Designing and Explaining the Model for Institutionalizing Dynamic Knowledge Management with a Sustainable Development Approach in the Oil Industries Commissioning and Operation Company (Mixed-Methods Approach)
Keywords:
Dynamic Knowledge Management, Sustainable Development, Oil Industries Commissioning and Operation Company (OICO)Abstract
This study was conducted with the objective of designing a model for institutionalizing dynamic knowledge management with a sustainable development approach in the Oil Industries Commissioning and Operation Company (OICO). In the qualitative phase of the research, and with the aim of developing the model based on the grounded theory methodology, a group of experts—including academic faculty members, senior managers of the Oil Industries Commissioning and Operation Company, and experienced consultants in the oil, gas, and petrochemical sectors—were selected as the statistical population and participated in in-depth interviews. In this phase, theoretical sampling was applied, and the process continued until theoretical saturation was reached; in total, 11 interviews were conducted. In the quantitative phase, senior, middle, and operational managers of the Oil Industries Commissioning and Operation Company were considered the target population. Out of this population, 108 individuals were selected as the statistical sample using the simple random sampling method. In the qualitative phase of the research, the primary tool for data collection consisted of deep and semi-structured interviews with the experts. In the quantitative phase, the main data collection instrument was a closed-ended researcher-made questionnaire comprising 33 items, which was developed based on the initial conceptual model. Ultimately, the findings of this study led to the development of a model for institutionalizing dynamic knowledge management with a sustainable development approach in the Oil Industries Commissioning and Operation Company, and the hypothesized relationships within the model were tested and confirmed across a broader organizational sample.
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Copyright (c) 2024 Akbar Yavari (Author); Mohammad Taghi Ziyaei Bigdeli (Corresponding author); Rasoul Karimi Taher (Author)
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.
