طراحی مدل کوچینگ کسب‌وکار در شرکت‌های لجستیک صنعت پتروشیمی با تأکید بر فناوری‌های نوین

سخاوت  بهادری; علی قلی پور سلیمانی; کامبیز  شاهرودی

Authors

Sakhavat Bahadori Department of Business Management, Ra.c., Islamic Azad University, Rasht, Iran Author https://orcid.org/0009-0000-6721-7499
Ali Gholi Pour Soleimani Department of Business Management, Ra.c., Islamic Azad University, Rasht, Iran Author https://orcid.org/0009-0002-9666-5447
Kambiz Shahroodi Department of Business Management, Ra.c., Islamic Azad University, Rasht, Iran Author https://orcid.org/0000-0001-6392-2799

Keywords:

Business Coaching, Petrochemical Logistics, New Technologies, Digital Transformation, Management Competencies

Abstract

Objective: This study aimed to design and validate a business coaching model for logistics companies in the petrochemical industry with emphasis on emerging technologies and to explain the relationships among causal, contextual, and intervening conditions, coaching strategies, and organizational outcomes.

Methodology: This study employed an exploratory sequential mixed-methods design. In the qualitative phase, systematic grounded theory was applied, and 17 experts in logistics, technology, and coaching were recruited through theoretical purposive and snowball sampling until theoretical saturation was achieved. Semi-structured interviews were analyzed through open, axial, and selective coding using MAXQDA. In the quantitative phase, the extracted model was tested among 358 managers and experts in the petrochemical industry. Data were collected using a researcher-developed 48-item questionnaire. Structural relationships were examined through partial least squares structural equation modeling (PLS-SEM) in SmartPLS 4 with 5,000 bootstrap samples.

Findings: Managerial and technological competency gaps (β=0.206, t=2.602, p=0.010) and technological transformation complexity (β=0.183, t=2.067, p=0.039) significantly predicted technology-oriented business coaching. Technology-oriented business coaching significantly predicted coaching strategies (β=0.371, t=7.811, p<0.001), while organizational and supportive capacities also significantly affected these strategies (β=0.150, t=2.297, p=0.022). Coaching strategies significantly predicted managerial capability and readiness (β=0.555), data and technological maturity (β=0.574), organizational coordination and efficiency (β=0.543), and performance, competitiveness, and resilience (β=0.577), with all effects significant at p<0.001. The structural model demonstrated acceptable overall fit (SRMR=0.090, NFI=0.713, GOF=0.450).

Conclusion: Technology-oriented business coaching can function as a strategic mechanism linking managerial capability development with digital transformation in petrochemical logistics. Translating competency gaps and technological complexity into targeted coaching strategies can strengthen managerial readiness, technological maturity, organizational coordination, competitiveness, and resilience.

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