Identifying the Dimensions and Components of Organizational Infrastructure Development in the Field of Human Capital in Mahshahr Gas Company

The present study aimed to identify the dimensions and components of organizational infrastructure development in the field of human capital in Mahshahr Gas Company using a qualitative thematic analysis approach. This study was conducted using a qualitative applied-developmental design. The statistical population consisted of experts, managers, supervisors, and senior specialists of Mahshahr Gas Company who possessed substantial experience and knowledge in the fields of management, organizational processes, and human resources. Participants were selected through purposive sampling, and data collection continued until theoretical saturation was achieved after conducting 14 semi-structured interviews. The interviews were transcribed and analyzed using thematic analysis. Data coding and categorization were performed systematically with the assistance of MAXQDA software. To ensure the trustworthiness of findings, strategies such as participant review, expert review, intercoder agreement, and rich description were applied. The reliability of coding was confirmed through intercoder agreement, and theoretical saturation validated the adequacy of the sample size. The findings revealed that the organizational infrastructure development model in the field of human capital consisted of two overarching themes, four organizing themes, and eight basic themes. The first overarching theme, organizational infrastructure development in the field of human capital, included the organizing themes of coordination and integration and work commitment. Coordination and integration consisted of organizational transparency and delegation of authority, while work commitment consisted of development and learning and skill and expertise. The second overarching theme, management culture, included the organizing themes of human resource empowerment and work adaptation. Human resource empowerment consisted of assigning responsibility to individuals and teamwork, while work adaptation consisted of dynamism and creativity and attitudes and values. The findings also indicated that organizational transparency, employee participation, continuous learning, teamwork, organizational commitment, adaptability, and value orientation were among the most influential components in strengthening organizational human capital infrastructure. The findings demonstrated that organizational infrastructure development in the field of human capital is a multidimensional process influenced by structural, managerial, cultural, and behavioral factors. The study highlighted that sustainable organizational performance in gas industry organizations depends not only on technical and operational resources but also on empowering human capital through transparent managerial systems, participatory structures, learning-oriented environments, teamwork, and adaptive organizational culture.