Exploring the Perspectives of Oil and Gas Industry Managers on the Adoption of Sustainable Practices: A Q Methodology Approach to Green Marketing Strategies

Abstract

This article investigates the perspectives of managers on green marketing strategies in the oil and gas industry, a critical global concern given that a significant portion of historical industrial greenhouse gas emissions can be traced back to a few oil and gas companies. Employing Q methodology and its subjective operant theory for a nuanced qualitative and quantitative approach, the research builds a Q-sample through a literature review and in-depth interviews with nine experienced Iraqi managers. The P-sample includes 20 senior, middle managers, and supervisors in Iraq’s oil and gas sector. The study identifies five distinct viewpoints among Iraqi managers regarding green marketing strategy adoption: (1) opponents and skeptics; (2) environmental advocates; (3) public opinion advocates; (4) government adherents; and (5) forward-thinking visionaries. The findings contribute valuable insights into the challenges and opportunities associated with implementing green marketing strategies in a region marked by environmental concerns and economic imperatives. This research not only enhances understanding but also informs policymaking, guides businesses in formulating more effective sustainable strategies, and encourages environmental responsibility within the Iraqi corporate landscape.

1. Introduction

The imperative to address the environmental repercussions of the oil and gas industry has become increasingly urgent, as underscored by [1], who asserts that two-thirds of global industrial greenhouse gas emissions over the past two centuries can be attributed to the activities of a limited number of companies, predominantly in the oil and gas sector. This industry’s products and processes have significantly elevated greenhouse gas concentrations in the atmosphere, perpetuating climate change. Additionally, the unsettling revelation that major oil and gas companies have not only contributed to emissions but have also played a role in climate denial, shaping and funding climate skepticism, further deepens the sector’s environmental impact and exacerbates the paralysis of global climate policy.

But the activities of this industry not only lead to an increase in the greenhouse effect, the appearance of acid rain, and a decrease in water quality [2], but also marine drilling and dredging activities are considered a significant threat to the marine ecosystem [3]. The proximity of oil fields to human populations can negatively affect their health and lead to increased infant mortality [4]. Currently, the development of oil and gas facilities in the Arctic region has led to significant pollution and destruction of the environment [5]. As a result, it can be said that the oil and gas industry has extensive environmental effects that affect water, air, soil, biodiversity, and human health.

Among the oil-rich countries, Iraq has also played a role in environmental pollution in various ways. This sector has caused pollution through the unsustainable development of various sectors, the use of conventional and non-conventional weapons, and the handling of effluents in refineries [6,7,8].

Exploration activities in the oil and gas industry have produced large amounts of water containing toxic heavy metals, which are harmful to humans and the environment [9]. In addition, the refining process in Iraqi oil refineries produces waste that releases environmental toxins and contributes to pollution [10]. Also, the Soran landfill in Iraq has led to the contamination of soil and water with metals and pathogenic bacteria, which poses significant environmental and public health risks [11]. Foreign companies investing in Iraq’s oil and gas industry lack environmental responsibility [12], and the current legal framework and policies in Iraq are less than international standards and norms for sustainable development in the oil and gas sector [13]. So, it can be said that Iraq’s environment is facing a crisis due to industrial activities such as oil and gas. Based on this, it is necessary to conduct studies related to solutions to avoid such crises in a country like Iraq.

Among the factors influencing the use of eco-friendly solutions, one cannot ignore the role of management thinking. The view and awareness of managers play an important role in shaping environmentally friendly measures and applying green solutions in organizations and industries. Managers’ agreement or opposition to such initiatives is influenced by their values, such as self-enhancement values (SEV) and self-transcendence values (STV) [14]. By examining managers’ perspectives on sustainable practices, the present study aligns with the Sustainable Development Goals, which aim to encourage companies, especially large and multinational companies, to adopt sustainable practices and integrate sustainability information into their reporting cycle. The Sustainable Development Goals (SDGs) are a set of goals established by the United Nations in 2015 with the aim of addressing global challenges such as poverty, inequality, climate change, and environmental degradation by 2030 [15]. Which focuses on climate change, economic inequality, innovation, sustainable consumption, peace, and justice [16]. These goals pay special attention to the most vulnerable communities and promote human rights and good governance [17]. The Sustainable Development Goals emphasize the importance of indigenization efforts, as the success of the SDGs depends on the ability of local communities to address specific challenges and opportunities [15]. As a result, the present study, by focusing on one of the less developed countries in the world (Iraq) and one of the most sensitive industries related to environmental pollution, i.e., the oil and gas industry, plays an important role in the direction of sustainable development goals. Also, by presenting the views of Iraqi native managers regarding the adoption of sustainable strategies, it provides grounds for investigating the relationship between managerial thinking and the environmental conditions of a region. Sustainable practices and green marketing can drive innovation and the development of environmentally friendly technologies in this vital sector. Since the oil and gas industry is a significant contributor to greenhouse gas emissions, this study’s emphasis on sustainable practices and green marketing strategies can support efforts to combat climate change and its effects.

To understand the perspectives of Iraqi oil and gas industry managers on the effectiveness of green marketing strategies, we employed the Q methodology, which is effective in identifying and categorizing individual perceptions. Our research aims to gain insight into the mindset of these managers and increase managerial awareness by shedding light on their viewpoints. By considering these diverse perspectives, we can gain a comprehensive understanding of the industry’s trajectory.

2. Literature Review

2.1. Green Marketing and Its Importance

The global regulatory landscape for environmental law is evolving rapidly, presenting both challenges and opportunities for green marketing strategies. As countries worldwide implement diverse regulations targeting product recovery, energy efficiency, chemical bans, and environmental certifications, multinational companies face significant challenges in aligning their marketing approaches across different jurisdictions [18].

However, this diversity also creates opportunities for companies to differentiate themselves through innovative green marketing strategies. For instance, the European Union Directive on Product Energy Use (EuP) requires companies to disclose total energy consumption throughout a product’s life cycle.

While this necessitates new data management systems [19], it also provides an opportunity for companies to highlight their products’ energy efficiency in their green marketing campaigns, potentially gaining a competitive advantage. In the construction industry, regulations promoting resource efficiency and the circular economy [20] offer construction companies the chance to focus their marketing efforts on sustainable building materials and processes.

This approach can appeal to environmentally conscious consumers and differentiate companies in a competitive market. The emergence of “global environmental law” [21] presents opportunities for companies to expand their green marketing strategies internationally, leveraging cross-border collaborations and showcasing their commitment to global environmental standards.

The introduction of new regulatory tools, such as tradable allowances [22], could lead to the creation of new markets for green products and services, opening up novel avenues for green marketing. International environmental law’s challenge to conventional state sovereignty [23] may result in new standards for green products and services, requiring companies to adapt their marketing strategies to these evolving norms.

This adaptation could involve emphasizing compliance with international environmental standards as a key selling point. The participation of international organizations in building consensus and implementing environmental laws [24], provides companies with opportunities to engage in sustainable development discussions and enhance their brand image as environmental leaders.

This engagement can be leveraged in green marketing campaigns to build trust and credibility with consumers. The proliferation of diverse environmental regulations underscores the need for increased coordination in environmental protection efforts [25].

