شناسایی ابعاد، مؤلفه‌ها و شاخص‌های رهبری سازمانی با رویکرد پیاده‌سازی و مدیریت فناوری‌های نوین در شرکت ملی نفت ایران

اسماعیل عباسی چناری; صابر خندان علمداری; علیرضا  میرعرب

Authors

Esmail Abbasi Chenari Department of Management, Ro.C., Islamic Azad University, Tehran, Iran Author https://orcid.org/0000-0002-8874-7525
saber Khandan Alamdari Department of Management, Ro.C., Islamic Azad University, Tehran, Iran https://orcid.org/0000-0002-9314-0955
Alireza Mir Arab Department of Management, Ro.C., Islamic Azad University, Tehran, Iran Author https://orcid.org/0000-0003-3444-6441

Keywords:

Organizational leadership, implementation of new technologies, technology management, National Iranian Oil Company, meta-synthesis, interpretive structural modeling, structural equation modeling, digital transformation

Abstract

This study aimed to identify and explain the dimensions, components, and indicators of organizational leadership required for the implementation and management of emerging technologies in the National Iranian Oil Company. This applied qualitative study was conducted in two sequential phases. First, a qualitative meta-synthesis was performed on scientific studies published between 2000 and 2025. Relevant sources were retrieved from major Iranian and international databases. Of 110 initially identified studies, 75 met the inclusion and quality criteria and were analyzed. Second, semi-structured interviews were conducted with managers and experts from the National Iranian Oil Company to refine and contextualize the literature-based findings. Participants were selected through purposive and snowball sampling until theoretical saturation was reached. Interview data were analyzed using directed content analysis. Indicator validity was assessed through the content validity ratio, while coding reliability was examined using Cohen’s kappa. The meta-synthesis generated 58 open codes and 26 axial codes. Integration of documentary and interview findings resulted in 9 major dimensions and 33 subcomponents. The final dimensions were strategic alignment and future-oriented vision, change management and digital culture development, technology governance and policymaking, competency development and employee empowerment, innovation and research and development management, data-driven decision-making and data governance, operational integration of information technology and operational technology, agile leadership and partner ecosystems, and transformational leadership characteristics. Cohen’s kappa was 0.75 for study evaluation and 0.72 for interview coding. The content validity values of the retained indicators generally ranged from 0.83 to 1.00. Successful implementation of emerging technologies in the oil industry requires a multidimensional leadership framework that simultaneously coordinates strategy, culture, human capabilities, data, innovation, technology governance, organizational agility, and operational integration.

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