TY - JOUR
T1 - Unpacking the strategy of an energy incumbent
T2 - A case study of a Dutch oil and gas company in transition
AU - Moncreiff, Harry
AU - Bolton, Ronan
AU - Winskel, Mark
N1 - Funding Information:
The research was funded by the European Union under a Marie Skłodowska-Curie Action. Grant agreement ID: 765515 .
Funding Information:
We would like to thank the interviewees for their time and insights on the topic, including NAM for the opportunity to conduct this research. The research was funded by the European Union under a Marie Skłodowska-Curie Action. Grant agreement ID: 765515.
Publisher Copyright:
© 2024
PY - 2024/5
Y1 - 2024/5
N2 - In recent years a growing number of oil and gas companies have engaged in the energy transition. As a result, it has been claimed that these organisations have the potential to play a significant role in accelerating the energy transition. However, there remains a lack of research into the internal processes through which oil and gas companies establish and develop strategy for such engagement. This research aims to fill that gap through an in-depth, firm-level case study of a large Dutch oil and gas firm. The findings shed light on the internal reorganisation strategy of the firm, highlighting the role of embedded institutional contexts and organisational dynamics. By doing so, this research provides a deeper understanding of the internal processes and contextual factors affecting how and why an oil and gas company can adopt new and varied strategic responses within different low-carbon niches, as well as the boundaries of such engagement.
AB - In recent years a growing number of oil and gas companies have engaged in the energy transition. As a result, it has been claimed that these organisations have the potential to play a significant role in accelerating the energy transition. However, there remains a lack of research into the internal processes through which oil and gas companies establish and develop strategy for such engagement. This research aims to fill that gap through an in-depth, firm-level case study of a large Dutch oil and gas firm. The findings shed light on the internal reorganisation strategy of the firm, highlighting the role of embedded institutional contexts and organisational dynamics. By doing so, this research provides a deeper understanding of the internal processes and contextual factors affecting how and why an oil and gas company can adopt new and varied strategic responses within different low-carbon niches, as well as the boundaries of such engagement.
KW - incumbents
KW - oil and gas
KW - sustainability transitions
KW - low-carbon niches
U2 - 10.1016/j.erss.2024.103490
DO - 10.1016/j.erss.2024.103490
M3 - Article
SN - 2214-6296
VL - 111
SP - 1
EP - 9
JO - Energy Research & Social Science
JF - Energy Research & Social Science
M1 - 103490
ER -