For businesses, this diversity creates opportunities for innovation in green products and services, as well as in developing targeted green marketing strategies that resonate with environmentally conscious consumers in different markets. As the regulatory landscape continues to evolve, it is crucial for governments, businesses, and international organizations to collaborate in creating more coherent and effective environmental policies. This collaboration can lead to the development of new markets for green products and services, providing fresh opportunities for companies adopting green marketing strategies to differentiate themselves and appeal to environmentally aware consumers.

While the complex global environmental regulatory landscape presents challenges, it also offers significant opportunities for companies to innovate in their green marketing approaches. By aligning their strategies with evolving environmental standards and consumer expectations, businesses can not only comply with regulations but also gain a competitive edge in the growing market for sustainable products and services.

Green marketing is an important marketing concept that focuses on promoting environmentally friendly products and practices. This concept refers to the use of environmentally friendly materials, production methods, packaging, pricing, distribution channels, and environmentally friendly advertising [26].

By applying a green marketing strategy, companies can fulfill their social responsibility and solve environmental concerns. This approach contributes to sustainable development, which is supported by the growth of the environment and economy [27]. This strategy helps companies create a credible brand image, improve their reputation, and meet consumer demand in a highly competitive market [28].

Green marketing, known as sustainable marketing or environmental marketing, has developed as an essential concept in modern trade practices [29]. It centers on the joining of environmental contemplations into different angles of marketing, extending from item improvement and advancement to dissemination and buyer engagement. Green marketing influences consumer behavior and purchasing decisions as people become more aware of the environmental impact of products [30]. The COVID-19 pandemic has highlighted the importance of green marketing more than ever, as consumers increasingly choose sustainable and environmentally friendly products [31]. Green marketing activities, such as promoting green products and using social media for marketing, can help expand the market and reach a wider range of consumers.

The central objective of green marketing is to advance items and services that have negligible negative impacts on the environment while cultivating maintainability and eco-consciousness [32].

In recent years, more and more people have started to pay attention to green marketing because they realize that it is important to do something about the environment and climate change.

Climate change, caused by environmental factors such as the overuse of resources, pollution, and the destruction of natural habitats, is causing the Earth’s temperature to rise. This has made businesses and consumers reconsider how they can help protect the environment [33].

Green marketing is not only about being environmentally responsible; it is also important for companies financially. As more people from pollutant industries become aware of the environment, they are starting to like and choose products and brands that are eco-friendly and sustainable. This change gives companies a special chance to become more competitive by adjusting their marketing and anti-pollution strategies to match the interests of environmentally conscious consumers [34].

Furthermore, companies that prioritize green marketing and green production tend to have a competitive advantage in complying with new environmental regulations, as they are better equipped to adapt to changing laws.

EPA (Environmental Protection Agency) Companies can reduce risks and become more resilient by choosing environmentally friendly practices and promoting sustainable products. This will help them comply with regulations and adapt to changes in the law [35].

2.2. Implementing Green Marketing Strategies in the Oil and Gas Supply Chain

Implementing a green marketing strategy in the oil and gas supply chain necessitates integrating environmentally sustainable practices across various areas of the supply chain while effectively communicating these initiatives to stakeholders. Companies should adopt Green Supply Chain Management (GSCM) practices, such as green logistics, which includes eco-logistics and reverse logistics, to reduce environmental impact and enhance sustainability [36]. This can be achieved by investing in renewable energy, establishing risk prevention systems, and preventing oil and methane leaks, which are key green practices in the petroleum industry [37]. Furthermore, companies should prioritize Environmentally Sustainable Supply Chain Management (ESSCM) by emphasizing innovation and technologies for cleaner production, which are crucial for developing eco-friendly products and minimizing environmental harm [38]. Integrating green logistics into the company’s management system, particularly in logistics functional areas such as production, procurement, transportation, and distribution management, is vital for achieving sustainable development objectives [39]. Governments can also play a significant role by offering distinct subsidy schemes and creating mechanisms for horizontal technology R&D among businesses to alleviate financial burdens and enhance supply chain emission reduction performance [40]. Companies should explore multi-objective optimization models that balance cost and environmental impact, utilizing advanced algorithms to optimize transportation and operational costs while reducing emissions [41]. Participation in voluntary environmental initiatives and leveraging institutional pressures can help sustain a competitive advantage while complying with environmental norms [42]. Lastly, selecting contractors and suppliers based on environmental, health, and safety criteria ensures alignment of the entire supply chain with green goals, fostering a culture of sustainability and competitiveness [43]. Through the systematic implementation of these strategies, oil and gas companies can effectively promote their green initiatives, thereby enhancing their reputation and achieving long-term sustainability [44,45].

2.3. Green Marketing and Green Deals in Third-World Countries

Green marketing in developing countries, particularly those in the third world, is relatively underdeveloped and understudied. There is a scarcity of research examining the impact of green marketing strategies in these contexts. While some studies have been conducted in countries such as Indonesia (e.g., [46,47,48]) and Palestine [49,50], there is a notable absence of research focused on the oil and gas industry.

In Indonesia, some companies producing green products have implemented quasi-green marketing strategies that focus on green products and green practices but do not adopt green pricing, green distribution, or green promotion [51]. In Palestine, the implementation of green marketing practices in the food industry shows that green products, green implementation, and distribution, as well as green promotion, have a positive effect on the environmental and financial performance of companies, while green prices have no significant effect (Agustini et al., 2019) [52]. These findings suggest that green marketing strategies in third-world countries are still in their early stages and that there is room for improvement.

The approach to green marketing differs substantially in less developed countries. It comes with both difficulties and chances [53]. A lack of awareness and knowledge about environmental issues and sustainable resource management is prevalent in numerous third-world nations [54,55,56].

Consumers may not completely know the good things about eco-friendly products or might care more about how much they cost than the environment. Moreover, creating and putting into action eco-friendly marketing plans usually involves spending money on environmentally friendly technology and structures [57].

Some developing countries may not have enough resources or infrastructure to be sustainable [58]. When people are struggling financially, they might not be interested in buying green products because they are focused on finding affordable options [59]. Economic difficulties, such as poverty and unemployment, can make green products seem too expensive or unappealing to people who prioritize saving money rather than protecting the environment [60].

Also, certain underdeveloped countries might not have strong or sufficient rules about protecting the environment and ways to make sure they are followed [61]. This can make it difficult to encourage businesses to willingly use environmentally friendly methods [62]. In contrast, countries with lower levels of development often witness more individuals being born and growing up, resulting in a desire to purchase more goods and services [63]. As people become more aware of the environment, there is a chance to take advantage of this new market by selling eco-friendly products and services [30]. In this situation, the use of green marketing can help save resources and reduce waste, which leads to savings for businesses and ultimately improves sustainability (Kumar, 2016) [64]. Green marketing efforts can greatly benefit communities in developing countries by creating jobs, teaching new skills, and improving living conditions [65].

Educating individuals about the positive impacts of eco-friendly products has the potential to increase environmental consciousness among more people. In the future, developing countries can work together with international organizations and wealthy countries to obtain money, knowledge, and assistance in promoting environmentally friendly practices and making their economies more sustainable. Also, they can leverage partnerships with international organizations and developed countries to access funding, technology transfer, and expertise in green marketing and sustainability practices [66].

