive advantage and maintain their market share. In this article, the system dynamics method is used to identify the cause and effect loops of the talent management system. In this research, using articles, library sources, and using the opinions of experts and experts of the National Oil Products Distribution Company, as well as academic experts in the field of talent management, cause and effect diagrams have been drawn. Vensim software has been used to draw these circles. The results of this research show that the talent management system has the main subsystems of organizational strategy, human resource empowerment, talent alignment, talent evaluation and talent development. Also, the causal loops obtained from the 15 subsystems of this model, the influencing variables and how they interact with each other were drawn and presented as a basis for providing a solution. Finally, the factors affecting talent management in the case of open control lead to the improvement of talent management.