محمد همتی

The purpose of this research is to design a model for evaluating the policies of proportionalization of administrative system formations in Iranian National Oil Company. In this regard, the research method was a combination of qualitative and quantitative methods and tools with an applied orientation along with survey strategy and inductive approach. The qualitative part of the research included a review of the records and background of the research and conducting library studies based on the content analysis and meta-composition methods and the Delphi technique, and in the quantitative part, several techniques and tools were used, including interpretive structural modeling and structural equations, factor analysis, pairwise comparison matrix, and questionnaire tools. By carrying out the qualitative stage and refining and screening and verifying the achievements in the quantitative stage, finally 89 indicators in the form of 11 dimensions and 35 components, under the four main concepts of "policy evaluation", "proportionalization", "administrative system formations" and "macro environment" were counted and classified. In the next step, by identifying the relationship and mutual effect of the identified factors, the evaluation model of the design policy and finally the validity and reliability of the model was put into the test and approved. The issue of the optimal size of the government and the public policies related to it has been discussed and debated among political and economic experts for about three decades in the documents of the government and the ruling space of the country with different expressions such as "downsizing", "privatization" and "rationalization". Following the studies conducted in this research, with the premise that on one hand, the correct and scientific evaluation of public policies has an undeniable role in the successful implementation of policies, and on the other hand, in our country, the issue of evaluating public policies has always been like a missing link in the space that governs this territory and better management of resources in Iranian National Oil Company.

Performance management is a systematic approach that helps to improve the organization's performance through the processes of setting strategic goals, measuring, collecting, and analyzing data, reviewing performance data reports, and applying its results. An evaluation and monitoring system in the form of performance management At the macro level, which monitors the upstream documents, development plans, etc. in the form of one-year or even fewer time schedules, and provides the necessary feedback to pave the way to achieve the vision at different structural and management levels, one of the necessities which is currently the main question of the research entitled "Which is the appropriate model for managing the performance of managers?". To achieve this goal, the factors were identified using a qualitative and quantitative combined approach. In the qualitative phase of the Systematic literature method (SLR) and Delphi technique. The articles and documents selected in the systematic literature method (SLR) were evaluated in terms of quality through the CASP method. Based on the findings, 6 factors were identified as effective factors on performance. Managers were identified as external organizational factors - internal organizational factors - individual factors - input elements - performance management processes - results. Each of these factors has been used separately or in combination in various articles and research.

Considering the limited resources available, firms must rank their most distinctive capabilities in order to succeed in entering international markets. This research aimed at prioritizing transnational capabilities including marketing, managerial, human resources, production, financial, logistics, research and development, quality and standards and consultation and interaction with the government affecting on the entry of the Iranian steel pipe manufacturers producing gas and oil transit steel pipes into international markets. The study population consisted of experts and procurement, business and marketing managers of the 8 biggest oil and gas steel pipe manufacturers working in Iran. Two pair-wise comparison questionnaires employed to collect the required data. Fuzzy Decision Making Trial & Error Laboratory (FDEMATEL) and Fuzzy Analytic Network Process (FANP) techniques used to analyze the data. The results revealed that the marketing (Net Weight=0.225) and human resources (Net Weight =0.035) capabilities attained the highest and lowest priorities, respectively. The paper is sharing the value creation by presenting a potential process including systematic techniques for ranking transnational capabilities to enter the international markets considering the competitive environment.

Competitive advantages play a unique role in organizations' successes or failures because of customers' very speedy accessibility to suppliers and manufacturers. Indeed, this is competitive advantages which can make firms and organizations survive and grow in today's increasing competitive field attaining by creating and or improving their capabilities. The main goal of the study is to design a grounded theory model extracted from the transnational capabilities, but this required to explore the transnational capabilities aiming for the international markets entry. The statistical population of this qualitative research included experts and managers working in the steel pipe manufacturing companies of Iranian gas and oil industry. The data collected via interviews. The validity assured by counseling with the elites and university professors and the reliability verified by the Delphi technique. The findings revealed 496 open, 44 axial and 9 selective codes including: 1) Marketing, 2) Managerial, 3) Human Resources, 4) Financial, 5) Manufacturing, 6) Quality & Standards, 7) Research & Development 8) Logistics and 9) Interactions and counseling with the government. Finally, a new model extracted and represented from analysis of the axial coding process of the grounded theory. The model precisely clarified relationships among the components including casual conditions, context, actions/interactions (strategies), intervening conditions and consequences. Recognition of the relationships of the components will help better understanding of the capabilities. This will lead to attain the competitive advantages needed for successful entry into the international markets.