scholarly journals Strategic Thinking: Intelligent Opportunism and Emergent Strategy — The Case of Strategic Engineering Services

2016 ◽  
Vol 17 (1) ◽  
pp. 65-70 ◽  
Author(s):  
Steven Pattinson
Keyword(s):  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Strategic Thinking ◽  
Gas Industry ◽  
Covering System ◽  
Emergent Strategy ◽  
Engineering Company ◽  
Engineering Services ◽  
The Relationship

This case study focuses on strategic thinking and opportunistic approaches to business growth and diversification. It begins by examining the recent purchase of ‘Quickcover’, a remote-controlled sports pitch covering system, by engineering company Strategic Engineering Services and the company's current dilemma – whether to continue to develop this type of product, or sell it and concentrate on its existing engineering services business. In recent years, Strategic Engineering Services has moved away from traditional heavy engineering and diversified into related areas such as engineering services, oil and gas industry recruitment, plant and equipment hire, instrument calibration and project management. The case considers the relationship between strategic thinking and entrepreneurial approaches to opportunity recognition, exploring the concept of intelligent opportunism as an approach that enables entrepreneurs to develop emergent strategies and take advantage of new opportunities. It explores these concepts in the context of the current dilemma of Strategic Engineering Services.

Value Co-Creation Practices in the Decommissioning of Offshore Platforms: A Case Study Approach

2021 ◽  
pp. 239496432110320
Author(s):  
Francesca Loia ◽  
Vincenzo Basile ◽  
Nancy Capobianco ◽  
Roberto Vona
Keyword(s):  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Future Research ◽  
Offshore Platforms ◽  
Gas Industry ◽  
Study Approach ◽  
Collaborative Interactions ◽  
Exploratory Approach ◽  
Italian Context

Over the years, value co-creation practices have become increasingly more important by supporting collaborative interactions and the achievement of sustainable and mutual competitive advantage between the ecosystem’ actors. In this direction, the oil and gas industry is proposing a sustainable re-use of offshore platforms based on value co-creation and resources exchange between the actors involved. According to this consideration, this work aims at re-reading the decommissioning of offshore platforms in the light of value co-creation practices, trying to capture the factors that governments and companies can leverage to pursue a sustainable development of local communities. To reach this goal, this work follows an exploratory approach by using, in particular, the case study. Specifically, one of the most notably projects in the Italian context have been chosen, the Paguro platform, in order to provide empirical insights into the nature of these value co-creation processes. Five value co-creation practices have been identified which highlight the importance of synergistic efforts of institutions, companies and technology-based platforms for improving the ability to co-create and capture value in the process of decommissioning. This exploratory work establishes a foundation for future research, and offers theoretical and managerial guidance in this increasingly important area.

scholarly journals Empirical analysis of inbound open innovation and SMEs performance: Evidence from oil and gas industry

2018 ◽  
Vol 21 (1) ◽  
Author(s):  
Yusuf O. Akinwale
Keyword(s):  
Financial Performance ◽  
Open Innovation ◽  
Measurement Errors ◽  
Structural Equation ◽  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Gas Industry ◽  
Petroleum Sector ◽  
External Actors ◽  
The Relationship

Background: This article contributes to existing literature by examining the relationship between inbound open innovation and firms’ financial performance in the Nigerian oil and gas industry. Aim: This article seeks to identify the factors of inbound open innovation and whether these factors influence the financial performance of small and medium-sized enterprises (SMEs) in the Nigerian oil and gas industry. Setting: This article examines 150 indigenous oil and gas SMEs in the upstream subsector of the Nigerian petroleum sector through a survey, using a questionnaire, conducted in 2015. Methods: The study applied the structural equation modelling (SEM) method. This method is used to test the relationships between the factors and to calculate the measurement errors in the hypotheses formulated. Results: The results show that technology scouting, vertical technology collaboration (VTC) and horizontal technology collaboration (HTC) positively and significantly contribute to inbound open innovation, which are thus significant in influencing the financial performance of SMEs. The size of technical staff and research and development (R&D) fund allocations also have a positive and significant correlation with the SMEs’ financial performance. Meanwhile, the age of SMEs is negative and not significant in influencing financial performance. Conclusion: The results suggest that inbound open innovation through scouting, HTC and VTC should therefore be encouraged among SMEs to boost their internal capabilities, which have hitherto enhanced their financial performance. The management members of each SME should continually consider collaboration with the external actors because they cannot singularly possess all the innovative skills required in the industry. Also, each firm should commit itself to allocate more funds to R&D and at the same time should hire those who have relevant production skills and train the existing ones in their firms.

Employee perceptions of fairness toward IoT monitoring

2018 ◽  
Vol 48 (4) ◽  
pp. 504-516 ◽  
Author(s):  
Maryam Al-Hitmi ◽  
Karma Sherif
Keyword(s):  
Oil And Gas ◽  
Electronic Monitoring ◽  
Oil And Gas Industry ◽  
Employee Perceptions ◽  
Future Research ◽  
Universal Theory ◽  
Content Type ◽  
Perceptions Of Fairness ◽  
The Relationship

Purpose This paper aims to explore Internet of Things (IoT)-enabled monitoring in a multi-national petrochemical organization in Qatar and finds that the technology does not negatively influence employee perceptions of fairness, challenging current propositions on monitoring and highlighting the emerging role of culture, competition and paradoxical leadership in moderating the relationship between IoT-enabled monitoring and perceptions of fairness. Design/methodology/approach The authors adopted qualitative research as the methodological premise to explore the relationship between IoT-enabled monitoring and perceptions of fairness. They collected data from an oil and gas organization in Qatar to test the validity of the proposed hypotheses. Findings While I0T-enabled monitoring was perceived as pervasive, tracking every move and recording conversations, the diffusion of the technology throughout Qatar desensitized employees who felt it was the new reality around workspaces. The following three important factors reshaped employees’ perceptions toward IoT-enabled monitoring: a culture that is driven by productivity and strongly adheres by policies and standards to reach set goals; a highly competitive job market; and a paradoxical leadership who balances between the competition and lucrative rewards. Research limitations/implications The limitation of this research is that the authors conducted a case study in similar organizations within the oil and gas industry in the State of Qatar to refute the theory that electronic monitoring of employees in the workspace elicits perceptions of unfairness. Future research can conduct quantitative surveys of employee perceptions in different industries within different cultures to be able to generalize and evolve a universal theory. Practical implications The research findings shed light on the escalating pressure global competition exerts on employees that nervousness about pervasive monitoring systems is replaced with fear of job loss and analytics on monitoring data is welcomed as a means of readjusting behavior to meet performance expectations. Originality/value The case study is the first to highlight the desensitization of employees to monitoring and the increasing pressure competition plays in motivating them to exceed expectations.

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