This collaboration can provide access to funding, technology transfer, and expertise in green marketing and sustainability practices, ultimately increasing environmental consciousness among more people in the future. For instance, Iraq, which faces significant environmental challenges such as air, water, and soil pollution, can leverage partnerships with international organizations and developed countries to address these issues [67].

Iraq’s environment is threatened by components such as population development, unsustainable advancement practices, and the arrangement of prohibited weapons in military operations [68]. The frequency and concentration of dust and sandstorms in Iraq are expanding, which has driven to an increase in respiratory sensitivities and hospitalization of individuals, and it is anticipated that this sort of storm will increase.

Iraq is especially helpless to the impacts of climate alteration, driving diminished access to water and nourishment, as well as extraordinary temperatures that adversely influence nourishment and water security, as well as social and well-being [69]. Natural contamination truly undermines the lives of people, creatures, and plants in this locale and makes an awesome challenge for Iraq in terms of the environment [70].

These environmental problems are very challenging for Iraq, a country that is trying to progress and develop. Gleick [71] believes that environmental crises such as lack of water and lack of appropriate strategies to solve this problem are very serious and damaging and affects the overall well-being of people. Rahi [10] considers that factories and businesses that release harmful substances into the environment, improper disposal of waste, and damage caused by wars have caused significant pollution in certain areas of Iraq. This pollution is harmful to the health of the people living there and the natural systems around it.

Among the various factors contributing to environmental damage, human activities in challenging industries, such as the oil industry, are a notable example. This industry has significant environmental impacts, including pollution of water, air, soil, and ecosystems. Petroleum pollution is a common and dangerous consequence of petroleum production at all stages, from exploration to refining [72]. Other environmental damage caused by this industry includes increased greenhouse gas emissions, acid rain, groundwater pollution, and loss of biodiversity [2].

Governments generally implement strategies such as environmental management systems, sustainable planning, and waste management practices in the oil industry to prevent these environmental damages, but the implementation of such strategies largely depends on each country’s circumstances [73,74] (for example, the environment may not be a priority for a country whose economy depends on oil). Here, we can consider the case of the Iraqi economy, which is heavily reliant on the oil industry. This heavy dependence is problematic, as it leads to environmental pollution and exposes Iraq to the volatility of oil prices [75].

One of the topics that has attracted a lot of attention in the management literature in relation to businesses and their activities is green issues such as green marketing and the use of green marketing strategies in businesses to play the role of corporate social responsibility in the environment [76].

Iraq has significant opportunities in the realm of green marketing, including the development of green products, green deals, green consumer behavior, and increased awareness among managers about green marketing. Its young population and burgeoning center display a significant consumer market. The rise of ecologically cognizant customers universally offers openings for businesses to present green items [77].

Recently, after 2020, regarding the issue of green marketing in Iraq, several studies can be mentioned. A study investigated the role of green marketing mix factors, such as green distribution, green promotion, and green products, in achieving sustainable development in the food industry [78]. Another study investigated the impact of green human resource management on green marketing in an academic setting and identified a correlation between the two dimensions [79]. In addition, research shows that green marketing strategies can increase market performance and competitive advantage for small organizations in Iraq [80]. In another study, factors affecting sustainable marketing in small businesses in northern Iraq have been investigated, and the challenges faced by managers in implementing sustainable practices have been identified [81]. Also, a service activity in the Salman region aimed at increasing the understanding and application of green marketing principles among the participants resulted in the successful branding and marketing of environmentally friendly vegetables [31]. Overall, these studies show the growing interest and importance of green marketing in Iraq.

2.4. Literature Gaps

Despite the mentioned studies, the research literature in some cases still has gaps that need to be filled with more research, as follows:

(1)

There is restricted earlier research, particularly focusing on Iraqi managers and their viewpoints on green marketing. This hole in existing research can be both an opportunity and a challenge because it gives room for modern experiences but might make it challenging to contextualize discoveries.

(2)

The application of Q-Methodology in green marketing research, particularly in the Iraqi context, has not been explored. There could be a gap in the literature regarding the use of this methodology for understanding managerial perspectives on green marketing.

(3)

A few studies might have compared the attitude of Iraqi managers to those in other nations or regions, which seem to give profitable experiences into the uniqueness of their points of view and the impact of cultural and relevant variables.

(4)

The existing literature might need long-term consideration when surveying the actual effect of managerial attitudes on the selection and success of green marketing strategies in Iraqi companies.

(5)

The existing investigation may not have fully explored the intersectionality of variables that shape the attitudes of Iraqi managers. These variables can include cultural, financial, political, and environmental factors.

3. Materials and Methods

Q methodology is a research strategy that combines qualitative and quantitative analysis to think about subjectivity and subjective perspectives being utilized in different areas of consideration, including healthcare, psychology, and social sciences [82]. The Q methodology created by Stephenson [83] is based on factorial analysis on people, not variables, as well as the well-known R factorial analysis [84], and it includes gathering individuals based on how they react to a Q-sample of sentences/opinions, with each group of people (P-sample) representing a diverse perspective on a given point [85]. The interpretations of the factors in the Q methodology require consideration of both qualitative and quantitative data. Q methodology could be a way to efficiently look at subjective things, such as opinions, beliefs, behaviors, and attitudes [83]. Q methodology empowers analysts to recognize diverse points of view inside a gathering and the number of people who hold each viewpoint [86].

It compares these points of view to uncover the likenesses and contrasts among opinions held by these groups of people (namely, according to the Q methodology, the P-sample of the research). Q methodology can be used to investigate views on a range of themes, including marketing issues. It gives a profitable instrument for picking up more profound insights into the subjective substances experienced by managers in connection to marketing issues [87]. For the present research, the proposed and applied framework according to the application of Q methodology is presented in Figure 1.

Step 1—Concourse Development: As Brown [88] said, in this phase, a variety of statements or items were gathered that expressed an opinion or point of view on a topic of interest. We conducted both a literature review (articles from 2018 to 2024) and personal interviews (with 9 expert managers in the oil and gas industry from Iraq) to obtain participants’ diverse views and thoughts about the application of green marketing. First, we obtained some statements from scientific articles. Second, we selected 25 statements after doing semi-structured interviews with 9 experts who were deeply interested in the topic.

Step 2—Q-Sample Selection: The main activity in this phase is choosing a subset of statements from the concourse that will be used in the sorting task. In general, it is assumed that a smaller number of statements (30–64) can be processed by one respondent [89]. After deleting duplicate or similar statements the remaining 25 statements were classified into subgroups: positive and negative attitudes. We then identified unique statements within these categories and compared and discussed these five categories.

We created a unique set of statements and continued this process iteratively until no statements remained. Finally, a content validity test was conducted on three marketing experts, and another validity test was conducted on two general managers.

To provide a comprehensive understanding of the discourse environment, the researchers utilized diverse sources, including literature reviews and semi-structured interviews with managers active in the oil industry. The acquired content was then transformed and distilled into concise, distinct, and independent phrases and sentences. This meticulous process laid the foundation for the creation of Q samples. The chosen phrases and sentences from both interviews and literature used in our research are presented in detail in Appendix A.

