浅谈石油企业核心竞争力

石油企业承担着国内石油的供给、生产、销售及引导消费的职能.因此,必然肩负着保证国家石油安全的使命.企业核心竞争能力的强弱势必影响石油的供给与使用效率,也必然影响石油安全的保证能力和环境保护能力.本文在借助价值链理论提出了石油安全链分析方法;结合企业核心竞争力理论,分析了石油企业核心竞争力与石油安全的关系,提出了石油企业核心竞争力是石油安全供给和安全使用的保障.     

中国石油企业实施环境保护的机制研究

本文对环境问题对石油企业发展进行限制分析,得出国家法规及政策限制、大企业社会责任的制约、资源浪费严重、国际环境保护标准限制是主要问题。借鉴国外的成功经验并结合我国石油企业环境保护的现状,探讨中国石油企业环境保护机制的构建,以期为中国石油企业的环境保护提供一些参考。     

浅谈石油企业核心竞争力

石油企业承担着国内石油的供给、生产、销售及引导消费的职能，因此，必然肩负着保证国家石油安全的使命。企业核心竞争能力的强弱势必影响石油的供给与使用效率。也必然影响石油安全的保证能力和环境保护能力。本文在借助价值链理论提出了石油安全链分析方法：结合企业核心竞争力理论，分析了石油企业核心竞争力与石油安全的关系，提出了石油企业核心竞争力是石油安全供给和安全使用的保障。     

试论资源型企业环境成本的核算

目前,可持续发展战略被各国所普遍接受,可持续发展战略的核心是将环境保护纳入国民经济和社会发展的进程,实现经济、社会与生态环境的协调发展。资源型企业主要从事煤炭、石油、有色金属等不可再生矿产资源(包括矿产能源资源)的开发和初加工,是生产生产资料的企业,对我国逐步实现工业化、保障国家经济安全起着关键性的作用。     

论低碳经济时代石油企业管理创新的重点

低碳经济时代,石油企业管理创新是必需的石油企业管理创新涉及企业管理的各个领域,使石油企业管理创新的内容呈现出多样性与复杂性因此,必须确定石油企业管理创新的重点,即石油企业管理理念创新、企业战略管理创新、企业环保管理创新、企业安全管理创新、企业风险管理创新、企业战略人力资源管理创新、企业流程创新、等等     

石油企业社区文化建设探索

油田社区文化和石油企业文化是融合共生的:石油企业着力在社区中推行的文化必然融入了石油企业自身的文化因素。随着矿区经济组织多元化格局的逐渐形成、社会的持续转型,于是石油企业的发展战略不断在变,继而石油企业文化要素及社区文化要素也需要不断创新、调整……     

石油企业战略成本管理研究

石油企业战略成本管理是提高企业竞争力,实现企业可持续增长的重要保障。本文从石油企业勘探阶段、开发阶段以及生产阶段来对如何有效加强石油企业战略成本管理进行了探讨。     

石油钻井公司业绩评价体系探讨

一、石油钻井公司现行业绩评价体系存在的问题 一是缺乏与企业战略目标的关联性。业绩评价理论认为企业进行业绩评价的目的是为战略管理服务,但一些石油钻井公司的现行业绩考核办法基本上不捉及企业战略,用于业绩评价的财务经营指标、管理控制指标等都只反映了对某一方面的考核内容,指标相互之间的逻辑驱动关系以及与公司战略之间的关联并不明确。所以,应该根据战略需要设计企业业绩评价体系,将战略目标分解为可以互相驱动的评价指标。     

石油企业低碳经济战略转型研究

在简要介绍了低碳经济的概念和内涵的基础上,指出实施低碳经济战略是石油企业未来发展的必然选择。结合低碳经济的要求和国内外形势,利用SWOT分析方法,从多方面阐述了石油企业低碳经济战略转型的优势和劣势,认为石油企业既要善于抓住低碳经济发展的战略机遇,也要迎接多方面的挑战。最后,提出了石油企业低碳经济战略转型的途径。     

