scholarly journals What Makes Coopetition Successful? An Inter-Organizational Side Analysis on Coopetition Critical Success Factors in Oil and Gas Distribution Networks

Energies ◽  
2018 ◽  
Vol 11 (12) ◽  
pp. 3447 ◽  
Author(s):  
Eduard Gabriel Ceptureanu ◽  
Sebastian Ion Ceptureanu ◽  
Violeta Radulescu ◽  
Stefan Alexandru Ionescu
Keyword(s):  
Critical Success Factors ◽  
Success Factors ◽  
Oil And Gas ◽  
Distribution Networks ◽  
Business Networks ◽  
Extensive Review ◽  
Review Of Literature ◽  
Gas Distribution ◽  
Critical Success ◽  
Organizational Perspective

This paper investigates the inter-organizational Critical Success Factors for coopetition in oil and gas distribution networks. Based on an extensive review of literature, 17 Critical Success Factors were identified and analyzed in the context of oil and gas distribution industry. We concluded that Trust, Outcomes, Outcomes distribution and Tension have the greatest impact on coopetition success within business networks, while Congruence, Governance, Inter-dependence and Equity, even though significant, have the lowest impact. The study contributes to the development of literature concerning Critical Success Factors in business networks by presenting an inter-organizational perspective, by providing a ranking of them, and by discussing the implications for oil and gas distribution companies.

Critical success factors for achieving environmental approvals

2019 ◽  
Vol 59 (2) ◽  
pp. 694
Author(s):  
Petrina Raitt
Keyword(s):  
Risk Assessment ◽  
Critical Success Factors ◽  
Success Factors ◽  
Oil And Gas ◽  
Project Team ◽  
Assessment Process ◽  
Skill Sets ◽  
Critical Success ◽  
Impact Reduction ◽  
The Impact

In recent years, industry has experienced increased regulatory scrutiny and public interest in the environmental approvals of oil and gas activities, with common challenges across industry in areas such as impact and risk assessment, stakeholder consultation and risk and impact reduction measure application. Some critical success factors for a project team to meet its targets for environmental approval are: • early planning • access to information • use of appropriately skilled resources. Environmental approvals take time, and scheduling and planning for their preparation and submission should be high on the list of priorities when planning a project. Understanding the regulatory process and knowing what level of information is required at each point is critical. Information to support environmental approvals is available in various forms, including referencing previous approval documentation, reviewing scientific literature and leveraging the skills and experience of project team members. With a common regulator across all offshore petroleum approvals, having ready access to the best and most up-to-date information is critical to meet their expectations. The impact and risk assessment process that underpins the environmental approval is complex and requires a step-by-step approach to establish context (both technical and environmental), identify and assess impacts and propose controls, all while seeking input from stakeholders and monitoring performance. Each of these tasks requires different skill sets, and the key to success is in recognising this and responding by finding the right combination of competency and experience in project team resources. This paper discusses these critical success factors and explores in detail the skill sets that best support impact and risk assessment and subsequent environmental approval for oil and gas activities in Australia.

scholarly journals Assessment of critical success factors of business process re-engineering in the Nigerian oil and gas industry

2015 ◽  
Vol 46 (2) ◽  
pp. 1-14 ◽  
Author(s):  
U. O. Asikhia ◽  
D. O. Awolusi
Keyword(s):  
Organizational Performance ◽  
Performance Measures ◽  
Business Process ◽  
Critical Success Factors ◽  
Success Factors ◽  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Operational Performance ◽  
Critical Success ◽  
Oil And Gas Companies

Business Process Re-engineering (BPR) is defined as the critical analysis and radical redesign of existing business processes to achieve breakthrough improvements in performance measures like cost, quality, speed, profitability and services. The purpose of this paper is to identify the critical success factors of BPR implementation, to evaluate their effects on the primary measures as expressed by the operational performance and the secondary measures as expressed by the organizational performance, and to find out the effect of the operational performance on the organizational performance of Nigerian oil and gas companies. To achieve these objectives, an empirical study was conducted via the administration of 650 self-administered copies of questionnaire to a randomly selected senior and management staff of eight (8) re-engineered Oil and Gas Companies in Nigeria. Using the framework from Khong & Richardson (2003), factors manifesting operational performance and organizational performance were regressed on the Critical Success Factors (CSFs) manifesting successful BPR. Findings based on the survey revealed that successful BPR can positively affect both operational and organizational performance measures in the Nigerian oil and gas companies.