Step 3—P-Sample: This stage consists of respondents who participated in the Q-sort. A typical Q-methodology study has a sample size of 20 to 45 respondents [90]. the widest possible range of knowledge, interests, and values; in a word, it is a perspective. Q methodology typically involves small sample sizes, as it focuses on the subjective viewpoints of participants rather than aiming for statistical generalization. The sample size in Q methodology studies can vary depending on the research context and objectives. For instance, a study exploring the opinions of codeine misusers involved a multidisciplinary panel of 15 addiction experts to achieve consensus on the final selection of statements [91]. The Q methodology’s flexibility in sample size and its focus on subjectivity make it a valuable tool for exploring diverse human perspectives [92]. In this study, we selected 20 managers from all organization’s levels who are active in the oil and gas industry in Iraq.

Table 1. The profile of participants.

Participant	Job Position	Age	Gender	Years of Professional Experience
1	Oil and Gas Operations Manager	45	Male	19
2	Field Development Manager	50	Male	30
3	Project Manager	43	Male	15
4	Project Manager	43	Male	11
5	Project Manager	42	Male	16
6	Project Manager	45	Male	19
7	Oil and Gas Operations Manager	52	Male	20
8	Marketing and Sales Manager	49	Male	21
9	Marketing and Sales Manager	50	Male	16
10	Field Development Manager	51	Male	30
11	HSE (Health, Safety, and Environment) Manager	49	Male	30
12	Marketing and Sales Manager	50	Male	30
13	Marketing and Sales Manager	56	Male	30
14	Project Manager	47	Male	27
15	Marketing and Sales Manager	50	Male	31
16	Marketing and Sales Manager	45	Male	30
17	HSE (Health, Safety, and Environment) Manager	49	Male	27
18	Marketing and Sales Manager	46	Male	24
19	Project Manager	42	Male	20
20	Project Manager	49	Male	28

presents in detail the participants included in the P-sample.

Step 4—Q-Sorting: In this step, participants arrange or sort the selected statements according to their opinions or preferences. Respondents were given 25 cards (each with separate instructions), a Q-sort grid, and an instruction sheet. Each respondent read and sorted their individual statements. They preliminary consist of three piles: “completely/totally Agree”, “completely/totally Disagree”, and “Neutral or unknown” [88], as shown in Figure 1. Based on these initial typologies, participants refined their ratings by assigning 25 ordered category cells on a grid, each cell being associated with the degree to which they expressed their experience (Figure 2).

After the P-sample completed the Q-sorts, demographic information was completed, and semi-structured interviews were conducted to ensure accuracy and understanding of participation. The Q-sort was conducted in December 2023 and typically took between 30 and 50 min per respondent.

The Step 5—The Q factor analysis is presented at the next sections Results and Discussions and Conclusions. For the Q factor analysis, we performed statistical analysis using SPSS Version 27.0 software. First, the software calculated a correlation matrix for all 25 statements from the Q-sample, measuring the degree of similarity in how each individual respondent ranked the statements. We then transformed the data by conducting principal component analysis and varimax rotation. This allowed us to identify and organize the components, classifying them based on the amount of variance they explained in the original data. Q methodology modifies traditional factor analysis by grouping participants into Q types or factors that reflect their shared perspectives and viewpoints on the topic. Participants loading significantly on the same factor are clustered together as they have ranked the statements in a similar way, representing a distinct viewpoint or discourse [88].

4. Results

In this stage of the research, we employ a quantitative approach to identify similar opinions among participants. Specifically, we utilize the Q-factor analysis statistical tool to analyze the data. This method is based on Stephenson’s theory of operant subjectivity [83], which focuses on identifying correlations between people rather than variables, as in R factorial analysis. The Q-factor analysis method categorizes participants’ perceptions regarding green marketing. The factor analysis method is the primary statistical technique used to analyze the Q-data matrix. This method is based on the correlation between individuals, emphasizing that people are categorized rather than variables. However, there is no statistically significant difference between Q-factor analysis and traditional factor analysis. To perform the factor analysis, we used a correlation matrix, a common method. The factors were rotated using the Varimax method. The numbers extracted from the Q-factor analysis are based on the principal component’s method. The total explained variance is presented in

Table 2. The total explained variance of the resulted factors.

Number	Initial Eigenvalues			Factors Load Square Extraction Values			Factors Load Square Extraction Values
	Special Value	Variance %	Cumulative Variance %	Special Value	Variance %	Cumulative Variance	Special Value	Variance %	%Cumulative Variance
1	7.469	37.347	37.347	7.469	37.347	37.347	5.686	28.430	28.430
2	3.638	18.190	55.537	3.638	18.190	55.537	3.6140	18.051	46.481
3	2.609	13.043	68.580	2.609	13.043	68.580	3.234	16.172	62.653
4	1.686	8.429	77.009	1.686	8.429	77.009	2.728	13.641	76.294
5	1.431	7.153	84.162	1.431	7.153	84.162	1.574	7.869	84.162
6	0.932	4.658	88.820
……	……	……	……
20	0.001	0.007	100.000

. According to Table 2, which displays the total explained variance, only factors with eigenvalues greater than 1 are considered significant, and those with eigenvalues less than 1 are excluded from the analysis as statistically insignificant. Additionally, the table shows that the total variance explained by the 5 factors is 84.162%. The variance percentage for each factor can also be seen in the table.

To analyze the data, we used the Q-factor analysis method. We applied the principal components method with an eigenvalue of 1, an absolute value of 0.3, and Varimax rotation. The KMO and Bartlett’s index results indicate that the data has sufficient clusters of similar opinions. The KMO index value is 0.741, which is close to one, indicating that the sample size is sufficient for factor analysis. Additionally, the sig value of Bartlett’s test is less than 5% (0.001), showing that factor analysis is suitable for identifying the structure of the factor model. The results also confirm that the assumption of the known correlation matrix is rejected. Figure 3 illustrates the extraction of five factors.

The Varimax rotation method is one of the factor rotation techniques used in this research. This method was applied to interpret the factors, with the algorithm repeated 6 times. The results of the Varimax rotation can be seen in

Table 3. The matrix of rotated factors.

Participant	Factor
	F1	F2	F3	F4	F5
P1			0.897
P2			0.892
P3			0.851
P4				0.638
P5				0.899
P6				0.820
P7	0.851
P8	0.872
P9	0.798
P10	0.912
P11	0.819
P12	0.773
P13	0.726
P14		0.845
P15		0.905
P16		0.843
P17		0.874
P18		0.526
P19					0.871
P20	0.783

.

Table 3 reveals the similarities within the P-sample and the clusters of factors resulting from the Q factorial analysis. The analysis yielded five distinct factors (clusters) of opinions, as follows:

• Factor F1 comprises eight participants (P7 to P13 and P20), who share similar opinions.
• Factor F2 includes five participants (P14 to P18), who form a distinct cluster.
• Factor F3 groups three participants (P1 to P3), who share a common perspective.
• Factor F4 consists of three participants (P4 to P6), who play a significant role in shaping the fourth factor.
• Factor F5, although comprising only one participant (P19), has a strong opinion that forms a single factor.

