Using the Fuzzy Delphi Method to Apply a Model of Knowledge Transfer through International Strategic Alliances in Up-Stream Oil and Gas Sectors

Abstract

The upstream petroleum industry includes associated service businesses such as seismic and drilling contractors, service rig operators, engineering firms and various scientific, technical service and supply companies. These extremely high-tech activities require the continuous inflow of knowledge and technologies for reconfiguring and rebuilding capabilities that fit with the continuous changes in the marketplace for sustaining a competitive advantage. To that end, infrastructures and policy orientations are required to create a conducive environment for knowledge transfer (KT) to enhance knowledge capability. This paper aims to explore how strategic alliances lead to KT that enhances organizational capabilities. We analyze the case of the National Iranian Oil Company (NIOC) to test the fuzzy Delphi model (FDM) framework. We develop a conceptual framework establishing the link between the strategic alliances (SA) and their facilitators for developing the knowledge Contemporary Management Research 410 capabilities of upstream oil and gas companies. We tested the proposed model using FDM to show how international strategic alliances (ISA) in the upstream oil and gas sector transfer knowledge and have positive effects on developing the NIOC's knowledge capability. Positive outcomes include knowledge acquisition from partners, developing knowledge management techniques and facilitating the implementation of knowledge-based structure, developing high-tech production and exploration methods, increasing investment in innovation, and developing human resources and information technology uses.

ICTs in Knowledge Sharing and Organization Culture

“…Landry et al (2006) and Jennex and Olfman (2005) presented several valuable models to understand how knowledge is created throughout the value chain. Such models can depict how knowledge passes through the stages of mapping/acquisition, creation/destruction, integration/ transfer/replication, and destruction toward the end of the value chain, which is the innovation/ performance stage (Kimiagari et al, 2015;Thompson et al, 2009). This value chain process is essential for understanding how the organization produces and shares knowledge.…”

Application of fuzzy group analytic hierarchy process in partner selection of international joint venture projects

“…Hence, this result can support the opinions of [18,19] that advise the objective of the joint venture to be critical indicator in performance measurement and the successful establishment of these strategic partners. Most of strategic collaborations have been formed in R&D and modern technology industries [1]. The essential outcome of this collaboration and joint agreements is the transfer of knowhow and knowledge between partners.…”

“…Companies are continually motivated to gain access to new markets and new supply sources, capitalize on technology, use assets better, and become more pro table. Establishing joint ventures and strategic alliances are commonly used by companies to exploit numerous advantages, such as increased leverage, risk sharing, opportunities for growth, and greater responsiveness [1]. The international joint venture is a major arrangement of business and is extensively used by multinational corporations.…”