scholarly journals Critical Success Factors for ERP Projects: Recommendations from a Canadian Exploratory Study

2020 ◽  
Vol 15 (2) ◽  
pp. 80
Author(s):  
Sreekumar Menon
Keyword(s):  
Enterprise Resource Planning ◽  
Critical Success Factors ◽  
Success Factors ◽  
Oil And Gas ◽  
Single Case ◽  
Resource Planning ◽  
Oil And Gas Industry ◽  
Structured Interview ◽  
Gas Industry ◽  
Critical Success

This research paper discusses key recommendations for improving future Enterprise Resource Planning (ERP) implementations based on insights from an exploratory qualitative single case study in the Canadian Oil and Gas Industry. The study was conducted using a semi-structured interview guide from twenty participants belonging to four project role groups of senior leaders, project managers, project team members, and business users. The research evoked a comprehensive list of forty-two critical success factors (CSFs) and out of which, top ten CSFs discussed include: Know your data, longer and more integrated testing, utilization of the right people, longer stabilization period (hyper-care), communication, address legal and fiscal requirements, hyper-care must be longer, early buy-in from business, have a Lean Agile program, less customization and more vanilla out of the box, and project must be business-driven and not IT-driven. This study is one of first ERP case studies in the Canadian oil and gas industry and the research recommendations can prove to be beneficial for organizations when undertaking ERP implementations.

scholarly journals Critical Success Factors of the Reliability-Centred Maintenance Implementation in the Oil and Gas Industry

Symmetry ◽  
2020 ◽  
Vol 12 (10) ◽  
pp. 1585 ◽  
Author(s):  
Masoomeh Zeinalnezhad ◽  
Abdoulmohammad Gholamzadeh Chofreh ◽  
Feybi Ariani Goni ◽  
Jiří Jaromír Klemeš
Keyword(s):  
Critical Success Factors ◽  
Success Factors ◽  
Oil And Gas ◽  
Nominal Group Technique ◽  
Oil And Gas Industry ◽  
Nominal Group ◽  
Gas Industry ◽  
Implementation Phase ◽  
Critical Success ◽  
Critical Measure

Reliability-Centred Maintenance (RCM) is a strategic process to improve the maintenance planning of companies which contributes to sustainable production. This method has been applied by numerous industries to achieve an efficient maintenance process, but many have not fully completed their goals. The reason for this failure is that RCM implementation is complex, and organisations need to have adequate preparations before they implement it. In the pre-implementation phase, it is necessary to know the number of Critical Success Factors (CSFs) as a critical measure for implementing the RCM method successfully. Therefore, it is important for practitioners to apply a symmetric mechanism involving fuzzy systems to achieve the desired RCM implementation. There are a limited number of studies that have observed these factors regarding the characteristics of oil and gas companies, especially in the pre-implementation phase. Addressing RCM pre-implementation issues is of high importance from the economic perspective of sustainability for oil and gas organisations. The objective of this study is to investigate significant items in RCM pre-implementation through a combination of quantitative and qualitative analyses. The Nominal Group Technique (NGT) method is applied by gaining the opinion of experts to determine the factors and prioritising them using mathematical modelling. A group of related experts from the oil and gas industry were initially interviewed and surveyed to determine the critical success factors. These identified factors were then analysed using quantitative analysis to identify the important degrees and scored using Fuzzy Analytic Network Process (FANP). Fifteen major factors affecting the criticality of successful RCM implementation have been identified and prioritised, based on their weights. The model proposed in this study could be used as a guideline for assessing CSFs in other countries. To apply the proposed model in different contexts, it needs to be modified according to the needs, policies, and perspectives of each country.

Method of evaluating the impact of ERP implementation critical success factors – a case study in oil and gas industries

2012 ◽  
Vol 8 (1) ◽  
pp. 84-106 ◽  
Author(s):  
Gordana Gajic ◽  
Stevan Stankovski ◽  
Gordana Ostojic ◽  
Zdravko Tesic ◽  
Ljubomir Miladinovic
Keyword(s):  
Critical Success Factors ◽  
Success Factors ◽  
Oil And Gas ◽  
Erp Implementation ◽  
Critical Success ◽  
The Impact
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