As a result of the Q factor analysis, five clusters of mentalities were obtained, which are presented in

Table 4. Close mentalities/opinions/beliefs according to the results of the Q methodology.

Mental Pattern/Factor		Participants with Similar Opinions	Number of Participants
The first mental pattern	F1	P7, P8, P9, P10, P11, P12, P13, and P20	8
The second mental pattern	F2	P14, P15, P16, P17, and P18	5
The third mental pattern	F3	P1, P2, P3	3
The fourth mental pattern	F4	P4, P5, P6	3
The fifth mental pattern	F5	P19	1

.

After determining the factor points in the rotated matrix, we create a Q table for each factor and assign a score to each Q option based on the calculated scores. This allows us to obtain the factor arrays and specify the importance of each factor. The detailed tables below show the terms of each factor along with their spectrum or degree of importance. These tables are based on the rotated matrix and factor scores, which help identify the importance of each term in each factor from the perspective of the sample. It is worth noting that the numbers inside the graphs below are the same phrases collected at the beginning of the research, presented according to the factor and their importance from the perspective of the sample. In the following paragraphs, we will present each resulted factor from the Q methodology in detail, including the extracted factor arrays in the form of a Q diagram and detailed tables.

Table 5. Q items/sentences and factor arrays (sort reconstruction).

Number		Items/Sentences from the Q-Sample	Factor Scores
			F1	F2	F3	F4	F5
1.	Q1	The importance of informing the community about the need to use green products	−3	−1	1	3	−2
2.	Q2	Responsibility to society	−3	1	0	1	−2
3.	Q3	The need to create future-oriented business models	−4	−2	−1	−2	−1
4.	Q4	A necessity to remain competitive	−2	−1	1	−3	1
5.	Q5	The importance of developing clean technologies	−2	0	0	−1	0
6.	Q6	Encouraging companies to solve environmental issues by developing detailed government laws and guidelines	−2	2	0	0	−2
7.	Q7	The politicization of the economy is not the priority of the environment for governments	2	−4	−1	2	−3
8.	Q8	Increasing the environmental awareness of society	−1	−3	3	−2	2
9.	Q9	The importance of government infrastructure	−1	2	2	2	−1
10.	Q10	Having the necessary financial resources at the disposal of the government to protect the environment	1	4	0	−1	0
11.	Q11	The importance of obtaining environmental standards	0	0	−2	−3	1
12.	Q12	General beliefs	0	−3	2	0	0
13.	Q13	Increasing people’s demands towards the environment	1	1	4	0	−3
14.	Q14	Consumers’ limited awareness of environmental issues	1	−2	1	0	2
15.	Q15	Increasing production costs and cost by applying green marketing strategy	2	1	−1	1	−4
16.	Q16	Lack of interest and awareness among managers	4	−1	0	−4	1
17.	Q17	Responsibility to society	0	3	−4	−2	−1
18.	Q18	The priority of sustainable management practices in the global green chain	0	3	2	−1	2
19.	Q19	The seriousness of environmental crises in Iraq	−1	−2	−3	4	3
20.	Q20	The importance of evaluating the performance of companies based on green criteria	1	0	−3	0	−1
21.	Q21	A channel to connect with socially conscious consumers	0	1	−2	1	0
22.	Q22	The need to expand cooperation with other countries in environmental issues	3	0	3	2	3
23.	Q23	The complexity of implementing a green marketing strategy	3	0	1	1	0
24.	Q24	The increasing trend of the media towards environmental crises	−1	2	−2	3	4
25.	Q25	The association of environmental protection with economic growth and heterogeneous employment	2	−1	−1	−1	1

presents a reconstruction of all 25 sentences from the Q-sample, showing the scores obtained by each item/sentence on each result factor from the Q-factor analysis. For each item/sentence, we have marked the opposite poles (in bold) and the total agreements and disagreements on each result factor.

According to

Table 6. Important items that support the interpretation of the first factor: Skeptics and Opponents.

Disagree		Agree
−4	−3	3	4
The need to create future-oriented business models	The importance of informing the community about the need to use green products	The need to expand cooperation with other countries in environmental issues	Lack of interest and awareness among managers
	Responsibility to society	The complexity of implementing a green marketing strategy
Relative disagreement Expression/item/sentence		Relative agreement Expression/item/sentence
24–19–9–8–6–5–4		25–20–15–14–13–10–7

, the most influential sentences that distinguish between groups of participants from the P-sample are:

• Q3: Creating future-oriented business models
• Q7: Governments prioritizing the economy over the environment
• Q10: Governments having sufficient financial resources to protect the environment
• Q13: Growing public demands for environmental protection
• Q15: Increased production costs due to green marketing strategies
• Q16: Managers’ lack of interest and awareness in environmental issues
• Q17: Societal responsibility
• Q19: The severity of environmental crises in Iraq
• Q24: The media’s growing focus on environmental crises

These sentences are crucial in understanding the differences between the groups of participants.

In the following sections, we will present the identified mental patterns. According to the findings in Table 5, we have identified 6 categories of participants’ mentalities and opinions regarding the use of green marketing strategies. We will explain each of these categories in detail (from Table 6,

Table 7. Important items that support the Expression of the 2nf factor: Government Adherents group.

Disagree		Agree
−4	−3	3	4
The politicization of the economy is not the priority of the environment for governments	General beliefs	Responsibility to society	Having the necessary financial resources at the disposal of the government to protect the environment
	The importance of informing the community about the need to use green products	The priority of sustainable management practices in the global green chain
Relative disagreement Expression		Relative agreement Expression
25–19–16–14–4–3–1		24–21–15–13–9–6–2

,

Table 8. Important items that support the interpretation of the third factor: Forward-Thinking Visionaries.

Disagree		Agree
−4	−3	3	4
Responsibility to society	The seriousness of environmental crises in Iraq	Increasing the environmental awareness of society	Increasing people’s demands towards the environment
	The importance of evaluating the performance of companies based on green criteria	The need to expand cooperation with other countries in environmental issues
Relative disagreement Expression		Relative agreement Expression
25–24–21–15–11–7–3		23–18–14–12–9–4–1

,

Table 9. Important items and supporting the interpretation of the fourth factor: Environmental Advocates.

Disagree		Agree
−4	−3	3	4
Lack of interest and awareness among managers	A necessity to remain competitive	The importance of informing the community about the need to use green products	The seriousness of environmental crises in Iraq
	The importance of obtaining environmental standards	The increasing trend of the media towards environmental crises
Relative disagreement Expression		Relative agreement Expression
25–18–17–10–8–5–3		23–22–21–15–9–7–2

and

Table 10. Important items that support the interpretation of the fifth factor: Public Opinion Advocates.

Disagree		Agree
−4	−3	3	4
Increasing production costs and costs by applying green marketing strategy	The politicization of the economy is not the priority of the environment for governments	The seriousness of environmental crises in Iraq	The increasing trend of the media towards environmental crises
	Increasing people’s demands towards the environment	The need to expand cooperation with other countries in environmental issues
Relative disagreement Expression		Relative agreement Expression
20–17–9–6–3–2–1		25–18–16–14–11–8–4

).

