oil companies

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 oil and gas industry, as one of the most complex industries with unique characteristics, plays a vital role in the world's energy supply. In order to be present in this field, gain and maintain a competitive advantage, the actors of this industry are condemned to create, develop or acquire innovative technologies. With the change in the approach of companies active in the oil and gas industry compared to the past, intellectual achievements have been considered as a valuable asset and their support has become inevitable. Companies active in the field of oil and gas are well aware of the fact that obtaining maximum profits requires managing and supporting intellectual achievements and defining an intellectual property strategy aligned with the company's business goals. Therefore, each company defines its intellectual property strategy according to its role in the energy supply chain and operates based on it. Investigating the cost and profit of intellectual assets are two important criteria in determining the appropriate strategy of an oil company.