درخت حوزه‌های تخصصی

This study was conducted to determine the effect of the asymmetric oil price shock, tax revenues, resource curse, stock market, and business cycles of Iran by using the structural vector auto regression model (SVAR) for the 1984-2018 period. According to results of the estimated SVAR model, an impulse imposed by the duration of sanctions on oil exports led to an 89% increase in production gap, and impulses caused by liquidity and stock price led to 86% and 53% rises in production gap, respectively. Variation in oil and foreign exchange earnings results in different and even conflicting changes in foreign and domestic sectors of the economy, which subsequently affect the economic performance positively or negatively. Regarding economic structure and principles, a constant increased exchange rate leads to economic growth while a cross-sectional increment in exchange rate does not lead to any economic prosperity. Increased exchange rate and decreased domestic money weakness will increase foreign debt, which in turn causes liquidity shortage. Overall, the liquidity shortage of economic firms has a negative impact on the return of stock and business cycles. Hence, policymakers must pay considerable attention to macroeconomic indicators.

Internationalization of businesses is considered as a key factor in economic development and growth of the economic entities. On the other hand, the ability of the system for endurance and reliability is inevitably dependent on the success that the system gains in communicating with the external environment; in other words, the sustainability of the system is entirely dependent on system capability for adaptation, change and responsiveness to the environment. Furthermore, Technology-based businesses are highly dynamic and use different internationalization patterns. A literature review shows that comprehensive studies have not been conducted despite the necessity of today's businesses to move toward sustainable internationalization. Therefore, this research examines existing patterns by presenting a model for sustainable internationalization in technology-based businesses. In the present study, 6 technology-based businesses in oil and gas industry have been investigated using a multi-case interview method. The validity and reliability of data collection tools have been confirmed. The results of the interviews performed during the two coding stages revealed that economic, environmental, social and technological factors are among the factors influencing the adoption of sustainable business internationalization strategies along with a focus on a sustainable business model. This study also presents different types of sustainable internationalization strategies and classifies the internationalization’s sustainability index into two categories of profitability and sustainability of relationships in the network.

<span class="H5CharChar"><span>This research identifies decision-making styles and components of succession planning and examines their relationship.The statistical population (190 people) in the present survey research consists of Pars Special Economic Energy Zone (PSEEZ) Organization managers who were assessed using the Census Method. Scott and Bruce’s general decision-making questionnaire and Kim’s succession planning questionnaire were used with a response rate of 90%. Data was analyzed with the SPSS and Smart Planning softwares. In analyzing the obtained results, the dominant decision-making style is rational, followed respectively by the intuitive, dependent, avoidant, and spontaneous decision-making styles. By investigating succession planning capabilities, the results of the research showed that among items in the succession planning system, candidate evaluation ranked first, followed by policy setting, system evaluation, and candidate development respectively as the priorities of the statistical population. The research hypothesis based on a significant relationship between the decision-making styles and organizational succession planning capabilities was confirmed. In order to improve its human resources and bridge the gap with global standards, it is therefore proposed that the senior management of the organization take serious steps to implement the succession planning program. It is also recommended that other esteemed researchers carry out the present research again after the implementation of the succession planning program in the studied organization and compare the results before and after the implementation of the program.</span></span>

Considering global warming and importance of sustainable growth in economic sub-sectors, this paper presents and estimates an empirical model of renewable energy consumption for the industrial sector of selected OPEC and non-OPEC countries over the period 1990-2014. Panel co-integration estimates by Pedroni (1999,2004) and Westerlund (2005,2006) show that, in the long term, increases in industrial value added per capita, real oil prices, and CO2 per capita are found to be major drivers behind per capita renewable energy consumption for both OPEC and Non-OPEC nations. Panel Granger causality by the Dumitrescu and Hurlin (2012) method confirms that there are bi-directional causality relationship between research variables and therefore verify feedback hypothesis. Finally, FMOLS and DOLS results show that when industrial value added per person increases, per capital renewable energy consumption increases by greater magnitude in non-OPEC than OPEC countries; also an increase in CO2 emissions per person increases per capita renewable energy consumption by greater amount in non-OPEC than OPEC nations.

One of the most critical bottlenecks in the country’s oil industry is the lack of sufficient liquidity and a suitable and codified method for financing projects in the downstream sector of Iran’s oil and gas industry. These projects include the construction of oil and gas refineries and petrochemical plants. Oil and gas projects require a very high volume of investment, and the limited financial resources and insufficient attractiveness of the currently defined instruments do not meet the new investment needs of downstream projects to achieve the 1404 vision. Therefore, in this article, due to the novelty of the issue, numerous interviews were conducted with staff and operational managers and other relevant officials in the field of financing the downstream part of the oil and gas industry. Then, with the help of Maxqda software, all independent ideas in the form of concepts and sub-themes were identified. With the help of the Delphi method based on the process of Islamic financial engineering based on responding to existing needs by identifying the needs of the parties to the transaction, asset base, and related cash flow analysis, appropriate structured instrument in this sector were designed in six instruments. From experts and related tests, as well as analysis and comparison of their various risks by AHP using Expert Choice software, finally based on the tests performed on the results obtained from questionnaires and interviews of experts, structured financing instrument in the form of convertible securities parallel Istisna Sukuk–Lease (Ijarah) and Sukuk–stock was approved.

Recent theories of firm dynamics emphasize on the role of financial variables as determinants of firm growth. Most of the technical literature shows that there is a positive relationship between financial leverage and firm growth. The purpose of this paper is to examine whether such relationship exists among oil and gas companies within the Organization of the Petroleum Exporting Countries (OPEC). Data were collected from the selected members of the OPEC. The collected data was then analyzed using the Arellano and Bond (1991) GMM method and Sargan test. The results showed a significant and positive relationship between financial leverage and firm growth which is in line with the technical literature. This research contributes to the body of knowledge by examining a specific and important sector within several different countries. It shows the current theory is not affected by industry or country.

The validity of the questionnaire was confirmed using CVR index, as well as exploratory and confirmatory factor analysis while its reliability was evaluated using Cronbach's alpha. Data analysis was performed using Delphi technique, one-sample t-test, and structural equation modeling in SPSS and Lisrel statistical software. Based on the obtained results, four dimensions, 17 components, and 63 indicators were identified for the inter-organizational cooperation management model in oil companies in the Pars Energy Special Economic Zone. Environmental, cultural, organizational, and leadership style dimensions are known as the dimensions of inter-organizational cooperation management in oil companies in the Pars Energy Special Economic Zone. Such factors had the most significance among the identified dimensions of environmental dimension with load factor of 0.99, cultural dimension with load factor of 0.82, organizational dimension with load factor of 0.79 and leadership style dimension load factor of 0.89, respectively, than other dimensions to the concept of inter-organizational cooperation management model in oil companies in the Pars Energy Special Economic Zone. The results indicated that the designing the inter-organizational cooperation management model is divided into four dimensions of environmental, leadership, cultural and organizational dimensions. Environmental dimension includes political, business process, economic, developmental, legal, and technology. Cultural dimension includes the components of conflict management, information sharing, participation, and commitment. Organizational dimension includes the components of philosophy, processes, coordination, and strategy. Leadership style dimension encompasses the components of collaborative leadership, multidisciplinary decision making, and adaptation to management style.

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

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.