Skeptics and Opponents: The first group, which makes up 40% of all participants, consists of 8 men:

• A 45-year-old Oil and Gas Operations Manager
• A 50-year-old Field Development Manager
• Two Project Managers, aged 43 and 45
• A 52-year-old Oil and Gas Operations Manager
• Two Marketing and Sales Managers, aged 50 and 49

Government Adherents group: The second group, which makes up 25% of the total contributors to the Glen, consists of 5 men:

• A 42-year-old Project Manager
• A 51-year-old Field Development Manager
• Three Marketing and Sales Managers, aged 46, 50, and 56

Forward-Thinking Visionaries: The third group makes up 15% of the total participants in the Glen. This group consists of 3 men.

• A 49-year-old HSE Manager
• A 47-year-old Project Manager
• A 45-year-old Marketing and Sales Manager

Environmental advocates: The fourth group, which makes up 15% of all participants, consists of 3 men:

• A 49-year-old HSE Manager
• A 50-year-old Marketing and Sales Manager
• A 42-year-old Project Manager

Public Opinion Advocates: The fifth group makes up 5% of all participants and consists of a single man. According to the research results, Figure 4 shows the pattern of mental models of Iraqi managers regarding the application of green marketing strategies in the Oil and Gas industry. This group includes only one participant, a 49-year-old Project Manager.

5. Discussion and Conclusions

Qualitative and quantitative data analysis led us to 5 categories of subjectiveness of thinking among Iraqi managers regarding the application of green marketing strategy in the oil and gas industry. Each identified pattern includes unique views and preferences regarding influential indicators shaping the adoption of green marketing strategies among Iraqi managers. A comprehensive analysis of these mental models and elucidation of their distinctive features and nuances serves as a critical step in understanding the multifaceted nature of green marketing strategy adoption and contributes valuable insights into the broader discourse on sustainable business practices.

The first mental pattern F1 named Skeptics and Opponents. The intellectual characteristics of this category of managers are: Limited belief in the awareness of consumers about the need to pay attention to the environment, concern about increasing costs by using green marketing strategy, believing in the lack of interest and awareness of green issues among managers, believing in prioritizing economic issues, believing in the antipathy of environmental protection with economic growth and employment, the belief in the complexity of implementing a green marketing strategy.

Skeptics and opponents believe that consumers’ awareness of environmental issues is limited, and therefore there is not much demand for environmentally friendly products or services. Therefore, we consider that our results are in line with the results of Debrah et al. [93] in their study discussed the lack of environmental education and awareness in developing countries. This problem can lead to a lack of awareness of the importance of the issue in countries namely Iraq. As Leszczynska [94] asserted, it seems that more developed countries have higher ecological awareness.

At the other hand, the skeptics and opponents’ mentality is related with the conviction in increasing production costs and add up to costs related with implementing green marketing strategies. This reflects concern almost the budgetary results of embracing ecologically friendly practices, with the potential fear that this may adversely influence their foot line. Also, this study is in line with the results of the study of Marsiglio and Privileggi [95]. They show that Economic growth and environmental goals are conflicting. Their study develops a multi criteria approach to analyze the trade-off between economic growth and environmental outcomes.

Opponent managers hold the conviction that there is deficiently interest and awareness among supervisors with respect to green promoting issues. This recognition might contribute to resistance to alter inside managerial positions, blocking the selection of green marketing practices. Based on this, it can be said that managers’ way of thinking and their personal preference for green issues influence their behavior and decision options. A similar result can be seen in the study of Rademaker and Royne [96]. According to them, personal green attitudes of marketing managers drive corporate sustainability in media decisions. Their study discusses the influence of managers’ personal green attitudes on corporate environmental policies. Also, the results of this study is in line with Papagiannakis & Lioukas [97] where they asserted that, Managers’ values by implication impact corporate environmental responsiveness through forming their environmental states of mind, whereas subjective standards and perceived capacity to handle environmental issues too play a role. Similar to these results, Potocan et al. [98] concluded that attitudes toward concern for environment positively influence enterprise environmental responsiveness. Economic concerns negatively influence a company’s environmental responsiveness.

Also, our research shows that the Skeptics and Opponents are doubtful approximately the prioritization of natural concerns by governments, seeing the economy as intrinsically political. This skepticism may demonstrate a need for confidence in legislative support for ecologically economical activities inside the oil and gas industry.

In addition, their belief that environmental protection is incompatible with uneven economic growth and business suggests the notion that prioritizing environmental assurance may affect economic growth and job opportunities. Finally, skeptics and opponents believe that the implementation of green marketing strategies is complicated, and this belief causes hesitation to use these practices. This reluctance is probably due to the fear of increased costs and more complex operational processes. Collectively, these beliefs form a comprehensive understanding of the challenges and considerations that skeptics and opponents have towards applying green marketing strategies in the oil and gas industry.

Similarly, Kaupke & Knyphausen-Aufseß [99] argue in their research that there is a negative relationship between sustainability and firm value in the oil and gas industry, creating a vicious circle. When economic considerations take precedence, attention to green marketing is likely to be delayed.

The opposing managers recognize the severity of environmental crises. However, their opposition to green marketing strategies suggests a divergence in prioritization. While acknowledging environmental challenges, they appear to advocate for alternative approaches that safeguard economic interests without necessarily compromising environmental concerns. These managers believe that consumers also choose product features when they must choose between product features and the environment. This issue is exactly raised in Ginsberg and Bloom’s research [100]. Their paper mentions that consumers are reluctant to choose green products when they must make trade-offs between product attributes and helping the environment.

The second category of managers, F2, refers to “Government Adherents”. This category believes that whatever the government decides should be followed, and the responsibility of protecting the environment lies with the government. “If the government does not support us, we do not care”. This group of managers believes that the government has a responsibility to encourage companies to address environmental issues through stringent regulations and guidelines.

This view is similar to the research’s results by Andriansyah et al. [101]. They discuss the role of government policies in managing natural resources and the environment sustainably through fair and robust enforcement of environmental laws, applying environmental ethics, and social and cultural integration. Also, our research results confirm the results of Kulin & Johansson’s study [102]. They argue that the government’s role in environmental protection goes far beyond the design of effective environmental policies, as an ineffective and corrupt government appears to undermine public support for critical environmental policymaking. According to them, the government, as the representative of society, is primarily responsible for developing environmental policies and laws, and with its necessary power and financial resources, it can effectively act to protect the environment. Similarly, Rentizelas et al. [103] acknowledged that a government’s strategic plans can drive organizations in the oil and gas industry to incorporate social sustainability into their supply chains.

Also, they believe that the existence of government infrastructure is required to apply green marketing strategies to companies. In confirmation of the view of these managers, Jianling Xu et al. [104] have stated in their study that local governments’ attention to the environment significantly improves corporate green innovation. Similarly, Zhao et al. [105] found that local governments’ environmental emphasis has a significant positive impact on the number of green patents of enterprises. Of course, there is research by Chen and Wang [106], which shows that the government’s attention to the environment has a positive effect on the green innovation of non-heavy polluting companies in China. It is not stated in this study that there is such a result about oil companies (or heavy polluting companies). Targeting taxes can be mentioned as another measure taken by governments to protect the environment. In this regard, Zheng et al. [107] asserted that environmental taxes and R&D tax incentives promote green innovation. Also, the combination of these policies has a mutually reinforcing effect. Similarly, Lin and Lin [108] showed that government subsidies and tax incentives have a significant effect on R&D and innovation in the environmental protection industry. These results are also confirmed by Wang and Pan’s research [109].

