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Integrating corporate social responsibility and other strategic foci in a distributed production system: a transaction cost perspective on the North Sea offshore petroleum industry

机译:将企业社会责任和其他战略重点整合到分布式生产系统中:北海近海石油行业的交易成本视角

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摘要

The paper explores the challenges of integrating CSR with other strategic foci into the supply/contractor chain, both conceptually and empirically, with a focus on one sectorial case: the Norwegian upstream petroleum industry. It compares contradictory theories of strategic focus and explores their implications for the organisation of the supply chain and discusses challenges and solutions for operative CSR oriented supply chain manage­mentDesign/methodology/approachThe empirical analysis, inspired by the cognitive mapping approach, seeks to elicit the strategic profiles of the oil majors and suppliers/contractors in the petroleum industry. This is based on textual analysis of core statements of overall business strategy such as the CEO’s and the Chairman’s statement letter to the shareholders. The paper also draws on research and workshops with petroleum companies and their suppliers in the North Sea, as well as contracting experts and researchers taking part in the EU-TRENDS project which focused on satisfying Europe’s future demands and needs for sustainable, secure, safe and clean energy supplies.FindingsThe strategic profiles of the petroleum companies and their suppliers/ contractors indicate that, while they coincide on many points, there is considerable discrepancy as far as CSR and HSE is concerned. The suppliers/contractors tend to emphasise the technology dimension more strongly than the petroleum companies. HSE and CSR are, on average, strategically under-communicated within the supply industry compared to the petroleum companies, but there is also considerable variation within each group.Research limitations/implicationsThe paper explores how transaction cost theory may help frame managerial challenges and approaches in integrating CSR consistently throughout supply chains. It shows some of the limitations of the “rationalist” model of industrial organisation both at the firm level and at the supply chain level and discusses possible expansions into broader managerial approaches.Practical implicationsThe paper highlights some of the managerial challenges and basic approaches for integrating CSR consistently throughout the value chain.Originality/valueThe originality of the article lies conceptually in linking the CSR literature to transaction cost theory of industrial organisation. Empirically the article presents new insights into strategic foci of the petroleum companies and their supply chain
机译:本文从概念和经验上探讨了将企业社会责任与其他战略重点整合到供应/承包商链中的挑战,重点是一个部门案例:挪威上游石油工业。它比较了战略重点的矛盾理论,探讨了它们对供应链组织的影响,并讨论了面向企业CSR的供应链管理的挑战和解决方案设计/方法/方法在认知映射方法的启发下,实证分析试图得出战略概况石油行业中的石油专业人士和供应商/承包商。这是基于对总体业务战略核心声明(例如首席执行官和董事长给股东的声明信)进行文本分析的结果。本文还借鉴了与北海的石油公司及其供应商以及参加EU-TRENDS项目的合同专家和研究人员进行的研究和研讨会,该项目的重点是满足欧洲未来对可持续,安全,安全和可持续发展的需求和需求。石油公司及其供应商/承包商的战略概况表明,尽管它们在很多方面是一致的,但就企业社会责任和HSE而言仍存在很大差异。供应商/承包商往往比石油公司更强调技术方面。与石油公司相比,HSE和CSR在供应行业内部平均而言在战略上沟通不足,但各组之间也存在相当大的差异。研究局限/含义本文探讨了交易成本理论如何帮助构建管理挑战和方法。在整个供应链中持续整合CSR。它显示了在企业层面和供应链层面上的“理性主义者”产业组织模型的局限性,并讨论了可能扩展到更广泛的管理方法。实际意义本文强调了一些管理挑战和整合企业社会责任的基本方法原创性/价值本文的独创性在于将企业社会责任文献与工业组织的交易成本理论联系起来。本文从经验上提出了对石油公司及其供应链战略重点的新见解

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