The resource allocation process in oil and gas corporations

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dc.contributor.advisorVerbeke, Alain
dc.contributor.authorBeckie, Jim
dc.date.accessioned2005-08-19T21:06:25Z
dc.date.available2005-08-19T21:06:25Z
dc.date.issued2003
dc.descriptionBibliography: p. 92-93.en
dc.description.abstractThe stock market continues to pressure all corporations to generate profitable growth in both the short and long term. Long-term success is dependent on a firm's capability to develop and implement strategy. The successful strategy combines resources and competencies from across the organization to fully exploit growth potential by allocating those resources to new business opportunities. Resource allocation is a challenging process, concerning management of scarce resources. Resources include money, equipment, raw goods, labour, and management time. The objective of this research is to describe the key components of the organizational context that define the resource allocation process in Canadian subsidiaries of large oil and gas corporations. More specifically, the thesis will focus on parameters such as subsidiary type, corporate context, procedural justice and coordination/control (transaction) costs, as indicators that provide a basis to distinguish among various types of resource allocation systems. Additionally, the study will provide details on the informal process of project substitution. Project substitution is the process of substituting projects in place of cancelled or delayed projects that were approved during the annual capital budget cycle. The resources that one division gets, others cannot. This balance is often the discord between funding induced projects and autonomous projects. The key findings in this study result from case studies of seven oil and gas subsidiaries. The case studies suggest specific interrelationships among subsidiary types, structural context, transaction costs and corporate context. Canadian subsidiaries from companies that have continued to operate and grow their subsidiaries in Canada tend to be strategic leaders associated with low transaction costs and high procedural justice.en
dc.format.extentix, 99 leaves : ill. ; 30 cm.en
dc.identifier.citationBeckie, J. (2003). The resource allocation process in oil and gas corporations (Master's thesis, University of Calgary, Calgary, Canada). Retrieved from https://prism.ucalgary.ca. doi:10.11575/PRISM/13862en_US
dc.identifier.doihttp://dx.doi.org/10.11575/PRISM/13862
dc.identifier.isbn0612933385en
dc.identifier.lccAC1 .T484 2003 B435Aen
dc.identifier.urihttp://hdl.handle.net/1880/42781
dc.language.isoeng
dc.publisher.institutionUniversity of Calgaryen
dc.publisher.placeCalgaryen
dc.rightsUniversity of Calgary graduate students retain copyright ownership and moral rights for their thesis. You may use this material in any way that is permitted by the Copyright Act or through licensing that has been assigned to the document. For uses that are not allowable under copyright legislation or licensing, you are required to seek permission.
dc.subject.lccAC1 .T484 2003 B435Aen
dc.subject.lccAdditional copy: AC1 .T484 2003 B435 (Mackimmie Library Tower)en
dc.titleThe resource allocation process in oil and gas corporations
dc.typemaster thesis
thesis.degree.disciplineManagement
thesis.degree.grantorUniversity of Calgary
thesis.degree.nameMaster of Business Administration (MBA)
ucalgary.item.requestcopytrue
ucalgary.thesis.accessionTheses Collection 58.002:Box 1421 520708856
ucalgary.thesis.additionalcopyAC1 .T484 2003 B435 (Mackimmie Library Tower)en
ucalgary.thesis.notesUARCen
ucalgary.thesis.uarcreleaseyen
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