The third category of managers, F3, refers to forward-thinking visionaries. This managerial group recognizes the imperative of embracing a green marketing strategy to sustain competitiveness in the market. In relation to this way of thinking, Pacevičiūtė & Razbadauskaitė-Venskė [26] asserted that green marketing can assist companies in gaining a maintainable competitive advantage by progressing their brand picture and reputation through the utilization of eco-friendly materials, production strategies, packaging, pricing, distribution channels, and promotion. Also, Barforoush et al. [110], in their study, revealed the role of green innovation in reaching competitive advantages.

This group of managers emphasizes that green marketing serves as a vital means to engage with socially conscious consumers. Based on this, the company is obliged to show a justified image of itself to society. In this regard, the study of Motilewa et al. [111] discusses the impact of ecological commitment on the image of oil and gas companies in Nigeria. This research shows that business commitment to ecological protection increases investor confidence and strengthens relationships between stakeholders.

Additionally, these groups of managers advocate for collaboration on environmental issues as a crucial component for expanding international partnerships. Although there are some studies that, similar to this kind of thinking, discuss the importance of cooperation in solving global environmental issues or the growing importance of environmental issues in international relations [112], on the contrary, there are also studies that discuss the lack of directly enforceable international mechanisms against private transnational economic actors, such as multinational oil companies, when they cause environmental damage abroad [113].

Considering these perspectives, the group underscores the necessity for business models to undergo transformation, aligning with the evolving needs of diverse enterprises in the future. In essence, they emphasize the importance of adopting a forward-looking approach. Consequently, acquiring environmental standards becomes imperative not only for fostering communication with other nations but also for positioning businesses to meet future demands. The perspective advocating the imperative focus on the environment and renewable energies for the future progress of businesses, particularly in Iraq, becomes evident when considering the environmental crises. This stance is supported by the research conducted by Aswad et al. [114] and Al-Yozbaky & Khalel [115], which highlights the crucial and unavoidable nature of such considerations. Additionally, a study by Saeed et al. [116] found that Iraq has significant potential for solar, wind, and hydroelectric power generation. Furthermore, their study discusses the potential of renewable and nuclear energy in Iraq to address the current electricity supply shortfall and reduce greenhouse gas emissions.

The priority, as highlighted by this type of managerial mentality, lies in embracing sustainable management practices within the global green chain. The study by Tillotson et al. [117] also states that international oil companies are facing increasing pressure to switch to low-carbon business models, in line with the Paris Agreement’s goal of limiting global warming. The oil and gas (O&G) sector is gradually succeeding in improving its environmental performance under the pressure of investors. Dementieva and Sokolova [118] believe that a condition for the sustainable development of an enterprise is the adoption of a targeted development program that includes the plans of all the company’s departments to achieve the target indicators (social, economic, and environmental) that ensure the stability of the enterprise’s activities.

The fourth group of managers, known as Environmental Advocates, consists of individuals who consider it important to inform society about the need to use green products and feel a strong sense of responsibility towards society. Similarly, Elsaman & Sergio [119] have acknowledged the positive implications of green marketing strategies for organizational growth through the implementation of corporate social responsibility (CSR) policies.

This type of management takes environmental crises seriously and believes that companies’ performance should be evaluated based on green criteria. Also, this category of managers is interested in investing in the growth and development of clean technologies. In the face-to-face interview we had with these managers, it was clear that they naturally have green thoughts and support the environment. Similarly, Faraz et al. [120] assert that managers’ mindsets and individual concerns about the environmental impact approximately influence the use of green strategies in their companies. It has appeared that managers’ environmentally mindful leadership, including environmental attitudes and behaviors, can impact employees’ deliberate green behavior [121]. In expansion, the use of a company’s green strategy is driven by corporate management control, which centers on managers’ motivations and endeavors related to environmental protection strategies [14]. In addition, by propelling proficient supervisors towards corporate social responsibility (CSR), companies can fortify their efforts to decrease emanations and make strides in corporate benefits [122]. It appears that managers’ states of mind and motivations play a vital role in advancing a company’s green strategy and environmental performance.

Finally, the last category of managers, F5, can be mentioned as opinion advocates. This group of managers, consisting of only one person, believes that environmental awareness has increased in society and among stakeholders, and people have become more alert than before, as noted by Panait [123]. According to this group, the media also deals with environmental crises more and more, and this issue also increases the sensitivity of the people. On the other hand, this group of managers believes that people’s general beliefs, such as their religious recommendations, make them sensitive and responsible towards the environment. Abumoghli [124] discusses in his study how religious values can lead to a change in individual behaviors and institutional policies, which are crucial for reducing our environmental footprint and addressing environmental challenges. Also, Preston & Baimel [125] emphasized the psychological mechanisms by which specific characteristics of religious systems may differentially influence environmental beliefs and commitments to help generate more targeted questions for future research and found that religious and spiritual traditions that protect the natural world make morals, and sanctify nature. In addition, emphasizing the belief in human stewardship of the natural world can promote pro-environmental concerns and commitments. As a result, these managers believe that over time they will face an increase in people’s demands towards the environment, and as a result, they should have something to say in front of public opinion by using green marketing strategies. Wang et al. [126] indicate a discernible influence of environmental public opinion pressure on the behavior of organizational green innovation. Furthermore, the study posits that environmental regulations enhance companies’ receptivity to public opinion pressure, subsequently fostering innovative behaviors and promoting corporate environmental responsibility. Also, Nwagu [127] asserts in his study that businesses need to pay more attention to the environment because environmental sensitivity has a negative impact on the activities of business organizations in developing countries. In addition, Yanyan et al. [128] showed that with the spread of social media, environmental concerns and subjective norms have become important determinants of consumers’ intentions to purchase green products.

The diversity of perceptions reflects a complex picture of Iraqi managers’ attitudes towards green marketing strategies. A significant number of managers (opponents who were 8 among 20 managers) may have doubts or concerns about the feasibility or advisability of implementing a green marketing strategy. The fact that most of the managers participating in this study fall into the category of “opponent managers” can indicate the common skepticism or resistance towards the use of green marketing strategies in the Iraqi oil and gas industry. Apparently, a significant portion of the management community is not fully convinced of the benefits or practicality of green marketing strategies in the context of the oil and gas industry. However, the results showed that opposing managers are concerned about the potential economic consequences of adopting green strategies. They may be concerned about rising costs, operational challenges, or uncertainties related to the return on investment in sustainable ways. In their opinion, there is still no compelling business case for implementing green marketing strategies in the oil and gas industry. Let’s also consider the assumption that this group of managers may be a bit risk-averse and prefer to stick to familiar business models and do not want to take on new risks. Fear of the unknown or worry about negative consequences may contribute to their opposition. Such a view could indicate a need for better education and communication about the potential benefits of green marketing. Managers may not fully understand the positive impact that sustainable practices can have on a company’s reputation, shareholder relations, and long-term profitability.

