Development of strategic asset management planning in the petroleum industry

Kusumawardhani, Mayang; Markeset, Tore; Kumar, Rajesh

doi:10.1108/jqme-04-2016-0016

Cited by 3 publications

(2 citation statements)

References 38 publications

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“…RBV has been argued as an underlying theory for the proposition and conceptualization of many strategic management constructs such as DC (Schilke, 2014) and IMO (Fang et al , 2014). Other areas of RBV applications include project management capabilities (Almarri and Gardiner, 2014), strategic assets and planning (Kusumawardhani et al , 2017) and many others.…”

Section: Background and The Underlying Assumptionsmentioning

confidence: 99%

Building an integrated conceptual model of competitive learning capability

Muneeb

Khong

Ennew

et al. 2019

APJBA

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Purpose The purpose of this paper is to provide insights into the overarching role of learning capabilities by presenting a framework to describe how learning capability development is captured by combining the three main elements of internal marketing orientation, exploratory capabilities and resource recombination. Design/methodology/approach This is a conceptual paper building upon the theoretical integration approach of Mayer and Sparrowe (2013) to establish competitive empowerment through learning capability development, effective internal response and resources recombination. Findings The competitive learning capability model provides a firm’s foundation for theorizing organizational competitive models from an internal perspective, by mastering learning capability development at the centre of the model. Research limitations/implications The paper emphasizes the competitive connotation of learning capabilities as a construct in strategic management. It shows the underlying role of learning across organizational processes; hence, its theoretical significance through the learning capabilities model. Practical implications This paper argues that learning is at the centre of organizational competitiveness. Firms can achieve more fruitful results by continuously implementing resource integration strategies built on their learned experiences. Originality/value The principal significance of this paper lies in the achievement of conceptualizing learning from a strategic management perspective. Insight in this area helps bridge organizational efforts in pursuit of competitive advantage by exploiting key core learning competencies embedded in a firm’s resources and capabilities.

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Section: Background and The Underlying Assumptionsmentioning

confidence: 99%

Building an integrated conceptual model of competitive learning capability

Muneeb

Khong

Ennew

et al. 2019

APJBA

View full text Add to dashboard Cite

show abstract

“…This is also noted by Laue et al, who state that "current models exhibit a distinct weakness in that they focus primarily on the operational and technical level and neglect the levels of strategy, policy and governance as well as the social dimensions" (Laue et al, 2014). Similarly, Kusumawardhani et al (2017) proposed that strategic planning is important in Asset Management, and that this should "begin with an assessment of the asset's business environments, which consist of the organization's internal and external environments" (2017, p. 174).…”

Section: Asset Management Considers Risks and Relevant Regimesmentioning

confidence: 94%

Manoeuvring physical assets into the future

Ruitenburg¹

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Strategic Roadmap for Digitalized Asset Lifecycle Management

Kusumawardhani¹,

Johansen²,

Markeset

2022

Day 2 Tue, May 03, 2022

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The oil and gas industry is facing an increasingly complex world, characterized by the diffusion of digital emergence, sustainability awakening, and the seemingly continuous pandemic. To keep their competitive advantage, companies need to map their organizational strategy to prepare for what lies ahead. asset lifecycle management (ALM) is an integral part of oil and gas facilities and could not escape from this diffusion as well. Digital advancement in ALM has been proliferating for years as companies strive to catch up with current development while anticipating future requirements. The pandemic has massively accelerated the pace of digital advancement of the organization and changed the role of ALM in the organization and the way it's executed. Thus, this paper arises from the motivation to share knowledge in ALM digital efforts with companies of mutual background. In the paper, we will discuss the current drivers in asset management and how these drivers stir the transformation of asset integrity management (AIM) into ALM. The paper will also discuss how the holistic lifecycle approach and sustainability are retrofitted as part of the organization's transformation that is needed for long-term competitive advantage in the digital age. Finally, a fit-for-purpose roadmap for strategic ALM digitalization will be presented, along with the possibility for further research.

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Development of strategic asset management planning in the petroleum industry

Cited by 3 publications

References 38 publications

Building an integrated conceptual model of competitive learning capability

Building an integrated conceptual model of competitive learning capability

Manoeuvring physical assets into the future

Strategic Roadmap for Digitalized Asset Lifecycle Management

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