درخت حوزه‌های تخصصی

Making an agreement between Iran and an integrated countries bloc like Shanghai Cooperation Organization or Eurasian Economic Union to boost energy trade is considered as an efficient factor to improve multilateralism and regionalism of Iranian economy. However, the outbreak of COVID-19 has had caused serious and unprecedented consequences on globalization and regionalization. This research seeks to find out the relationship between COVID19 and regional energy integration for two cases of South Asia and the Eurasian Economic Union (EEU). To estimate the coefficients of variables, the panel data framework based on quarterly data over 2010Q1-2020Q2 is employed. The major results reveal that the COVID19 pandemic is found to be a serious challenge for regional energy integration in these two unions, particularly the integration of larger economies which are more developed and have a higher level of trade liberalization are disturbed by this pandemic. A policy implication based on the conclusions is that Iran may try to make regional energy integration with its neighbors and trading partners. However, to reduce the long-run negative impacts of pandemic, Iran and its energy trade partners should make a plan to determine types and magnitudes of negative impacts of pandemic, regulating monetary and fiscal policies to encounter with the negative influences. To the best of author’s knowledge, despite some earlier researches, there is not any existing literature focusing on how the Corona affects the economic integration. Therefore, this paper tries to fill in this literature gap.

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.

The purpose of this research is choosing the effectiveness function of entrepreneurial outsourcing under themes of bureaucratic culture in Golestan Gas Company by Analysis CARD and Developed Theory of Rough (ERST). The statistical population of the study included two qualitative and quantitative sections, in which 14 experts in the fields of management and entrepreneurship participated in the form of panel members and in the quantitative section, 25 managers and deputies in different layers of the gas company in Golestan province also participated. The basis of the analysis in this study was content analysis in order to identify the functional components of entrepreneurial outsourcing and propositions of bureaucratic culture themes. Raff's analysis set was also used for matrix analysis to identify the most important stimulus for promoting entrepreneurial outsourcing in the first section, and in the second section to select the most effective entrepreneurial outsourcing function under the theme of bureaucratic culture. The results showed that the most important proposition of bureaucratic culture is the proposition of codified systems and the most effective function of entrepreneurial outsourcing in Golestan Gas Company was strategic.

Companies 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 Correct decision making and the ability of companies to determine the appropriate financial resources are the main factors of company success. The effects of financing on the company's return and risk are the most important goals that management should pay attention to when choosing a financing method, and select resources that minimize financing costs. In this research, first, to identify financing methods and also the criteria for selecting the appropriate financing method, the fuzzy Delphi method has been used. Then, the AHP method was used to prioritize the parameters. The results of this study showed that the factors of efficiency, cost, sustainability, operationality, fairness, and transparency are the most important criteria for selecting financing methods in gas companies and also forming subsidiary consortia, receiving facilities, issuing participation bonds, creating an investing companies, presence in the stock market, creating a plan as a shareholder, have been identified as financing methods.

This applied research carried out to identify the main and secondary components affecting organizational agility in the University of Petroleum Industry in Iran. In the qualitative section, by reviewing the researches and using a designed questionnaire, 13 hypotheses affecting the organizational agility of the University of Petroleum Industry have been evaluated. The statistical population includes 229 experts working in Ahvaz, Abadan, Tehran and Mahmoudabad colleges. According to the recommended results, out of 42 identified sub-components, 39 components have been confirmed as well as all 13 main hypotheses. The results show that the main effective components with organizational agility followed as organizational agility, human resource value creation, organizational leadership, strategic agility of managers, ICT management, training and empowerment of faculty and staff, establishing knowledge management, strengthening university infrastructure and university culture. It should be noted that SMART PLS software and partial squares technique were used to evaluate the hypotheses verification and recommended solutions.

Purpose and necessity of research: The main issue of this research emerged when we looked a huge amount of strategy formulation in various petroleum companies in Iran, in which, those documents followed the classical patterns (such as David model) of strategy formulation, on the prescriptive-consecutive paradigm, with no face of the environmental approaches to conduct the planning process of strategy formulation. In this article, we suggest the pattern of Reeves, Hannes and Sinha (2015), in order to choose and execute the right approach for National Iranian Oil Company (NIOC)’s strategy formulation. Research Methodology: This research is developmental, explanatory and quantifiable research. The research strategy was survey and by its application, the information needed to determine the degree of NIOC environmental strategic dimensions and prioritization of different patterns of strategy formulation in NIOC, were achieved. Research Findings: The shared value strategy, shaped NIOC as the leader of oil and gas industry in the various domestic industry and above all into the international market as the OPEC joint partner. It seems that NIOC organizational culture adapt with the shared value strategy according to creation, lead, and membership in the share of crude export with OPEC and non-OPEC collaboration during the ages. Therefore, NIOC should craft the shared value strategy for the niches of oil and gas markets.