Volume 37, Issue 2 (Summer 2024)
JMDP 2024, 37(2): 125-154 |
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Asadi A, Farsijani H. (2024). Dynamic capabilities of human resources in the oil industry with an agile approach. JMDP. 37(2), 125-154. doi:10.61186/jmdp.37.2.125
URL: http://jmdp.ir/article-1-4778-en.html
URL: http://jmdp.ir/article-1-4778-en.html
1- Faculty of Management and Economics, Science and Reaserch Branc, Islamic Azad University, Tehran, Iran. , asadi.ahmad2025@gmail.com
2- Department of Industrial Management, Faculty of Management and Accounting, Shahid Beheshti University, Tehran, Iran.
2- Department of Industrial Management, Faculty of Management and Accounting, Shahid Beheshti University, Tehran, Iran.
Abstract: (502 Views)
Purpose: Based The purpose of this research is to provide a model of dynamic capabilities of human resources with an agile approach in the oil industry
Methodology: The method of data analysis in the qualitative part includes content analysis and in the quantitative part, structural equation modeling is used. The statistical population of the research in the qualitative part includes 15 university professors and experts and human resource managers of companies and affiliated organizations of the oil industry. Data were collected through semi-structured interviews in the qualitative section and researcher-made questionnaires in the quantitative section. Questionnaire validity and construct validity and reliability were calculated and confirmed using Cronbach's alpha.
Findings: The model of dynamic capabilities of human resources with an agile approach was extracted in the form of 9 comprehensive themes, 27 organizing themes and 75 basic themes. The oil industry can increase the capacity, capabilities and capabilities of human resources through behavioral agility and through structural agility and The agility of human resources leadership will also be able to provide an appropriate response to these conditions, and due to the ability to understand the environment, they will be able to identify conditions and changes.
Originality/ value: So far, no research has been done in Iran on the dynamic capabilities of human resources with an agile approach, and the importance of research innovation is due to the addition of an agile approach.
Recommendations :It is suggested that the capabilities and potential competencies of the employees should be reformulated and updated and agile according to the current and future changes.
Methodology: The method of data analysis in the qualitative part includes content analysis and in the quantitative part, structural equation modeling is used. The statistical population of the research in the qualitative part includes 15 university professors and experts and human resource managers of companies and affiliated organizations of the oil industry. Data were collected through semi-structured interviews in the qualitative section and researcher-made questionnaires in the quantitative section. Questionnaire validity and construct validity and reliability were calculated and confirmed using Cronbach's alpha.
Findings: The model of dynamic capabilities of human resources with an agile approach was extracted in the form of 9 comprehensive themes, 27 organizing themes and 75 basic themes. The oil industry can increase the capacity, capabilities and capabilities of human resources through behavioral agility and through structural agility and The agility of human resources leadership will also be able to provide an appropriate response to these conditions, and due to the ability to understand the environment, they will be able to identify conditions and changes.
Originality/ value: So far, no research has been done in Iran on the dynamic capabilities of human resources with an agile approach, and the importance of research innovation is due to the addition of an agile approach.
Recommendations :It is suggested that the capabilities and potential competencies of the employees should be reformulated and updated and agile according to the current and future changes.
Type of Study: Research |
Subject:
RFP
Received: Sep 07 2024 | Accepted: Dec 07 2024 | ePublished: Apr 13 2025
Received: Sep 07 2024 | Accepted: Dec 07 2024 | ePublished: Apr 13 2025
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