The resource-based model (centered on the extraction and sale of crude oil) has been a significant contributor to the phenomenon of the "natural resource curse," undermining sustainable economic growth. Consequently, this study advocates for a paradigm shift in Iran’s oil industry, moving from the current model of crude oil extraction and export toward a technology-driven model. The technology-centric approach is proposed as a solution to mitigate this challenge and facilitate long-term development. In this context, critical questions arise: How prepared is a nation’s oil industry across technical, human, structural, and other dimensions to adopt a technology-driven approach? This research focuses on the human capability components within Iran’s oil industry for implementing such a model. To this end, 36 components across four key domains—organizational talent management, leadership, human resources, and organizational capabilities—were analyzed using the Importance-Performance Analysis (IPA) method. The findings reveal that leadership-related components predominantly fall within Quadrant I of the IPA matrix, indicating high importance but weak performance, necessitating urgent strategic interventions. Conversely, most human resource components reside in Quadrant IV, reflecting the existing workforce’s high readiness for adopting a technology-driven approach in Iran’s oil industry. Components related to organizational capabilities and talent management are dispersed across multiple quadrants, underscoring the need for tailored policies and context-specific measures. Further results highlight that transitioning to a technology-driven model could yield significant competitive advantages and profitability for Iran’s oil industry. However, this transformation demands a comprehensive evaluation of existing capabilities and the design of targeted strategies to address identified gaps.
