 A new operational paradigm for oil operations in sensitive environments: an analysis of social pressure, corporate capabilities and competitive advantageMarilu Hastings Business Strategy and the Environment, 1999, vol. 8, issue 5, 267-280 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. Date: 1999 Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:bla:bstrat:v:8:y:1999:i:5:p:267-280 Ordering information: This journal article can be ordered from Access Statistics for this article Business Strategy and the Environment is currently edited by Richard Welford More articles in Business Strategy and the Environment from Wiley Blackwell |
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