Designing a Digital Transformation Model in the Offshore Oil and Gas Industry in Iran

Document Type : Research Paper

Authors

1 MSc., Department of Industrial and Technology Management, Faculty of Management and Accounting, College of Farabi, University of Tehran, Qom, Iran,

2 Assistant Prof., Department of Industrial and Technology Management, Faculty of Management and Accounting, College of Farabi, University of Tehran, Qom, Iran,

10.22059/imj.2024.374051.1008139

Abstract

Objective
This study focuses on designing a digital transformation model for the offshore oil and gas industry in Iran to be utilized in the strategic planning and policy-making process in the industry. While applying digital achievements and novelties in the oil and gas industry is not new, employing digital transformation in this sector is relatively new. Digital transformation, when implemented in the Iranian offshore oil and gas industry, helps the sector become a world leader, therefore benefiting from all the benefits that come along with digital achievements.
 
Methods
This research adopts a qualitative approach and utilizes the grounded theory research strategy. The data gathered from interviews with industry experts and documentation and reports concerning digital transformation, especially in the oil and gas industry, helped the researchers construct a comprehensive model. Through the grounded theory approach, the study could design a model of digital transformation in the offshore oil and gas industry of Iran, including six main elements: phenomenon-centered, consequences, causal conditions, contextual conditions, intervening conditions, and strategies.
 
Results
One of the most notable instances of phenomenon-based digital transformation in the offshore oil and gas industry involves using digital technology tools for data-driven decision-making, consistency in industry decisions, and improving operational efficiency and productivity of personnel and equipment. Furthermore, among the most effective strategies to achieve this goal at the organizational level, stand cooperation with various bodies such as reputable information technology and communications companies, universities, and active startups in the digital technology sector. Also, promoting an organizational culture based on the adoption of digital technologies at industry and national levels via establishing stringent environmental and safety regulations for personnel who work on offshore platforms and supporting investment in digital transformation in the oil and gas industry can help with reaching the set targets.
 
Conclusion
The key consequences of digital transformation in the offshore oil and gas industry at the organizational level include increased efficiency in organizations active in the offshore oil and gas industry, increased accuracy and speed in decision-making based on data analysis, and the possibility of proactive, targeted maintenance and cost-saving in organizations. Digital transformation in this industry can lead to consequences such as increased oil recovery factor from offshore oil reservoirs, reduced environmental risks in marine environments, and improved performance in the offshore oil and gas industry at the industry and national levels.

Keywords

Main Subjects

References

 
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Industrial Management Journal
Volume 16, Issue 1
2024
Pages 117-147

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