Integrated Operations: Change Management in the Norwegian Oil and Gas Industry
Journal article, Peer reviewed
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This paper investigates various factors that have been prominent in driving or restraining the implementation of Integrated Operations within the Norwegian oil industry – from a change management perspective. We have conducted a cross-sectional case study where data have been gathered from 15 in-depth interviews as well as relevant documents from actors in the industry. Findings reveal that multiple forces have affected the implementation of Integrated Operations to various extents. In this paper we will focus in three of them: Understanding the rationale of IO; Establishing support for change; and Technological solutions. As no study on trends in implementing Integrated Operations across companies on the Norwegian Continental Shelf has previously been conducted, findings based on data gathered across multiple organizations in the Norwegian oil industry should have a great potential to improve the future development and implementation of Integrated Operations.
This is the author's final and acceptet version of the article, post refereeing. Publisher's version is available at www.idunn.no