scholarly journals Entrepreneurial Orientation as a Determinant of Oil and Gas Service Firm Performance in Nigeria: The Moderating Role of External Environment

2020 ◽  
Vol 11 (2) ◽  
pp. 1
Author(s):  
M. A. Arokodare ◽  
O. U. Asikhia
Keyword(s):  
Firm Performance ◽  
Entrepreneurial Orientation ◽  
Service Sector ◽  
Oil And Gas ◽  
Market Performance ◽  
External Environment ◽  
Oil And Gas Industry ◽  
Service Firms ◽  
Cross Sectional Survey ◽  
Cross Sectional

Oil and gas service sector is one of the major sectors of the oil and gas industry that contributes to and enhances economic functions across the globe. This industry in Nigeria was plagued with problems of unstable global oil prices, absence of entrepreneurial mindset, poor entrepreneurship ideas and mis-match of entrepreneurial orientation strategies with local and international business environmental conditions. Due to these problems, the oil and gas service firms recorded declining market performance and profitability. This study therefore examined the effect of entrepreneurial orientation components on overall performance. The study adopted cross-sectional survey research design with a target population of 14,038 owners and managers of oil and gas service companies operating in Nigeria. A mixed sampling technique was adopted to select the sample size of 576 using the Cochran (1997) formula. The data was analyzed using descriptive statistics and multiple and hierarchical regression methods of analyses. Findings revealed that entrepreneurial orientation components (proactiveness, innovativeness, risk taking propensity, autonomy and competitive aggressiveness) had significant effect on market performance (Adj.R2 = .538, F-stat = 92.142, p<0.05). Entrepreneurial orientation components significantly affected profitability (Adj. R2 = .626, F-stat = 76.584, p<0.05); while external environment significantly moderated the relationship between entrepreneurial orientation and firm performance (Δ Adj.R2 = .593, ΔF = 25.451; F-stat = 47.215, p<0.05) all at 5% level of significance. Implications of the findings and recommendations were made.

scholarly journals The Moderating Effect of External Environment on the Relationship Between Strategic Entrepreneurship and Performance of Selected Oil and Gas Service Firms in Lagos and Rivers States, Nigeria

2020 ◽  
Vol 12 (2) ◽  
pp. 85
Author(s):  
Arokodare, M. A. ◽  
Asikhia, O. U.
Keyword(s):  
Firm Performance ◽  
Entrepreneurial Orientation ◽  
Oil And Gas ◽  
External Environment ◽  
Service Firms ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Strategic Entrepreneurship ◽  
Overall Performance ◽  
The Relationship

Globally, oil and gas service industry is one of the major contributors to the economic development of many nations. However, the industry is faced with problems of poor entrepreneurial orientation, inflexible planning and poor management of external environmental challenges. These problems have negatively affected their overall performance. This study therefore examined the effect of strategic entrepreneurship on overall performance. The study adopted cross-sectional survey research design with a target population of 9,324 owners and managers of oil and gas service companies operating in Lagos and Rivers States, Nigeria. A multi-stage sampling technique was adopted to select the sample size of 733 using the Cochran (1997) formula. The data was analyzed using descriptive statistics and multiple and hierarchical regression methods of analyses. Findings revealed that strategic entrepreneurship components (entrepreneurial orientation and planning flexibility) had significant effect on firm performance (R2 = .216, F-stat = 34.743, p&lt;0.05). Strategic entrepreneurship components significantly affected sales growth (Adj. R2 = .582, F-stat = 98.422, p&lt;0.05); market share (Adj. R2 = .511, F-stat = 58.132, p&lt;0.05); and profitability (Adj. R2 = .410, F-stat = 42.982, p&lt;0.05). External environment significantly moderated the relationship between strategic entrepreneurship and firm performance (&Delta;R2 = .593, &Delta;F = 19.256; F-stat = 67.765, p&lt;0.05) all at 5% level of significance. Implications of the findings and recommendations were made.

