Iranian Journal of Oil and Gas Science and Technology

Abstract The downstream petrochemical industries possess a significant competitive edge. Leveraging raw materials from the petrochemical sector, these industries are capable of manufacturing products that are both high in quality and low in maintenance requirements, thereby holding a substantial competitive advantage. Consequently, they present a promising avenue for bolstering the economic expansion and progression of the nation. Accordingly, the objective of this research is to formulate a strategic framework for advancement in Iran’s downstream petrochemical industries.

The research’s statistical universe encompasses the downstream sectors of Iran’s petrochemical industry. A dual-methodology approach, encompassing both qualitative and quantitative analyses, was employed to conduct the study. Within the qualitative domain, a thematic analysis was undertaken, which involved a foundational review of the extant literature and the procurement of insights from fifteen subject-matter experts through purposive sampling. The findings delineate a framework for expediting catch-up in Iran’s downstream petrochemical industries, comprising ten elements of capability enhancement, twenty-eight factors constituting windows of opportunity, twelve components delineating strategies and trajectories, and ultimately, fifteen elements indicative of success.

In the quantitative segment of the study, the Fuzzy Decision-Making Trial and Evaluation Laboratory (DEMATEL) method was utilized to scrutinize the interrelations among the various components. This analysis was informed by the insights of five deliberately selected experts. The outcome of this inquiry revealed that abundant resources and requisite feedstocks are paramount in their influence on capabilities and potential.

Regarding the windows of opportunity, it was discerned that the expansive domestic market exerts the greatest impact. This factor is particularly influential in the context of alternative production paradigms, such as virtual or factory-less manufacturing. In culmination, predicated upon a consensus among experts and the most salient indicators, the strategy of virtual or factory-less production was advocated as a means to expedite catch-up in the downstream petrochemical industries.

Abstract The oil industry is looking for a way to develop reservoir management and optimal production of hydrocarbon reservoirs. The use of advanced technologies in the extraction of oil and gas reserves is essential in advancing the short-term and long-term goals of this industry, both in terms of product type and process. A technology road map is a plan that implements short-term and long-term goals using technology solutions to help achieve the goals. The technology road map for enhanced oil recovery (EOR)/improved oil recovery (IOR) of oil fields has been developed based on the emphasized fields and areas of the target technology. It has been expressed in 10 years according to the existing challenges and preventive measures, and all research and executive activities will be carried out with a focus on the road map. In this research, using the case study research method, by studying nine cases of research conducted in the research and technology of the National Iranian Oil Company, a map of executive achievements and technological solutions in each of the target technology areas, namely reservoir, well, and the facilities, are identified and presented based on the challenges and implementation stages. The results of this study show that in this road map, the issue of creating, developing, and equipping specialized centers for EOR; raising skills, expertise, and knowledge; and transferring technology as sustainability achievements are critical. In addition to other achievements, outputs and results of each stage and technological solutions to challenges are highly emphasized and essential.

Abstract The present paper examines the effect of two effective factors, namely motivation and job satisfaction, on the effectiveness of on-the-job training (OJT) in the Iranian Oil Industry. Therefore, two main hypotheses and six submain hypotheses were defined and all were confirmed. The population of the study was composed of oil industry official employees. The sample of research was taken from the employees of three main companies of oil industry: petrochemical, oil refinery and distribution, and national Iranian oil company in the north, center, and south areas. It was taken by a simple random method with drawing lots. Its size was 171 people according to Morgan table and Cochran formula. Questionnaires developed by the researchers formed the data collection tool. The hypotheses were examined, and the data were analyzed by multiple regression tests. The results showed significant relationship of job satisfactions and staff motivation with OJT courses. Stronger dependency was found between motivations and job satisfaction variables with the effectiveness of attitude training courses.

Abstract In the present business atmosphere, an organization should be able to respond to environmental needs occasioned by rapid and dynamic evolution as quickly as possible. It is obvious that such ability is impossible without a proper strategic approach, strategic thinking, and a suitable management accounting system. This study attempts to investigate the relationships between strategy, management accounting systems, and the performance of Iranian petrochemical companies under the framework of contingency theory. It is assumed that matches between organizational strategies and the content variables of organizational structure in controlling environments such as management accounting systems could produce an optimal level of performance. The statistical population of the study is Iranian petrochemical private companies, and the required information has been gathered by questionnaire the internal reliability of which is confirmed by a Cronbach's alpha coefficient of 83.4%. Structural equation modelling with LISREL software has been used for data analysis and hypotheses testing. The results not only confirm the direct association between strategy, management accounting systems, and company performance, but also support the effect of management accounting system as a mediating variable on the relationship between strategy and performance. According to the results, it might be concluded that contingency theory postulates are applicable to the Iranian petrochemical industry, and this conclusion may shed some light on the way in which these companies are managed and controlled.