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Strategy, structure and market turbulence: The international oil majors, 1970-1991


  • Grant, Robert M.
  • Cibin, Renato


The oil shocks of 1974 and 1979/80 transformed the business environment of the oil industry from one of stability to one of turbulence. As a result, the international oil majors were forced to reformulate their strategies and redesign their organizational structures and management systems. This study provides an indepth examination of strategic and structural change among eight of the world's ten largest oil companies during the period 1970-1991. The paper focuses upon the quest of the companies to reconfigure their organizations in order to reconcile flexibility and responsiveness with the integration required to exploit the resource advantages of giant corporations.

Suggested Citation

  • Grant, Robert M. & Cibin, Renato, 1996. "Strategy, structure and market turbulence: The international oil majors, 1970-1991," Scandinavian Journal of Management, Elsevier, vol. 12(2), pages 165-188, June.
  • Handle: RePEc:eee:scaman:v:12:y:1996:i:2:p:165-188

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    Cited by:

    1. Verbeke, Alain & Brugman, Paul, 2009. "Triple-testing the quality of multinationality-performance research: An internalization theory perspective," International Business Review, Elsevier, vol. 18(3), pages 265-275, June.
    2. Pinkse, Jonatan & van den Buuse, Daniel, 2012. "The development and commercialization of solar PV technology in the oil industry," Energy Policy, Elsevier, vol. 40(C), pages 11-20.


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