Time management: presenteeism versus management-by-objectives

2018 ◽  
Vol 60 (6) ◽  
pp. 1470-1484
Author(s):  
Kwesi Amponsah-Tawiah ◽  
John Louis Opata ◽  
Samuel Doku Tetteh
Keyword(s):  
Time Management ◽  
Service Sector ◽  
Oil And Gas ◽  
Survey Design ◽  
Insurance Companies ◽  
Closing Time ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Content Type ◽  
Physical Presence

Purpose This study examined the actual productive hours of employees from the service sector in Ghana. Design/methodology/approach This study adopted an exploratory cross-sectional survey design. The purposive and convenience sampling techniques were used to identify the service organizations and recruited 520 employees in Accra for the study. Specifically, these respondents were workers from banks, insurance companies, auditing firms and oil and gas companies. The data were analyzed using frequencies and other descriptive statistics. Findings Results showed poor time management among the study organizations. It was reported that although most workers report to work as early as 6:30 a.m., they wait until 8:30 a.m. to commence the day’s work schedule. In addition, they start thinking of break at least 15 min before actual break time which decreases productivity. In addition, employees reported spending at least 30 min on break. They also added that, they start clearing the desks about 15 min before actual closing time and leave the office at exactly 5:00 p.m. Practical Implications This study shows that the physical presence of workers does not necessarily mean they are working. The study proposes an alternative way to increase productivity rather than relying on physical presence of the workers. Originality/value This study is among the few that empirically sought to explore the actual time that workers use in a day at work. Thus, it measured actual productive hours at of service employees in Ghana.

Dynamic capabilities: interrelations and distinct effects on performance in low and high competitive intensity environments

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Amiram Markovich ◽  
Kalanit Efrat ◽  
Daphne R. Raban
Keyword(s):  
Firm Performance ◽  
Structural Equation ◽  
Dynamic Capabilities ◽  
Equation Modeling ◽  
Company Performance ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Competitive Intensity ◽  
Content Type ◽  
Impact Performance

PurposeThis study aims to augment the understanding of dynamic capabilities (DCs) by exploring the interrelations among the DC categories (sensing, seizing, reconfiguring) and the distinct impact of each DC on firm performance under low and high levels of competitive intensity.Design/methodology/approachThe analysis is based on a cross-sectional survey of 139 managers in Israel. The data were collected through Web-based questionnaires using the Qualtrics software. A two-stage data analysis was performed using structural equation modeling (SEM).FindingsThe findings indicate that DCs follow a sequence in which sensing drives seizing, which, in turn, enhances reconfiguring. The effects of sensing are mainly manifested through its direct impact on seizing, with no evidence for an impact of sensing on company performance. Moreover, under low competitive intensity, only seizing appears to impact performance, while under high competitive intensity, reconfiguring joins seizing in improving firm performance.Originality/valueThe study's findings advance the debate on the direct vs sequential nature of DCs by indicating an internal DC sequence. Our research also advocates for a crucial role of sensing in enhancing DCs, regardless of the level of competitive intensity. Furthermore, this research expands the understanding of the consequences of DCs and enables the prioritization of DC categories under low and high competitive intensity.

Blue ocean leadership activities improve firm performance

2018 ◽  
Vol 11 (2) ◽  
pp. 359-375 ◽  
Author(s):  
Kok Liang Loh ◽  
Shari Mohd Yusof
Keyword(s):  
Firm Performance ◽  
Lean Manufacturing ◽  
Sampling Procedure ◽  
Mediation Effect ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Content Type ◽  
Management Level ◽  
Rigorous Research ◽  
The Difference

Purpose The purpose of this paper is to investigate the mediation effect of Blue Ocean Leadership (BOL) activities between lean manufacturing (LM) practices and firm performance. Design/methodology/approach This study applied sequential mixed method with expert opinion in the first stage and cross-sectional survey from automotive vendor companies in the second stage. The samples were drawn using random sampling procedure from automotive vendor companies in Malaysia with the final number of respondents of 64. Four main hypotheses were developed and tested statistically by applying multivariate data analysis using SmartPLS3.0 SEM software. Findings The results provide evidence that LM practices have positive and significant impact on firm performance. Moreover, activities of Genba-Kaizen significantly improve the firm performance by an amazing 30 per cent. Research limitations/implications The data used in the survey represent self-reporting by mainly the top management in operations or production. It is recommended for future study to include middle and lower management level to understand the difference of their activities. Besides, it is proposed to extent the population beyond automotive industry. Practical implications This study contributes to the LM body of knowledge by identifying the relationships between the LM practices, firm performance and BOL activities. Understanding these will help lean practitioners especially the leaders in making better decision in both manufacturing and service organizations. Thus, increasing the staff motivation and engagement eventually contributes to the firm performance. Originality/value Although there are growing numbers of anecdotal and empirical evidences in favour of LM in manufacturing environment, there has been almost no theory-building and methodologically rigorous research examining the link between the leaders’ activities with LM practices and firm performance. This study is addressing such gaps.

