Document Type
Article
Publication Date
5-1-2005
Abstract
This paper investigates the relationships between oil company competitors as they collaborate to develop and deploy new technologies within mutually owned oil-field development projects. Although the formal governance for these relationships is well defined, multiple informal managerial strategies are employed between partners to manage perceptions of potential opportunistic behavior. These perceptions and resulting managerial strategies may vary with the imbalance of operational control between partners. Thus, partners with less operational control may employ defensive strategies while those with greater control may leverage their power to seek short-term gain. The following is a conceptual model considering the effect of operational control on perceived competitive risk and the resulting employed managerial strategies' effect on collaborative effectiveness.
Keywords
petroleum industry, trade
Rights
© The Author(s). Kelvin Smith Library provides access for non-commercial, personal, or research use only. All other use, including but not limited to commercial or scholarly reproductions, redistribution, publication or transmission, whether by electronic means or otherwise, without prior written permission is strictly prohibited.
Department/Center
Design & Innovation
Recommended Citation
Sharma, Arun K., "Technology Collaboration Between Competitive Firms in the Upstream Oil Industry: The Effect of Operational Control on Collaborative Behavior" (2005). Student Scholarship. 424.
https://commons.case.edu/studentworks/424