Also, the existence of small but distinct groups such as “Forward-Thinking Visionaries” and “environmentalists” indicates that there are people who recognize the potential benefits and importance of green practices.

Compliance with government policy (government group) suggests that regulatory frameworks and incentives may play a role in shaping managers’ perceptions. Overall, the findings highlight that implementing green marketing strategies in the Iraqi oil and gas industry requires a nuanced and tailored approach that considers the different perspectives and motivations of executives.

The presence of only one manager in the category of “supporters of public opinion” indicates that there are limited representatives of people who prioritize the alignment of business practices with public opinion and community expectations regarding green marketing strategies in the Iraqi oil and gas industry. It can be said that the active management community in Iraq’s oil and gas industry does not place much emphasis on aligning its strategies with public opinion. This could be due to the perception that public opinion is not an important factor in their decision-making process. In fact, most managers may prioritize internal considerations such as economic factors, industry norms, and operational efficiency over external factors such as public opinion. In other words, active managers in this industry do not see themselves under the influence of external pressures to pay attention to environmental issues.

It can also be said that the low presence of public opinion supporters may indicate a gap in stakeholder engagement strategies in the industry. In other words, there is not much motivation among managers to understand and respond to the expectations and preferences of the public or other stakeholders, and the importance of maintaining a positive public image for the industry is not a strategic issue for these managers.

The limited presence of public opinion supporters can indicate a potential need to strengthen public relations and communication strategies in the industry. Managers may not be fully aware of the impact that public perception can have on the success and sustainability of their organization.

In summary, the presence of only one manager in the category of supporters of public opinion indicates that in the sample group, there is limited emphasis on or representation of people who prioritize the alignment of business practices with public opinion. Understanding the reasons behind this limited representation can provide strategies to foster greater engagement with public expectations and perceptions in the future. Of course, it must be noted that the current research, which has reached such results in relation to only 20 managers in this industry, alone cannot be a good reference for making decisions, and in order to be able to talk about the obtained results with more certainty, it is necessary that there be more research with a wider sample of managers.

Research Contribution

In contrast to most previous research that primarily focused on green marketing from the standpoint of consumers, our study takes a distinctive approach by focusing on managers and their perceptions of green marketing. This deliberate shift in focus adds a unique and crucial dimension to the existing literature, as our P-sample comprises managers who hold decision-making roles. It is essential to emphasize that managers, unlike ordinary consumers, wield significant influence over organizational decisions.

This study contributes to the literature by employing the Q method in green marketing research, particularly in the context of Iraq. Previously, such an approach was not used and was unknown in the oil and gas industry. This study shows how Q methodology can be used to understand managerial perspectives towards green marketing in the oil and gas industry.

6. Research Limitations

This research has some limitations, as follows:

• This study specifically focuses on Iraqi oil and gas industry managers, and the results may not be easily generalizable to other regions or industries because Iraq’s unique socio-political and economic context may limit the applicability of research findings to different contexts.
• Also, this study was conducted on a relatively small sample of 20 senior managers, middle managers, and operational managers, according to the Q methodology application guide. The limited number of participants may not fully reflect diverse perspectives on the subject, leading to biased or skewed results. In addition, the sample of participants may not be fully representative of the general management population in the oil and gas sector in Iraq.
• The third limitation of the research is related to its methodology. The Q method is based on subjective interpretation from the perspective of the participants. The sorting and ranking process depends on the subjective judgment of the participants, and interpretations may be influenced by personal bias or situational factors. The Q method is a useful tool for exploring mental attitudes but relying only on this method can limit the scope and depth of the research which is both qualitative and quantitative.
• The fourth issue is that this research was limited to a specific area (green marketing) and, as a result, may ignore other important sustainability initiatives or practices in the oil and gas industry. Extensive research on sustainability practices can provide a more comprehensive representation of an industry’s commitment to environmental responsibility.

The findings of the research are related to a certain period that may have changed in the managers’ perception after the passage of this period, which remained hidden from the view of this research.

Finally, to conduct this study, researchers from specific cultural and linguistic backgrounds came together, and linguistic and cultural differences can have an effect on the interpretation of green marketing concepts, as well as the interpretation of interviews and managers’ perceptions. As a result, the interpretation of the answers may have suffered unwanted biases.

7. Future Research

Future research proposed by the authors refers to:

• Comparative Analysis: It is suggested that the views of oil and gas managers in Iraq be compared with the perceptions of managers in other regions or oil-producing countries. This comparative analysis can provide valuable insight into global sustainability initiatives, revealing unique challenges or success strategies applicable in different situations.
• Stakeholder participation: For future research, it is better to be more extensive and include a wider range of stakeholders, including local communities, environmental NGOs, and government officials. Understanding the perspectives and expectations of these diverse groups can help you gain a broader perspective and make inclusive decisions about sustainable practices in your industry.
• Identifying the challenges of applying green marketing strategies in third-world oil-rich countries: To apply green marketing strategies in countries that really need them, such as Iraq, it is necessary to first identify the challenges of applying these strategies. This research can be more effective in the decision-making and planning of governments and companies for such initiatives.
• Attention to global market developments: it is suggested to examine the impact of global market trends and demand for sustainable practices. This issue affects management decision-making in the Iraqi oil and gas industry.

8. Practical Implications

Designing training and awareness programs:

Develop comprehensive training programs for managers and employees to increase awareness of environmental issues and the benefits of green marketing strategies. It is recommended that governments organize workshops and seminars to address the concerns of skeptics and opponents, providing evidence of successful green initiatives in the oil and gas industry.

Government Support and Cooperation: Governments should implement support programs in the form of tax exemptions or subsidies for companies that implement green technologies, thereby encouraging the adoption of green marketing strategies.

Phased Implementation Strategy: Oil and gas industry policymakers should develop a phased approach to implementing green marketing strategies, starting with low-cost, high-impact initiatives to demonstrate value to skeptical managers. Governments can set realistic and measurable sustainability targets to track progress and build confidence in the approach.

Economic Impact Analysis: Conduct comprehensive cost-benefit analyses of green marketing strategies to address concerns about increased costs and economic impacts. Highlight potential long-term economic benefits such as improved efficiency and access to new markets.

Stakeholder Engagement: Oil and gas industry policymakers should regularly implement stakeholder engagement programs to understand and address public concerns about environmental issues. Develop transparent communication strategies to showcase the industry’s sustainability efforts.

Innovation and Technology: Invest in the research and development of clean technologies specific to the oil and gas industry. Collaborate with technology companies and universities to develop innovative solutions for reducing environmental impact.

CSR and Reputation Management: Design robust Corporate Social Responsibility (CSR) programs focused on environmental protection and community development. Use these initiatives as part of a broader green marketing strategy to improve public perception.

Industry Cooperation: Develop standards to measure companies’ environmental performance. Implement regular reporting systems and increase transparency in corporate actions to build stakeholder trust.

Consumer Research: Conduct detailed market research to understand Iraqi consumers’ environmental awareness and preferences. Use this data to inform marketing strategies and create targeted green marketing campaigns based on consumer insights.