Service firm performance and foreign ownership

2020 ◽  
Author(s):  
Jieun Choi
Keyword(s):  
Foreign Direct Investment ◽  
Firm Performance ◽  
Direct Investment ◽  
Service Sector ◽  
Service Performance ◽  
Service Firms ◽  
Entry Barriers ◽  
Factor Productivity ◽  
Service Firm ◽  
Service Sectors

Abstract Little is known about the performance of service firms and its relations with foreign direct investment (FDI), in part due to methodological and conceptual challenges in measuring service performance. This article suggests two possible measures of service firm performance: total factor productivity (TFP) and markups, with modification needed to improve those measures for the service sector. Using these measures, it examines service firm performance from 1997 to 2007 in Tunisia, where the service sector accounts for 60% of GDP but faces high protection and complex entry barriers. Then, it investigates whether variations in performance can be explained by FDI. It finds that FDI firms have higher TFP but lower markups than local firms, with significant variations across sub-service sectors.

Shaping the decommissioning landscape of tomorrow

2020 ◽  
Vol 60 (2) ◽  
pp. 537
Author(s):  
Andrew Taylor
Keyword(s):  
Service Sector ◽  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Gas Production ◽  
Industry Growth ◽  
Gas Industry ◽  
Oil And Gas Production ◽  
Research Organisations ◽  
Growth Centres

Associated with the growth of Australia’s oil and gas industry over the past 40 years, our oceans currently host oil and gas production and transportation infrastructure that will cost ~AU$30 billion to decommission. National Energy Resources Australia (NERA) is one of six industry growth centres (IGC) funded by the Australian Government. NERA is investigating opportunities for transforming the way that Australia manages its upcoming decommissioning activities. In 2019, NERA undertook a series of stakeholder consultations to refresh our understanding of Australia’s decommissioning outlook. Feedback was received through more than 20 interviews and follow-up surveys with the service sector, operators, research organisations, regulators and consultants. This paper highlights the outcomes of this review and NERA’s view on opportunities to position Australia favourably to manage decommissioning in a way that maximises benefits.

Board role performance in service organisations: the importance of human capital in the context of a developing country

2014 ◽  
Vol 10 (4) ◽  
pp. 646-673 ◽  
Author(s):  
Stephen K. Nkundabanyanga ◽  
Waswa Balunywa ◽  
Venancio Tauringana ◽  
Joseph M. Ntayi
Keyword(s):  
Human Capital ◽  
Developing Country ◽  
Service Sector ◽  
Employee Relations ◽  
Service Firms ◽  
Role Performance ◽  
Cross Sectional ◽  
Content Type ◽  
Employee Safety ◽  
Capital Development

Purpose – The purpose of this paper is to draw from multiple theories of upper echelons, stakeholder, agency, resource-based view and stewardship to establish the extent to which human capital (other than that of the board itself) in service organisations affect board role performance in those service sector firms. Design/methodology/approach – This study is cross-sectional and correlational. Analyses are conducted using SPSS and Analysis of Moment Structures software on a sample of 128 service firms in Uganda. Findings – Findings reveal that dimensions of employee safety, entrepreneurial skills, entrepreneurial development, employee welfare and employee relations fit the model of human capital and predict up to 69.1 per cent of the variance in board role performance. The results of this study reveal that board role performance is affected by prior decisions, for example, to invest in corporate social responsibility (CSR) activities, targeting employees that augment firm characteristics like existence of appropriate human capital. Essentially, an improvement in the quality of human capital explains positive variances in board role performance. Research limitations/implications – Cross-sectional data do not allow for testing of the process aspect of the models; however, they provide evidence that the models can stand empirical tests. Additional research should examine the process aspects of human capital and board role performance. Practical implications – Most companies in developing nations have relied on normative guidelines in prescribing what boards need to enhance performance, probably explaining why some boards have not been successful in their role performance. This research confirms that appropriate human capital, which can be leveraged through CSR ideals of employee safety, recognition, welfare and training in entrepreneurship, consistent with the stakeholder theory, can facilitate the board in the performance of its roles. In the developing country context, organisations’ boards could use these findings as a guideline, that is, what to focus on in the context of human capital development in organisations because doing so improves their own role performance. Originality/value – This study is one of the few that partly account for endogeneity in the study of boards, a methodological concern previously cited in literature (Bascle, 2008; Hamilton and Nickerson, 2003). Empirical associations between board role performance and organisational performance would not be useful unless we are able to grasp the causal mechanisms that lie behind those empirical associations (Hambrick, 2007). Thus, this study contributes to literature that tries to account for variances in board role performance and supports a multi-theoretical approach as a relevant framework in the study of human capital and board role performance.

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