Journal of Resource Management and Decision Engineering 4 Serial Number 11 2025 06 30 Decision-Making Process for Outsourcing Training in the National Iranian Gas Company Decision-Making Process for Outsourcing Training in the National Iranian Gas Company 1 11 10.61838/kman.jrmde.4.2.18 EN Journal Article 2025 02 01 <p>Modern organizational and managerial transformations have made the outsourcing of organizational training services essential. Accordingly, the aim of this study was to determine the decision-making process for outsourcing training in the National Iranian Gas Company, using a mixed-method approach with a sequential-exploratory design of the categorization type. The research strategy in the qualitative section was content analysis, while in the quantitative section, it was a survey. Through content analysis, the literature was reviewed to identify the initial criteria for outsourcing training services, and semi-structured interviews were conducted with 15 experts selected through purposive sampling. Qualitative data analysis was performed using open and axial coding with MAXQDA software. To ensure the credibility and trustworthiness of the qualitative data, Guba and Lincoln’s criteria—including credibility, dependability, confirmability, and transferability—were applied. In the next stage, the extracted criteria were screened and confirmed using the fuzzy Delphi method with the input of 20 experts. In the quantitative section (DEMATEL), 37 experts selected through purposive sampling responded to pairwise comparison questionnaires. Quantitative data were analyzed using DEMATEL and the Analytic Network Process (ANP) with MATLAB and Excel software. The criteria were categorized into five main dimensions: goals and vision, management, empowerment, internal processes, and competitive advantage. In the fuzzy Delphi stage, out of 32 components (with 3 components eliminated), 29 components were screened and confirmed. DEMATEL results indicated that the "goals and vision" factor had the highest interaction (influence/influence received), followed by internal processes, management, competitive advantage, and empowerment, respectively, in terms of interaction with other factors.</p> https://journalrmde.com/index.php/jrmde/article/download/123/117