عنوان انگلیسی مقاله:

Strategic partnering in oil and gas: A capabilities perspective

ترجمه عنوان مقاله: بررسی راهبرد انرژی مشارکت راهبردی در نفت و گاز: چشم انداز قابلیت ها

رشته: مدیریت استراتژیک

سال انتشار: 2014

تعداد صفحات مقاله انگلیسی: 9 صفحه

منبع: الزویر و ساینس دایرکت

نوع فایل: pdf

http://modir123.com/photo%20site/D-modir123.com%20_2_.png دانلود اصل مقاله

 

چکیده

Abstract Strategic partnering in oil and gas

A firm’s strategy typically is defined in terms of its position in the industry or landscape that operates in and the competitive advantage of the firm on that landscape. This competitive advantage, in turn, derives from a combination of assets (what the firm owns) and capabilities (how the firm does what it does). While the image of the oil and gas industry is that it is all about assets, competitive advantage generally results from a combination of tangible assets, capabilities, and intangible assets such as reputation and intellectual property (IP).

The types of capabilities that are most likely to set one firm apart from others in a highly competitive field like oil and gas are complex bundles of complementary capabilities that are required to solve key challenges and that are hard to develop and emulate, particularly when the challenges are new and require new bundles of capabilities. Thus, the differentiating capabilities may be integrative, dynamic, or both. This paper identifies a set of integrative dynamic capabilities that are emerging as differentiators in the oil and gas industry and discusses what these imply for partnering at the company and asset levels.

Keywords: Strategy, Capabilities, Dynamic capabilities, Integrative capabilities, Integrative dynamic capabilities, Strategic groups, Partnering, Oil and gas industry

مقدمه

Introduction Strategic partnering in oil and gas

The petroleum industry faces challenges of intensifying demands for delivery of both shareholder value and increased output to meet global demand for hydrocarbons, while at the same time ameliorating its environmental and social impact. While the image of the oil and gas industry is that competitive advantage results from tangible assets, in fact it generally results from a combination of tangible assets, capabilities, and intangible assets such as reputation and intellectual property (IP)….

دریافت ترجمه مقاله

 

مطالب مرتبط