Expanding use of renewable energies (RE) around the world is a critical mission to reach to global environmental policies. Largest share of global energy mix relates to deployable and carbon-intensive fossil fuels. So, it is necessary to create proper incentives for investors to invest in RE in order to move toward low carbon economy. In this regard, one of the implemented policies is imposing tax on using deployable energies which includes tax on both energy consumption and motor vehicle transportation. This paper investigates impact of environmental tax policy on investors’ behavior for 13 leading selected developed and developing countries during the period 2004-2016. Based on economic theory, investment, particularly in capital-intensive energy industries would have a long gestation period. To capture this feature and evaluate dynamic relations of investments in RE, a partial-adjustment dynamic model is applied and estimated using Generalized Method of Moments (GMM) method. The results show that imposing tax on fossil fuel energy consumption and transportation systems, in particular that use fossil fuels, has a significant negative and positive impact on investing in RE, respectively. Also, empirical results demonstrate that there is a significant negative relation between interest rate (IR) and Investments in Renewable Energies (IRE).
The purpose of the current work, conducted in 2017 and 2018, is to identify andprioritize the qualitative and quantitative factors affecting human resources(HR) valuation at National Iranian Oil Company and its subsidiaries. Using asnowball sampling method, 28 experts were selected from the head of humanresources, the head of finance, and some staff members of National IranianOil Company and its subsidiaries. In order to identify the dimensions andcomponents affecting human resources valuation, a comprehensive literaturereview at international and national levels, interviews with experts, andthree stages of distribution and collection of questionnaires using the FuzzyDelphi method were performed. Then, two phases of the paired comparisonquestionnaire were developed and provided for the experts to explain andevaluate the cause-and-effect relationships between the dimensions andthe components together. The specified components and dimensions wereprioritized using the Fuzzy DEMATEL method. Using the Fuzzy Delphimethod, 15 dimensions and 101 components influencing HR valuation wereidentified at National Iranian Oil Company and its affiliated companies.According to Pareto 20-80, 20 components were identified as the factorsinfluencing human resources valuation at National Iranian Oil Company andits subsidiaries, and using the Fuzzy DEMATEL method, 15 dimensionsand 20 specified components were prioritized. According to the resultsobtained, the most important dimension and component affecting humanresources valuation at National Iranian Oil Company and its subsidiaries arejob satisfaction, motivation, and perseverance in employees’ assignments.
Since a large number of the oil and gas projects are related to the supply chain, the selection of contractors and suppliers is very important. In projects, a contractor is obliged to supply the goods from suppliers and manufacturers approved by the clients, while most companies in Iran, including the company surveyed in this research, i.e. Iranian Offshore Engineering and Construction Company (IOEC, do not have a scientific approach to this issue). The main objective of this research is providing a scientific and practical approach to ranking suppliers and contractors at IOEC and selecting the best ones. In order to achieve such an objective, an integrated model of Swing and TOPSIS methods with fuzzy approach has been designed and applied to a real case. The actual data used are obtained from the post-lay survey of the exports and infield pipelines of South Pars development phases 13, 14, and 22. <strong>Keywords</strong>: Supplier Selection, multi attribute decision making (MADM), Oil and Gas, IOEC, Swing, Technique for Order Preference by Similarity to Ideal Solution (TOPSIS), Fuzzy, Pipelines
Overconfident managers, who tend to overestimate their capabilities, underestimate the possibility and impact of side effects in projects. The purpose of this study is to review the effect of managerial overconfidence on research and development expenditures and the moderating effect of firm value and liquidity on this relationship. For this purpose 51 companies were chosen from oil/gas, and petrochemical Companies listed on the Tehran Stock Exchange over the period 2012-2017. This research, within three basic hypotheses, is analyzed by Eviews software and shows that managerial overconfidence has positive effect on research and development. Company liquidity has direct effect on relationship between managerial overconfidence and R&D, but firm value has no meaningful effect on the relationship between managerial overconfidence and R&D. <strong>Keywords</strong>: managerial overconfidence, R&D, liquidity, firm value
For every organizational and project activity, decisions should be made to delegate necessary resources. The objective of the current paper is to assist the oil and gas managers in aligning each functional level of strategy to make decisions on resource delegation. This can be conducted by creating a synergy which increases organizational performance. The methodology used in this research is based on a case study on Iran’s South Pars oil and gas zone. The purpose of the present work is to find the alignment pattern classified on social structuralism domain. This study is explanatory, qualitative, and developmental since it applies the fuzzy set theory to measurements. Presented herein is a comprehensive model according to the systematic and scientific approaches in the field of management. The main purpose of this model is to create organizational strategy alignment in severe environmental conditions and in the presence of external economic sanctions in South Pars oil and gas projects. The statistical society included in this study were the managers and CEO’s who had in-depth experience in South Pars projects for more than five years. Since the number of the managers were 43, the possibility of data gathering allowed for not using the sample size. The results show that by increasing strategic alignment (SA) among strategy functions, structure, human resource, and technology, the level of organizational performance rises, and the fuzzy model of SA leads to better statement reality. <strong> </strong>
Today for installations management in equipment-based industries, such as oil and gas industry, the physical asset management development based on the ISO-55000 requirements is generally the most common issue in the world and particularly in Iran. Since this standard only expresses the requirements, many physical asset management excellence models have been designed by researchers or research institutes around the world to develop and strengthen physical asset management. Therefore, due to the diversity of models, organizations face problems of choosing a suitable model. Based on this issue, the main purpose and innovation of this work is evaluating and prioritizing popular and sometimes reference physical asset management excellence models according to 6 critical criteria based on DEMATEL and ANP techniques. Cost, risk, performance, sustainability, simplicity, and knowledge were identified as the critical criteria. First, 4 criteria were taken from the ISO-55000, and 2 critical criteria were then identified through interviewing oil and gas experts. The approach of this research is quantitative, and the method of data collection is descriptive-survey. Uptime, Institute of Asset Management (IAM), life cycle engineering (LCE), and asset integrity management (AIM) models are the main popular and/or reference physical asset management excellence models in the world. The finding shows that the IAM, LCE, AIM, and uptime models are respectively prioritized based on these critical criteria. <strong>Keywords:</strong> Physical Asset Management Excellence Model, ISO-55000 Standard Series, DMATEL, ANP