Capabilities

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.

Purpose: The main goal of this research is to design a model of human resource capabilities, with an emphasis on digital knowledge management, for Iran Oil Terminals Company. Method: This research is descriptive-survey in terms of research design, cross-sectional in terms of time, and applied in terms of purpose. It is categorized as exploratory research. The statistical sample consisted of 20 professors and senior managers from the Ministry of Oil in the qualitative section and 100 managers and experts from Iran Oil Terminals Company in the quantitative section. Data collection in the qualitative part was conducted through interviews and data analysis techniques, while the quantitative section utilized questionnaires and structural equation modeling techniques. Findings: The findings were categorized into 114 codes and 26 concepts, which were further grouped into three categories: human-behavioral capabilities, specialized-technical capabilities, and analytical capabilities. The research confirmed that the role of human resource capabilities in the growth and development of organizations is undeniable. It emphasized that human resources management must leverage this intra-organizational capital to foster organizational advancement and excellence. A lack of qualified human resources can be a significant reason for an organization's stagnation. Conclusion: The analysis revealed that human resource capabilities, with an emphasis on digital knowledge management, encompass behavioral, specialized-technical, and analytical capabilities. Ultimately, a suitable model for human resource capabilities, emphasizing digital knowledge management, was proposed for Iran Oil Terminals Company. Human resource capability is valuable, rare, irreplaceable, and difficult to imitate; thus, it is essential for creating sustainable competitive advantages. Proper utilization of human resource capabilities can enhance organizational performance. This study took a process-oriented approach to propose an integrated model that comprehensively considers key variables such as human resource capability and knowledge management effectiveness.