Background: This study was conducted in the field of Human Resource Management and Organizational Digital Transformation and investigates the impact of human resource flexibility on the implementation of digital transformation strategies, with the mediating role of organizational learning, in oil, gas, and petrochemical companies located in South Pars.
Aim: The present study aimed to examine the effect of human resource flexibility on the implementation of digital transformation strategies through the mediating role of organizational learning in oil, gas, and petrochemical companies operating in South Pars.
Methodology: This research was conducted within the positivist paradigm. In terms of purpose, it is an applied study. Regarding the nature of the data, the study is quantitative, and data were collected through a standardized questionnaire using a field survey method. The statistical population consisted of all companies operating within the oil, gas, and petrochemical value chain in the Pars Special Economic Energy Zone (South Pars). Cochran’s formula for finite populations was employed to determine the adequacy of the sample size, resulting in the selection of 39 companies as the final sample.
Findings: The findings indicate that organizational learning plays a mediating role in the relationship between human resource flexibility and the implementation of digital transformation strategies. Accordingly, enhancing employees’ skills, increasing behavioral and job flexibility, and strengthening organizational learning processes can facilitate the successful implementation of digital transformation initiatives in oil, gas, and petrochemical companies.
Conclusion: The results demonstrate that the success of digital transformation in oil, gas, and petrochemical companies is not solely dependent on investment in technology; rather, it requires the development of flexible human resources and the establishment of effective organizational learning mechanisms. Therefore, m