Arifin Firmansyah, Wiryono Sudarso Kaderi, Damayanti Sylviana Maya, Yudoko Gatot
School of Business and Management, Institut Teknologi Bandung, Indonesia.
Heliyon. 2024 Oct 10;10(20):e39181. doi: 10.1016/j.heliyon.2024.e39181. eCollection 2024 Oct 30.
This study explores strategic and technological approaches for sustainable oil production in Indonesia, focusing on policy frameworks, eco-innovation, and supply chain resilience to align with national and global standards. It also analyzes the organizational transition of Pertamina Drilling Service Indonesia (PDSI) to better navigate industry challenges with the outcome of a framework sustainable practices.
DESIGN/METHODOLOGY/APPROACH: Utilizing Soft Systems Methodology (SSM) to analyze primary qualitative data, the research examines PDSI's adaptation to depict the current business environment and challenges both domestically and globally, addressing industry demands. It focuses on operational objectives, strategic asset management, regulatory compliance, and market positioning. SSM offers a comprehensive framework for understanding and modeling the organizational changes within PDSI.
The transition to a functional organizational structure has led to enhanced operational efficiency, clearer role definition, and improved employee retention and development strategies at PDSI. The study also highlights the industry's challenges, including high risks, capital intensity, environmental concerns, and fluctuating oil prices, and how PDSI is strategically responding to these challenges.
RESEARCH LIMITATIONS/IMPLICATIONS: The study faces limitations due to reliance on specific data sources and the inherent complexity of the oil and gas sector. However, it offers valuable insights into the dynamics of organizational change in a high-risk industry.
The findings provide a roadmap for PDSI in addressing operational efficiency, human resource management, and organizational agility. This includes aligning business expansion with environmental sustainability and enhancing competitiveness through technological innovation.
By focusing on strategic employee development and retention, the study underscores the importance of human capital in the oil and gas industry, impacting social aspects of business operations.
ORIGINALITY/VALUE: This research contributes to the understanding of organizational transitions in the oil and gas sector. It offers a unique perspective on how PDSI can achieve sustainable growth and industry leadership through a functional organizational structure, underlined by a comprehensive framework emphasizing efficiency, adaptability, and continuous improvement.
本研究探索印度尼西亚可持续石油生产的战略和技术方法，重点关注政策框架、生态创新以及供应链弹性，以符合国家和全球标准。它还分析了印度尼西亚国家石油公司钻井服务公司（PDSI）的组织转型，以便借助可持续实践框架的成果更好地应对行业挑战。
设计/方法/途径：该研究利用软系统方法论（SSM）分析主要定性数据，考察PDSI的适应性，以描绘当前国内外的商业环境和挑战，满足行业需求。它侧重于运营目标、战略资产管理、合规监管以及市场定位。SSM为理解和模拟PDSI内部的组织变革提供了一个全面的框架。
向职能型组织结构的转变提高了PDSI的运营效率，明确了角色定义，并改进了员工保留和发展策略。该研究还突出了行业面临的挑战，包括高风险、资本密集、环境问题以及油价波动，以及PDSI如何从战略上应对这些挑战。
研究局限/影响：由于依赖特定数据源以及石油和天然气行业固有的复杂性，该研究存在局限性。然而，它为高风险行业的组织变革动态提供了有价值的见解。
研究结果为PDSI解决运营效率、人力资源管理和组织敏捷性问题提供了路线图。这包括使业务扩张与环境可持续性保持一致，并通过技术创新提高竞争力。
通过关注战略性员工发展和保留，该研究强调了人力资本在石油和天然气行业中的重要性，影响了企业运营的社会层面。
原创性/价值：本研究有助于理解石油和天然气行业的组织转型。它提供了一个独特的视角，即PDSI如何通过职能型组织结构实现可持续增长和行业领先地位，这一视角由一个强调效率、适应性和持续改进的综合框架所支撑。
