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The purpose of this paper is to identify the most effective operational model for oilfield service companies in developing markets (e.g. Russian market). It proposes the comparative analysis of oilfield service industry regulation in several developed and developing markets, specifies industry and interaction between energy and service companies and advises the effective operation model applicable to the Russian market.

This paper’s methodology is based on collecting information and generalizing the experience of international oilfield service companies in developed and developing markets, thus identifying types of service company’s operational models and factors that determine the choice of strategy and operational model in different countries and markets, as well as identifying the most effective model for the developing market (e.g. Russian market).

The paper provides the case study for operational models implementation and calculation of their financial effect. It suggests that the integrated operational model is the most effective solution in developing markets in the case of operational risks and financial effect.

Because of the great number of segments, types of works and projects in international oilfield service industry, only the drilling segment was chosen as the analysis object. This segment is the key segment in oilfield sector with 35% global share of total oilfield works.

This paper fulfils an identified need to study how oilfield service companies are able to increase profitability and decrease market access barriers using correct operational models that reflect different market specifics.

Despite being the standard against which all other offshore work sites are compared, the male-dominated work culture of the Gulf of Mexico has received little attention from social scientists. Drawing on the literature on women and work in the United States, on women in the U.S. South, in the military, and in the oil field, and on interviews with hundreds of individuals this paper explores the roles of women in the development and maintenance of the offshore oil and gas industry in southern Louisiana.

Technology is named as the most important element of creating the competitive edge in today’s turbulent environment and a key factor of survival in technology-intensive industries. Oil and gas industry is one of the most important, complex, and technology-driven amongst the global industries. “The purpose of this study is to highlight the role of the technology in the the global oil game and argue that in order to survive and maintain the competitive advantage, players need to follow technological advancements closely and consider technology as the critical factor in their business models.” Thus, the aim is to answer the question: does technology have an impact on the business model innovation in the oil and gas industry?

In this paper, the authors conduct an in-depth review of previous studies of oil and gas industry, main players, the role and evolution of technology in each player’s business model and present future challenges and trends of the industry.

Theoretically, the results of shows that the relation between the technology and business model in oil and gas industry is defined as a two way interaction which is in line with the theory presented by Baden–Fuller and Haefliger (2013); thus it helps the robustness of the theory as well. We argue that technology gained a “game changer” status in the oil and gas industry, beside all the fundamental premises on which business model is built on, having technology seems to be the key element of survival and the ability to develop in-house or have access to the latest ones in the right time can help the market share, revenue and leadership status. this key element can reinforce other pillars of powers in the oil and gas industry.

Most of the research in the oil and gas industry are practical, focusing on a specific technology, clean energy issues, regulations, and policies, etc. There exist few studies that present the theoretical issues in the industry or test the theories to see if this important industry falls within them or not. As follows, this study is about to address this gap and observe the dynamics in the oil and gas industry with an academic lens.

The relationship between the offshore oil and gas industry and southern Louisiana has been one of ongoing, mutual adaptation. The industry has long been cyclical, responding to price changes, corporate decisions, and federal and state policies. Today, however, the industry offers little guarantee of employment, difficult terms of advancement, and, in general, an uncertain future. Many of the young men and women of the communities of southern Louisiana are looking elsewhere for work. As the local labor sources diminish, companies seek out new labor supplies, including workers from outside the region and from other parts of the world. This paper discusses some of the processes that corroded the unique relationship between the region, its people, and this industry.

The chapter discusses global trends in the world oil and gas sector and their impact on the Russian hydrocarbon market. The key short-term risks for the Russian Federation are the following: the high dependence of the industry on the equipment of foreign suppliers and oilfield service companies. Possible threats associated with these factors may materialise against the backdrop of the geopolitical crisis of early 2022. Long-term trends include a global green transition with a peak in hydrocarbon consumption in 2030–2040 and a phase-out of oil and gas as a primary energy source. Simultaneously, the given industry is going to face gradual metamorphosis in terms of the types of wells being developed, which might require more science-intensive and high-tech approaches.

The chapter considers the significance of the oil and gas industry for the Russian economy. The authors analyze the current state of the oil and gas industry, their specific weight in the structure of Russian GDP, and tax revenues from this industry to the Russian budget that was estimated. We give scenario analysis that considers the problems that the Russian economy may face because of the sanctions, the price fluctuations at the commodity market, and the crisis phenomena in the world economy. The chapter points out that localization of technology production and development of technologies for offshore oil and gas production in the Arctic zone may become an incentive to further ensure import substitution for Russia. At present, the experience of Arctic defense enterprises in the production of equipment for oil and gas production and processing is becoming increasingly popular. The chapter elaborates the most significant examples of the creation of new industries in the Arctic zone, the prospects of seismic exploration on the Arctic shelf, and that localization of production capacities and service bases will allow obtaining a multiplicative incentive for a qualitatively new industrial and infrastructure development of the northern territories. Also, we provide an assessment of the development of liquefied natural gas (LNG) industry, which makes economically attractive use of natural gas on a regional level as LNG opens the way to fuel high-power needs and to long-distance transport.

A systematic literature review is performed to reveal the state-of-the-art in the implementation of lean principles in the petroleum industry. This paper aims to generate a conceptual framework and reveal research gaps with respect to lean concept application in the petroleum industry.

After formulating research questions, the search strategy is generated, followed by data extraction, literature review and synthesis of the results. The search covers any studies in peer-reviewed scientific journals and conference proceedings in the period 1990-2017 that discuss the implementation of the lean concept in the petroleum industry.

The lean concept has been used to improve operational and technical aspects, contractor/supplier relationships, team organization and project management practice in the petroleum industry. Based on the literature review, a conceptual framework is generated comprising four main elements: leadership and commitment from management, employee involvement, cooperation and trust with contractors/suppliers and lean project management. These elements are the pillars that are founded on lean philosophy and principles to support technical/operational improvement in the organization. The types of literature identified indicate that the subject of the study is still immature.

This study focuses only on the upstream sector of the petroleum industry, which restricts the generalizability of the results to midstream and downstream businesses.

This paper provides knowledge and information regarding the current state of lean implementation in the petroleum industry. The developed conceptual framework provides general guidance for practitioners regarding lean implementation in the petroleum industry, and is also expected to support research on theory building.

Few studies have discussed the application of the lean concept in the petroleum industry. This paper contributes a platform for researchers and practitioners to comprehend how the lean concept has been applied in the petroleum industry, and provides a foundation for further studies on lean implementation in the petroleum industry.

The goal of every organization is to manage their knowledge successfully. A firm’s knowledge management strategy should reflect its internal competitive strategy. The strategy chosen should create value for the firm’s customers, turn a profit for the firm and focus on how the firm’s employees deliver on the value, differentiation, and speed. The primary thrust of this paper is to inspect the knowledge management (KM) practices of three organizations and discuss the commonalties based on a grounded theory approach. The results of this research effort are intended to show some of the tools and methods that successful organizations have used to manage their knowledge.