The coronavirus disease 2019 or Covid-19 pandemic has affected many operations worldwide. This predicament also owes to the lockdown measures imposed by the affected countries. The total lockdown or partial lockdown devised by countries all over the world meant that most economic activities, be put on hold until the outbreak is contained. The decisions made by authorities of each affected country differs according to various factors, including the country's financial stability. This paper reviews the impact of Covid-19 pandemic on maritime sectors, specifically shipping, fisheries, maritime tourism, and oil and gas sector. The period of this study covers economic activities between the month of January towards the end of July 2020. Also discussed in this journal, is the analysis of the potential post-outbreak situation and the economic stimulus package. This paper serves as a reference for future research on this topic.
Abstract. The current value of the oil price per barrel has severely impacted the oil and gas industry around the world. This has worsened the situation due to the fact that it has long been the backbone of the country through the energy supply, employability and also its role as the major economic contributor. Due to multiple external factors that affect this industry such as crude oil availability, oil price fluctuation, high transportation cost, as well as exposure to high uncertainties, it is sensible for the supply chain practitioner to shift their focus in managing their resources and capabilities. To maximise the potential of supply chain activities in improving overall company performance, it is important to pay extra attention on their performance management. This includes the design of meaningful performance measurement framework to assess organisational performance. This study will explore the influencing factors in choosing performance measures for the oil and gas supply chain. Five in-depth interviews were conducted with supply chain experts within the industry. Eight influencing factors have been identified through the interviews.
Johor Port and Port of Tanjung Pelepas (PTP) are two adjacent seaports act as backbone of the Malaysian international trade and economy. The probability of these seaports catering the same client is very high and may cause overlapping in the hinterland area. This will further result in the waste of resources, congestion in traffic and reducing the competitiveness of seaports. The situation worsened during Covid-19 outbreak as these two seaports faced issues related to capacity and efficiency. This paper employs geoeconomics concept to assist these seaports to design a post Covid-19 recovery plan for these seaports via temporal, spatial and policy taxonomies. An explanatory sequential mixed method design has been employed to meet aims of the paper. The results show that hinterlands in the Southern region are important as production centres, providing logistics efficiency and improving the connectivity. Given the importance of service recovery to continue patronage of these seaports among customers, revitalising 4th industrial revolution and materialising inland capacity are additional post Covid-19 recovery strategies for improved seaport performance from a policy and spatial taxonomies.
PurposeThere is evidence in the literature suggesting the usage of performance measurement framework (PMF) has a positive impact on organisational performance. This is in line with resource based view (RBV) theory, which argues attaining competitive advantage through internal resources and capabilities. In this regard, PMF can be viewed as a “resource” that can be explored in enabling organisational performance. This paper is aimed at developing PMF for the oil and gas supply chain (SC) as a resource and strategic capability.Design/methodology/approachDrawing on RBV theory, a questionnaire survey was designed based on prior literature review and exploratory interview with five SC experts. Following this, the questionnaires were distributed to 550 companies in the UK and 120 companies in Malaysia, which resulted in 15% overall response rate.FindingsThis study presents the prevalence of performance measures (PM) for the oil and gas industry based on the level of importance. It also reveals the impact of the usage of PMF on overall organisational performance. In addition, it identifies the challenges in managing SC performance and factors to be considered in choosing PM.Originality/valueThis study identifies the challenges in managing SC performance and establishes distinctive factors to consider when choosing PM in the oil and gas SC.
The purpose of this article aims to examine perceptions of employee engagement (EE) among petroleum retailing sector supervisors as a possible mediator between leadership styles (transformational, transactional, and laissez-faire) and employees’ performance (EP). We proposed a mediation model and postulated that leadership styles (LS) could increase perceptions of EE, which theoretically correspond to the three styles of leadership: transformational leadership (TSFL), transactional leadership (TSCL), and laissez-faire (LF). Subsequently, EE is linked to leadership styles and EP in keeping the extant body of social exchange theory (SET) research. In this study, a model developed based on survey research is used. Data was collected from 425 supervisors in the petroleum retailing sector in Jordan. The partial least squares (Smart-PLS) analysis is used to run the measurement and structural models. The findings show that leadership styles (transformational and transactional) are significantly and positively related to EP. In addition to the non-significantly relationship between LF leadership and EP. On the other hand, EE is not mediate the relationship between TSCL and EP.
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