مطالعات راهبردی در صنعت نفت و انرژی
Year:2010 | Volume:4 | Issue:12|Papers Count:7

This study is about a relationship between organizational culture and knowledge management in the National Iranian Oil Refining & Distribution Company (central branch). Main body of this study formed based on this question that regarding knowledge management importance, what is the company's current situation. In this regard, to study the question, cultural components related to this system were evaluated based on the Daniel Denison cultural model. In addition, to study the current knowledge management status, the Probst et al. fundamental model is used. Standard questionnaire for these variables, knowledge management as a dependent variable, includes 21 questions and organizational culture with 29 questions. Correlating coefficient for organizational culture questionnaire and for knowledge management questionnaire were obtained .92 and .86 respectively. As Kronback Alpha is more than .7 for both questionnaires, then the couple has the sufficient correlation. Statistical volume is 150 persons. Thus, the statistical sample were selected based on the random sampling method and finally 80 questionnaires were collected. To determine obtained data normality, Kolmogorov-Smirnov Test was used and the results confirmed the normality. Research assumptions confirmed using Spearman Correlation Factor, and their meaningful and positive effects proved.

Purpose of this research is to study organizational factors influencing organizational learning in the eighth District of Gas Transmission Operation. To the extent, organizational factors influencing organizational learning defined based on Richard L. Daft theory and organizational learning defined based on Vic Leon theory, which six assumptions arranged. The statistical society is about 32 people of managers in the 8th District. Data gathering tools is a 61 question based questionnaire which has been arranged according operational definition of organizational learning variables, and been presented to the managers after the reliability and validity evaluation. Resulted data was summarized and classified following collecting the questionnaires, and in the inferential level, regression test was used for the research assumptions test. Findings show confirmation of all the research assumptions. In other words, wise leadership, complete participation in information, strong culture, act of delegation, horizontal structures and urgent strategy have an influence on organizational learning in the 8th District of Gas Transmission Operation.

Today, organizqational culture as an infrastructure has a key role in implementing the knowledge management system within an organization. Accordingly, this study has been done in the NIOC in order to investigate a relationship between the organizational culture and the knowledge management as an independent and dependent variables respectively. For this purpose, following the related literature review and mentioned models investigation, Denison Model for organizational culture dimensions, and Konrad & Newton Models for knowledge management dimensions were selected, and then five assumptions were provided based on these components to study the relationship following the two concepts' components' recognition and confirming them by the organization experts. To test assumptions, a sample of 70 people among NIOC managers and specialists were selected as a classified random sampling and after data symmetry evaluation through Kolmogorov-Smirnov Tests and Spearman Correlation Test, research assumptions and correlation among variables were studied. The results show a confirmation for the all research assumptions and a meaningful relationship between the organizational culture and the knowledge management dimensions and processes in this organization. Then, organizational culture and knowledge management components were being ranked using Friedman Test and the factor priorities were recognized based on the current situation in the organization.

Today human resources role and the effective management is dominant for managers, experts and specialists in the national and organizational growth and development, and in the oil industry there is still a lack of appropriate human resources despite continuous attempts. Based on this, in this article, the effective factors on oil industry human resources management pathology have been studied based on three structural, behavioral and environmental factors in order to explain the subject, and we tried to find a response to this question: which of the above factors has a more role in oil industry human resources management pathology and also is there any meaningful difference among the mentioned factors? Therefore, the obtained data were analyzed using the Z survey and Friedman Tests, and it was concluded that the environmental factors has a less pathological effect against the two remains and the structural factor has the most effect on the human resources management.

Today, most dominant concern for many organizations is designing, providing and performing strategies, which quarantine their success and protection in environmental evolutionary and complex conditions. Purpose of this study is to design and provide of strategy in the North Drilling Company (NDC). To provide strategy, a comprehensive strategy provision procedure is used. The statistical society includes 83 persons of the board of managers, managers and experts in the NDC. The data resulted from this study was analyzed using descriptive statistics and tools such as Internal and External Factor Evaluation Matrixes, SWOT Matrix and Quantitative Strategic Planning Matrix. In the adaptation and comparison stage, quadruple strategies (aggressive, conservative, competitive and defensive) identified and aggressive type selected regarding the Internal and External Matrixes. Selected strategies were preferred using the QSPM Matrix and the best strategy was determined as below: Investment in developmental plans and reconstruction of the NDC fleet based on the company competitive advantage At the end, some suggestions addressed to perform the strategy better.

Occupational commitment and organizational commitment are two types of commitment, which are investigated in this research. The organizational commitment is defined as an organization's goals acceptance, any effort regarding these goals and tendency to remain in the organization, and the occupational commitment is an identity determination based on an occupation, which includes commitment to the occupation, devoted to it and occupational goals and values acceptance. In this paper, a relationship between organizational commitment and occupational commitment is studied. The samples are 272 simple random selection based personnel of Isfahan Oil Refinery Center. Participants responded to the organizational commitment (Balfore & Wexler, 1996) and occupational commitment (Aranya, Pollock & Amernic, 1981) questionnaires. Stepwise regression was used for data analysis. The results showed that organizational commitment and any of its subscale (identification commitment, affiliation commitment, and exchange commitment) has a meaningful relation with occupational commitment at p£0.05.

According to the current environmental uncertainty conditions in the today global dynamic markets and increasingly competitions among organizations and a demand to improve efficiency effectiveness level in organizations, managers have faced numerous challenges. To face these conditions and to increase competitive power in particular in the international markets, modern managerial procedures have introduced, in which the risk management and recognition is of those one. In this article, it is tried to study one of the risk challenging subjects i.e. the reputation risk and the relationship with NIGC activities in inbound and outbound domains.We investigate aspects such as communication, scheduliny obligations under the table, consider environmental issues and had close contact with each other chat they are expressed in this paper to begin to work on the national Iranian Gas Company reputation risk.