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A new operational paradigm for oil operations in sensitive environments: an analysis of social pressure, corporate capabilities and competitive advantage

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  • Marilu Hastings

Abstract

Against the historical and sociopolitical backdrop of foreign oil operations in Latin America and the competitive drive for greater access to new oil fields in sensitive areas, the oil industry finds itself rethinking traditional approaches to operations in these particular locations. Some firms have separately designed a new operational paradigm that proactively addresses their social and environmental impacts. Adopting this approach, the companies developed new internal capabilities. These new capabilities are examined within the framework of the natural‐resource‐based view of the firm. This framework is extended to account for the particular capabilities acquired by adopting the new operational paradigm in developing countries. This extended framework demonstrates that these firms may earn sustained competitive advantage through these capabilities. Proactive multinational oil companies may have greater access to sensitive areas than their competitors due to enhanced reputation. Copyright © 1999 John Wiley & Sons, Ltd and ERP Environment.

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  • Marilu Hastings, 1999. "A new operational paradigm for oil operations in sensitive environments: an analysis of social pressure, corporate capabilities and competitive advantage," Business Strategy and the Environment, Wiley Blackwell, vol. 8(5), pages 267-280, September.
    • Handle: RePEc:bla:bstrat:v:8:y:1999:i:5:p:267-280
    DOI: 10.1002/(SICI)1099-0836(199909/10)8:53.0.CO;2-E
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    References listed on IDEAS

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    Cited by:

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    2. Judy Brown & Michael Fraser, 2006. "Approaches and perspectives in social and environmental accounting: an overview of the conceptual landscape," Business Strategy and the Environment, Wiley Blackwell, vol. 15(2), pages 103-117, March.
    3. Pursey P. M. A. R. Heugens, 2003. "Capability building through adversarial relationships: a replication and extension of Clarke and Roome (1999)," Business Strategy and the Environment, Wiley Blackwell, vol. 12(5), pages 300-312, September.
    4. Bruce Clemens & Charles E. Bamford & Thomas J. Douglas, 2008. "Choosing strategic responses to address emerging environmental regulations: size, perceived influence and uncertainty," Business Strategy and the Environment, Wiley Blackwell, vol. 17(8), pages 493-511, December.
    5. Salla Laasonen & Martin Fougère & Arno Kourula, 2012. "Dominant Articulations in Academic Business and Society Discourse on NGO–Business Relations: A Critical Assessment," Journal of Business Ethics, Springer, vol. 109(4), pages 521-545, September.
    6. Eric Neumayer & Richard Perkins, 2004. "What Explains the Uneven Take-Up of ISO 14001 at the Global Level? A Panel-Data Analysis," Environment and Planning A, , vol. 36(5), pages 823-839, May.
    7. Cathy L. Hartman & Peter S. Hofman & Edwin R. Stafford, 1999. "Partnerships: a path to sustainability," Business Strategy and the Environment, Wiley Blackwell, vol. 8(5), pages 255-266, September.

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