Development of performance‐based service strategies for the oil and gas industry: a case study

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The main purpose of the paper is to present a framework for the development of performance-based service strategies for the oil and gas industry in Norway. The framework considers various influencing factors and their attributes, as well as performance factors categorized as critical success factors, performance killers and cost drivers. Design/methodology/approach -A case study has been conducted to map current practices, to validate the influencing factor attributes, and to suggest performance factors. Data have been collected through an e-mail questionnaire, face-to-face interviews, available documents from the industry and a literature survey.Findings -Operators of complex oil and gas production facilities are becoming increasingly dependent on service providers to support their efforts to perform according to demands. When developing a performance-based service strategy one needs to consider influencing factors and attributes. Furthermore, one needs to measure the service delivery process performance and the gaps between required and delivered services, and to periodically reassess the service strategy influencing factors.Research limitations/implications -The research is based on a case study in the Norwegian oil and gas industry, but the results can be adapted for other industries as well. Originality/value -The proposed framework can support practitioners in the oil and gas industry to develop performance-based service strategies and can assist practitioners in reducing costs and improving performance.

Service orientation: changing in Tunisian industrial firms

“…However, Homburg et al (2002) showed that the firm's service orientation is not linked to the sector's intense competitiveness. In addition, the technological extent of the sector leads the firm to offer more services (Furrer, 1998;Kumar and Markeset, 2007). Consequently, service orientation is more intense when the sector is highly competitive.…”

“…But in connection with our research topic, Day (1994) and Kumar and Markeset (2007) assume that the supply of services is strongly required in a highly technological field. In this sense, the technological aspect of a sector may be considered as a determinant of service orientation.…”

Both Sides of CSR Practice: A Case from Oil and Gas Industry in Kazakhstan

“…This method is a well known effective tool to represent and analyze real business activities and projects as well as the social movements from early at entering social science researches to business life [42], [15]. This methodology is frequently used in the oil and gas industry with different objectives [26], [32]. The firstly quoted case about the Norwegian industry is partly applicable for the Kazakh oil and gas companies.…”

Identifying Challenges in the Development of Subsea Petroleum Production Systems

“…There are many companies involved in getting the oil to the surface, and the costs may be tremendous. People and companies working on the project and service activities have to align their activities with the operator's strategy [10]; [11], according to their role in the subsea installation life cycle. Companies with different expertise and culture join in the project and should be coordinated and managed.…”