Five years of collaboration in the UK upstream oil and gas industry

Green, Richard; Keogh, William

doi:10.1002/1099-1697(200006/07)9:4<249::aid-jsc487>3.0.co;2-6

Cited by 8 publications

(11 citation statements)

References 4 publications

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“…Organizations will also have diverse levels of expertise in cooperation between groups on projects; some more familiar with working in teams than others. As Green and Keogh (2000, p. 254) underline: People who are used to conventional relationships cannot be expected immediately to change to collaborative working.…”

Section: Apple and Ibm Announce Strategic Alliance: Smiles But For How Long?mentioning

confidence: 99%

“…Team building is also recognized as a crucial skill within companies, but it becomes more complex across diverse organizations. An analysis of the oil and gas industry over a five-year period (Green and Keogh, 2000) concluded that one of the critical success factors in an alliance is the ability to form solid teams across companies. To improve efficiency, skillful management and an investment in employee training focusing on cross-company team building may be required.…”

Section: Apple and Ibm Announce Strategic Alliance: Smiles But For How Long?mentioning

confidence: 99%

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Enhanced company performance through the development of network alliance management skills: a four-point framework

Thomas

2016

DLO

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Purpose The prevalence of corporate alliances has increased significantly in the past 25 years. However, such coalitions do not always produce the required results – a problem that is exacerbated when several partners are involved in a network alliance. Part of the difficulty is that, often, firms do not recognize all of the key issues in the successful management of an alliance. This paper aims to outline a four-point model that can be used to help companies develop their employees and work more effectively within network alliances. Design/methodology/approach This paper is a conceptual paper that draws in examples from Apple and IBM as well as research from the automobile, oil and higher education industries. It then offers a practical ABCD framework to assist companies in developing their staff to work effectively within network alliances. Findings Many studies show that companies who habitually succeed at strategic alliances have developed superior management teams. Despite this, few companies actively encourage training or even set best practices for alliance management. Given the high cost of establishing alliances and the excessive failure rate, it would seem logical that companies would invest time in the development of skills for personnel, thereby facilitating alliance success. If organizations dedicated more time and funds to training staff in the efficient management of alliances, they would considerably increase the likelihood of their success. Originality/value This paper gives a practical framework that can be referred to when developing company employees to work more effectively within a network alliance. This framework is based on analysis from a broad range of industries.

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Section: Apple and Ibm Announce Strategic Alliance: Smiles But For How Long?mentioning

confidence: 99%

Section: Apple and Ibm Announce Strategic Alliance: Smiles But For How Long?mentioning

confidence: 99%

Enhanced company performance through the development of network alliance management skills: a four-point framework

Thomas

2016

DLO

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“…In the context of oil and gas sector, collaborative relationships had been exceptionally frequent and normal among companies in the upstream (exploration and production) (Green and Keogh, 2000). In order to capture new sources of revenue, the oil and gas sector needs to expand its focus downstream from operational excellence to customer allegiance, which has eventually received little attention in supply chain research (Bhattacharjee and Mohanty, 2012;Guan and Rehme, 2012;Bhattacharjee et al, 2013).…”

Section: Review Of Literaturementioning

confidence: 99%

Strategic collaboration management between Indian oil marketing and auto-service companies

Bhattacharjee

Prakash

Mohanty

2015

Journal of Strategy and Mgt

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Purpose – The downstream oil marketing companies (OMCs) have an opportunity to compensate their huge under-recovery by increasing non-fuel revenues through strategic planning for collaboration with organized companies (OCs) of auto-servicing sector, who are experiencing a surge in the demand for auto-servicing. The purpose of this paper is to explore the business need for strategic collaboration and empirically validate the building mechanism for collaborative capacities between the two sectors (OMCs and OCs). Design/methodology/approach – The paper is designed to explore the implementation of collaboration using needs analysis, exploratory factor analysis and structural equation modelling process for building collaborative capacities between the two sectors. Findings – Although alignment is a necessary condition before allowing for a valid collaboration between the two sectors, the external alignment process is highly significant for implementing collaboration unlike the internal alignment process. Research limitations/implications – Methodological limitations include the use of convenience sampling and anonymous survey-based research. Practical implications – Selecting the “right” identified factors for collaboration is unquestionably one of the most important topics in the collaboration literature, which holds vast practical implications. Originality/value – This study provides practical and theoretical insights for implementing collaboration based on empirical results.

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“…Similar sets of success measures have been used to evaluate the performance of oil and gas drilling projects (Green & Keogh, 2000;Gregoli, et al, 1997;Lyle, 2001). While both Thonhauser & Mathis (2006), and Walkup and Ligon (2006) used objective measures of time, budget, and quality to evaluate the success of their drilling projects, Lyle (2001), Thorogood at al.…”

Section: Introductionmentioning

confidence: 99%

Improving Drilling Performance through Deployment of 12-Project Management Critical Success Factors: An Empirical Investigation

Alagba¹

2014

All Days

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Oil and gas drilling projects are the primary means by which oil companies recover large volumes of commercially available hydrocarbons from deep reservoirs. These types of projects are complex in nature, involving management of multiple stakeholder interfaces, multidisciplinary personnel, complex contractor relationships, and turbulent environmental and market conditions, necessitating the application of proven project management best practices and critical success factors (CSFs) to achieve success. Whereas there is a CSF approach to managing complex projects in construction, manufacturing, and even R&D, there is no empirically verified project management CSF approach to implementing (complex) oil and gas drilling projects. Additionally, the literature has reported alarming rates of oil and gas drilling project failure, which is attributable not to technical factors but to failure of project management. The aim of this two-part quantitative correlational study therefore, was to discover an empirically verified list of project management CSFs, which consistent application leads to successful implementation of drilling projects. The study collected survey data online, from two randomly derived samples of oil and gas drilling personnel: Members of LinkedIn's online community "Drilling Supervisors, Managers, and Engineers".

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Five years of collaboration in the UK upstream oil and gas industry

Cited by 8 publications

References 4 publications

Enhanced company performance through the development of network alliance management skills: a four-point framework

Enhanced company performance through the development of network alliance management skills: a four-point framework

Strategic collaboration management between Indian oil marketing and auto-service companies

Improving Drilling Performance through Deployment of 12-Project Management Critical Success Factors: An Empirical Investigation

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