中国海洋石油一体化战略必要性研究

文章通过波特"五力模型"及成本收益分析法得出企业一体化战略是企业提高核心竞争力的必然手段,提出了一体化和规模经济的理论基础,并按照企业综合分析法对中国海洋石油总公司内外部环境因素进行了分析,指出一体化是中国海洋石油企业发展的必然选择,并对后期一体化战略的实施、战略控制与发展提出了展望与建议。     

The seven sisters: Snow whites,dwarfs or evil queens? A comparison of the official environmental policies of the largest oil corporations in the world

While environmental management of companies has become a topical issue both in theory and practice, the role of environmental policies in strategic environmental management has received little attention. The purpose of this paper is to study the environmental policies of the world's largest oil corporations in the context of general business goals and strategies, Ansoff's strategic posture analysis and Porter's competitive moves. Although there is some integration and coordination between the environmental policies and general business goals and strategies of oil companies, strategic environmental management is different from other strategic management. It seems to lag behind its business environment and does not utilise radical competitive moves. Further empirical research is needed to support these initial results and to find out reasons for this potential isolation.     

论技术创新在石油企业的重要性

当今世界,石油资源不仅仅只是作为一种重要的能源,而且更是一种重要的经济资源和战略资源。石油资源的多少、石油企业能否持续健康发展,不仅直接影响着国民经济的发展进程、国防安全和社会稳定,并且在一定程度上还决定着综合国力及国际地位的高低,因此许多国家都把石油企业放在重要的战略位置上。历经五十年的发展,我国石油企业取得了举世瞩目的成绩,但也存在许多问题和挑战,因此深入、广泛和持久地推进企业的技术创新活动具有很重要的现实意义。可以推测,随着我国大中型企业改革的深化和市场经济体制的不断发育和完善,在我国石油企业中必将会出现技术创新的热潮。     

Environmental Upgrading of Developing Country Firms in Global Value Chains

While the strategic management literature on corporate social responsibility (CSR) is abundant, it tends to consider the context of developed countries, with a focus on certain specific issues such as the strategic behaviour of firms with regard to sustainable development and the economic benefits of CSR practices. The present study examines the influence of western organizations on responsible corporate behaviour in developing countries, an issue that has been somewhat neglected in the existing academic literature. In particular, it explores the environmental upgrading of developing country firms in global value chains. This research, conducted with the analytic hierarchy process (AHP) method, involves 24 Tunisian olive oil companies. The findings indicate that exporting companies have indeed benefited from environmental upgrading, but, because of the cooperation strategy adopted by leading western firms (imposition of standards) and the absence of financial and technical assistance, the extent of environmental upgrading remains limited. Copyright © 2015 John Wiley & Sons, Ltd and ERP Environment     

我国民营油企发展的机遇、挑战和对策研究

近年来,我国民营油企日益受到政府的重视,成为国民经济中一个重要的组成部分。活跃在国内外石油市场的民营石油企业,面临着政府政策的倾斜、高油价及大型石油企业寻求合作等机遇,同时,也遇到了国内外石油市场竞争日益激烈、民营油企自身竞争力弱等诸多挑战。民营油企应适时抓住机遇、迎接挑战,采取加强企业集群建设、以股权换油源等相应的战略措施,促进自身健康迅速的发展。     

Ten years later: where is our common future now?

In 1996 a paper entitled ‘Where is our common future?’ in Sustainable Development maintained that the world's largest oil companies, the Seven Sisters, were two giant steps away from sustainable development in their 1993 environmental values, visions and policies. These factors matched the level of their business environment; hence, the Sisters had positioned themselves to meet the needs of their business environment, but not the needs of the ecological environment. This is a 10‐year follow‐up study of these findings. The analysis of the 2003 environmental values, visions, business environment, general strategic management and environmental policies of the current Four Sisters – BP(Amoco), ChevronTexaco, ExxonMobil and Shell – indicates that these companies have moved one step towards sustainable development. However, their business environment has moved two steps, firmly rooting itself in ecocentric sustainable development – and now runs ahead of the Sisters in principle but not yet in practice. In the long run, the Four Sisters need to exchange their technocentric values, traditional visions and conventional policies for ecocentric values, progressive visions and entrepreneurial policies to be able to participate in Our Common Future. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment.     

