A Stack Model and Capabilities Approach to Investigate Integrated Operations Across Different Industrial Sectors – O&amp;G Industry versus Aviation, Military and Medicine

Larsen, Sjur; Bjorkevoll, Knut Steinar; Gibson, Andrew Kennedy; Gunnerud, Vidar; Lien, Dag Ola; Thorvik, K.; Nystad, Arild N.

doi:10.2118/150431-ms

Cited by 4 publications

(4 citation statements)

References 5 publications

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“…According to Larsen et al (2012), Integrated Operations (IO) are the integration of people, work processes and technology to make smarter decisions and better execution. It is enabled by using shared real time information, collaborative technologies and multiple expertise across disciplines, organizations and geographical locations.…”

Section: Technology: Oil and Gas Integrated Operations (Io)mentioning

confidence: 99%

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Synergistic Integrated Business Model-Sustainability-Technology of Top Malaysian Oil and Gas PLCs: The Moderating Role of United Nations SDG 5

Baharudin

Marimuthu

2021

BMS

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Purpose – This study investigates the impact of the three main determinants of strengthening the sustainability practices of the oil and gas public listed companies of Bursa Malaysia (PLCs) through the Business Model, Sustainability and Technology synergistically compared between pre and post Malaysian Code of Corporate Governance 2017 (MCCG 2017).Design/methodology/approach – The study has followed the purposive sampling method followed by descriptive statistics, regression analysis and content analysis derived from the Malaysian Code of Corporate Governance 2012 (MCCG 2012) and the MCCG 2017 together with previous studies of the analysis of the annual reports and integrated reports in order to explore the reporting of the business model, sustainability and technology as a synergy.

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Section: Technology: Oil and Gas Integrated Operations (Io)mentioning

confidence: 99%

“…Sustainability Scoring Index (Baumgartner and Ebner, 2010;GRI, 2013;Zahid and Ghazali, 2015;Lozano and Huisingh, 2011) Technology Scoring Index Table 3. Technology Scoring Index (Oracle, 2019;IBM, 2019;Rosendahl, 2013;Larsen, 2012;Cramer, 2012)…”

Section: Sustainability Scoring Indexmentioning

confidence: 99%

Synergistic Integrated Business Model-Sustainability-Technology of Top Malaysian Oil and Gas PLCs: The Moderating Role of United Nations SDG 5

Baharudin

Marimuthu

2021

BMS

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“…In addition, according to the author, other key elements, beyond the processes, make up an MTO (Man, Technology, and Organization) perspective of enabling factors. To have a capability to improve business value, it is necessary to have [these] four key elements in place (Larsen, 2012).…”

Section: Approachmentioning

confidence: 99%

“…The different layers can be seen as the resources that an organization can use and combine to achieve its goals. Thus, how well a company is equipped at the different layers will determine its ability to achieve its goals, e.g., through faster and better decisions and execution (Larsen, 2012). Lilleng, 2010, remembers that the double-headed arrows illustrate that integration of elements are required within and across layers of the model (see Figure 3).…”

Section: Conceptmentioning

confidence: 99%

Integrated Operations: Value and Approach in the Oil Industry

Lima¹,

Lima²,

Quelhas³

et al. 2015

Braz. J. of Operations & Production Manag.

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Today's society is increasingly susceptible to global economic crisis. The energy is still extremely dependent on oil, whose extraction scenarios usually have great complexity. The technology in the oil industry has undergone a vertiginous development in recent times. Advances in information, data and telecommunications have been reflected in the connectivity of systems and people with tremendous impacts on improvements of operational and business decisions. In this context, came to light an important movement of Integrated Operations (IO), which has systematized the implementation of this concept in the oil and gas operators and service providers. Each company has created its program, with peculiarities and challenges. This paper, including an intensive literature search, analyzed the objectives, concepts and architectures of Integrated Operations deployments in five major operators. Through a reference framework, the differences and similarities of these models were discussed. There was also an analysis in recent bibliography in order to better understand the value for Integrated Operations.

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How Do We Accelerate Uptake and Fulfill the Value Potential of Intelligent Energy?

et al. 2016

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The objective of this paper is to identify ways to accelerate the uptake and fulfill the value potential of Intelligent Energy (IE). The paper is co-authored by a cross-industry group drawn from operators, service provides and product vendors, all of whom have been involved in the IE arena for 10 years or more. We have analyzed the past experience to identify ways in which IE has been successful, and improvements that could be made to add value across a broader scale amid the challenges of today's commercial environment. In this paper, assessments are given on IE implementations to identify practical ways in which we can expand deployment and deliver results more quickly, including the importance of collaboration and competition in the IE domain, and how longer-term business models and new organizational ideas could improve the industry's uptake of IE. We have identified two areas where we believe changes to our approach could deliver significant benefits, through the expanded use of integrated workflows and shared Subject Matter Expert services. We discuss the benefits and challenges of this integrated approach to solution design, work processes, technology, skills and competencies. Field cases from two major operators are given as best practice examples on advanced use of Intelligent Energy in the oil and gas industry.

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A Stack Model and Capabilities Approach to Investigate Integrated Operations Across Different Industrial Sectors – O&G Industry versus Aviation, Military and Medicine

Cited by 4 publications

References 5 publications

Synergistic Integrated Business Model-Sustainability-Technology of Top Malaysian Oil and Gas PLCs: The Moderating Role of United Nations SDG 5

Synergistic Integrated Business Model-Sustainability-Technology of Top Malaysian Oil and Gas PLCs: The Moderating Role of United Nations SDG 5

Integrated Operations: Value and Approach in the Oil Industry

How Do We Accelerate Uptake and Fulfill the Value Potential of Intelligent Energy?

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