Interpretive Structural Modeling of the Antecedents of Lean Human Resource Management in Sarkhoon and Qeshm Gas Refining Company

Document Type : Original Article

Authors
Mohsen Safari 1
Zeinab Zarepour 1
Ziba Salemi 2
Isa Bakhoda 3
1 Strategic Management Research Group, Academic Center for Education Culture and Research of Hormozgan, Bandar Abbas, Iran
2 M.Sc., Department of Management, Faculty of Economics, Shahid Chamran University, Ahvaz, Iran
3 Head of Research and Technology Affairs, Sarkhoon and Qeshm Gas Refining Company, Bandar Abbas, Iran
20.1001.1/ijge.2026.2076639.1113
Abstract
This study aims to identify and model the antecedents of "Lean Human Resource Management" (Lean HRM) in the Sarkhoon and Qeshm Gas Refining Company. The research is applied in objective and follows a mixed-methods (qualitative-quantitative) approach. In the qualitative phase, 20 key factors were identified through content analysis of the literature and interviews with 9 experts. In the quantitative phase, these factors were prioritized using the Interpretive Structural Modeling (ISM) approach and MICMAC analysis. The findings revealed that the factors are structured across five hierarchical levels. Variables such as "Servant Leadership," "Lean Culture," "Lean Thinking," and "Establishing a Supportive Structure" were positioned at the fifth level (the most fundamental layer), serving as the cornerstone for implementing the lean system. Conversely, variables such as "Work Facilitation," "Reduction of Unnecessary Movements," and "HR Flexibility" were placed at the first level (the ultimate outcomes). MICMAC analysis confirmed that most root factors possess high driving power and low dependence. The results of the research indicate that success in Lean HRM within the gas industry requires a shift in the mental paradigms of leaders and the creation of cultural infrastructures, ultimately leading to operational excellence and workforce productivity.
Keywords
Lean HRM
Lean Thinking
Gas Industry
Interpretive Structural Modeling
MICMAC Analysis
Subjects
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  1. Milhem M. Strategic Human Resource Management: Fostering Organizational Success Through Alignment and Innovation. In: Business Sustainability with Artificial Intelligence (AI): Challenges and Opportunities. Springer; 2024. p. 425–433.
  2. Alizadeh Majd A, Bell R, Ali S, Davoodi A, Nasirifar A. The effect of job rotation on employee performance: The mediating role of HR strategy and training in the petrochemical industry. Ind Commer Train. 2024;56(2):93–105.
  3. Emerald Publishing. The integration of lean and human resource management practices as an enabler for lean deployment – a systematic literature review. The TQM Journal. 2023;35(8). Available from: https://www.emerald.com/tqm/article/35/8/2598/459426.
  4. Geektonight Editorial. Lean Management Principles [Internet]. 2024 [cited 2025 Oct 20]. Available from: https://www.geektonight.com/lean-management-principles/.
  5. Baker C. The Future of Lean Six Sigma: Emerging Trends and Innovations [Internet]. LinkedIn; 2024 [cited 2025 Oct 20]. Available from: https://www.linkedin.com/pulse/future-lean-six-sigma-emerging-trends-innovations-chris-baker-lkuac.
  6. Ouragini I, Ben Achour I, Lakhal L. The effect of lean, agile, resilient and sustainable (LARS) HRM on environmental performance: The mediating role of green innovation. Int J Qual Reliab Manag. 2023;41(10). Available from: https://www.emerald.com/insight/content/doi/10.1108/ijqrm-05-2023-0176/full/html.
  7. Bahuguna P. Strategic Human Resource Management: A Road to Organizational Performance – Evidence from Public Sector Organizations in the Oil and Gas Sector. ResearchGate [Internet]. 2023 [cited 2025 Oct 20]. Available from: https://www.researchgate.net/publication/372206960.
  8. Womack JP, Jones DT, Roos D. The Machine That Changed the World. New York: Free Press; 1990.
  9. Mohd Aripin N, Nawanir G, Hussain S, Tamyez PFM, Fauzi MA, Alimin NSN. The path to sustainable lean implementation: A case study in automotive industry. Oper Res Forum. 2024;5(1):1–15. Available from: https://link.springer.com/article/10.1007/s43069-024-00396-8.
  10. Radnor Z, Walley P, Stephens A, Bucci G. Evaluation of the Lean Approach to Business Management and Its Use in the Public Sector. London: HM Treasury; 2012.
  11. Bewley H, Hawe E. Human Resource Management and Lean Thinking. Work Employ Soc. 2010;24(3):635–653.
  12. Martinez-Jurado PJ, Moyano-Fuentes J. HRM and lean production: A review of the literature. J Manuf Technol Manag. 2013;24(4):460–479.
  13. Bonavia T, Marin JA. Integration of human resource management in lean manufacturing and its effect on organizational performance. Int J Oper Prod Manag. 2011;31(9):910–936.
  14. Niyaz MT, Qorri D, Kovács K, Juhasz C. Research trends in workforce planning in the automotive sector. Adm Sci. 2025;15(4):140. Available from: https://www.mdpi.com/2076-3387/15/4/140.
  15. Szabo Z. Strategic Resource Management and Lean Change in Sunrise Healthcare. Health Serv Manag Res. 2014;27(2):78–85.
  16. Thirkell P, Ashman T. Lean towards learning: Linking lean thinking and human resource management in UK higher education. TQM J. 2014;26(6):602–613.
  17. Ahmadbeigi A, Naderi N, Niknejad M. Designing a comprehensive model of sustainable human resource management system for automotive industry development. J Ind Technol Dev. 2021;16(2):1–20. Available from: https://jtd.iranjournals.ir/article_244208.html.
  18. Sohrabi A, Shahhosseini M. Identifying strategic human resource management success requirements in the automotive industry. J Strategic Res Manag. 2020;11(41):1–25. Available from: https://jpap.sbu.ac.ir/article_95744.html.
  19. Tamyez PFM, Mohd Aripin N, Nawanir G, Hussain S. Integrating Agenda 2030 with Lean practices and Industry 4.0 Technologies: Case Study in an Automotive Industry. SAE Tech Pap. 2024;2024-36-0043. Available from: https://www.sae.org/publications/technical-papers/content/2024-36-0043/.

  • Receive Date 05 November 2025
  • Revise Date 05 January 2026
  • Accept Date 26 February 2026