Integrated operations : change management within the Norwegian oil and gas industry

Abstract

Purpose: The purpose of our study is to investigate the factors that have been prominent in driving or restraining the implementation of Integrated Operations within the Norwegian oil industry. Design/methodology/approach: Cross-sectional case study based on interviews with 15 respondents and the use of relevant documents. Findings are presented in a modified version of Lewin’s Force Field Analysis. Findings: We have found multiple forces that have affected the implementation of Integrated Operations to various extents. Our findings are categorized into nine different sections: Understanding the rationale of IO; Vision and goal setting; Establishing support for change; Coping with uncertainty and fear; Experimentation and local creativity; Stakeholder involvement; Technology; Collaboration rooms; Training; and Communication. Research limitations: This study has limitations related to the operationalization of concepts, breadth of scope implying reduced degree of detail, time perspective and generalizability. Practical implications: Findings based on data gathered across multiple organizations in the Norwegian oil industry should yield a great potential for improving the future development of Integrated Operations. Originality/Value: A study focusing on trends in implementing Integrated Operations across companies on the Norwegian Continental Shelf has not previously been conducted. Key words: Change Management, Integrated Operations, Resistance to Change, Employee Commitment