Issues in the implementation of proactive environmental strategies

Management consultants, environmental groups, and industry trade associations have all recently offered guidelines for companies to improve environmental performance.¹ The guidelines suggest ways that companies can implement strategic change to move beyond compliance with regulation, assume responsibility for the environmental impacts of their products, and gain public credibility. Much of the advice offered can be useful to managers who are responding to rapidly changing environmental pressures. Nevertheless, implementation of some of the general guidelines could impose undue costs or introduce untoward organisational consequences for certain companies. While mentioned as an issue in the management literature, companies need more systematic advice on how best to tailor these broad guidelines for environmental strategic change to the specific needs and capabilities of their companies. In addition, as many companies are comprised of diverse business units that are sometimes linked together only through financial controls, managers must adapt environmental management programs to unique ‘substructures’ within the firm. These substructures can differ dramatically in their environmental performance and their management capabilities. Elsewhere we have offered a framework for analysing environmental strategies and management programs.² In this paper, we identify some of the implementation issues that confront companies when they introduce environmental strategic change. We argue that environmental strategies are most effectively implemented when they are consistent with the organisational characteristics and operating context of the company involved. We use Volvo's experience with environmental strategic change to highlight many of the difficulties that companies may encounter when altering their approach to environmental performance. The case illustrates how a company can modify its own strategy and management programs for more effective change. It is an interesting case to study because of the proactive and comprehensive nature of Volvo's environmental strategy and management programs.     

STRATEGIC ENVIRONMENTAL MANAGEMENT IN THE IRISH CHEMICAL/PHARMACEUTICAL INDUSTRY

Business strategy publications about decision-making have provided a large amount of information on decision-making relating to market share, competitive advantage, managing change and achieving quality. Nevertheless, little research has been carried out on strategic environmental management. Four in-depth case studies of environmental strategy formation and implementation in chemical/pharmaceutical companies in Ireland are presented here. A continuum describing the differing levels of strategic environmental management among the companies is developed. The dimensions for the continuum include attitude towards environmental management, compliance record, level of environmental training, environmental department structure and community relationship, among others. The findings suggest that environmentally proactive companies follow a decentralized or holistic approach to environmental management. Furthermore, these companies have developed an environmental philosophy which has been adopted throughout the organization. This philosophy is identified as environmental caring     

Balancing priorities: Decision-making in sustainable supply chain management

The need for environmental protection and increasing demands for natural resources are forcing companies to reconsider their business models and restructure their supply chain operations. Scholars and proactive companies have begun to create more sustainable supply chains. What has not been fully addressed is how organizations deal with short-term pressures to remain economically viable while implementing these newly modeled supply chains. In this study, we use theory-building through case studies to answer the question: how do organizations balance short-term profitability and long-term environmental sustainability when making supply chain decisions under conditions of uncertainty? We present five sets of propositions that explain how exemplars in green supply chain management make decisions and balance short and long term objectives. We also identify four environmental postures that help explain the decisions organizations make when dealing with strategic trade-offs among the economic, environmental and social elements of the triple-bottom-line.     

油田企业战略价值链分析及其管理应用思考

战略价值链分析是战略成本管理的重要内容。面临国内外激烈的市场竞争以及降本增效的巨大压力,油田企业迫切需要从战略高度出发,实施基于战略成本管理的价值链分析。结合油田企业成本管理现状,本文通过对油田企业战略价值链的分析,构建了数量模型,并进行管理应用分析,以寻找油田企业战略价值链各价值活动的优化空间,达到降低企业总成本、提升国际竞争力的战略目标。