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International Journal of Mechanical Engineering and Technology (IJMET)
Volume 10, Issue 05, May 2019, pp. 105-124, Article ID: IJMET_10_05_013
Available online at http://www.iaeme.com/ijmet/issues.asp?JType=IJMET&VType=10&IType=5
ISSN Print: 0976-6340 and ISSN Online: 0976-6359
© IAEME Publication
FRAME WORK ANALYSIS (STAGE 3):
CREATING A FRAME WORK TO ENHANCE
THE ADOPTION OF INNOVATIVE DRILLING
TECHNOLOGIES IN UPSTREAM UAE OIL AND
GAS
Sylesh Nechully
Research Scholar, UPES, Dehradun
Dr. S.K. Pokhriyal
Professor and Head - Energy Management,
School of Business - UPES, Dehradun
Dr. Saju Eapen Thomas
Dept. Chair – Marketing, City University College Ajman, UAE
Dr. Santhosh Koyadan
Executive Coach and Leadership Development Professional, UAE
ABSTRACT
The Findings/Frame Work from the Second Stage of Frame Work Analysis gets
further validated by Grounded Theory in the third stage of Frame Work Analysis. The
Researcher used NVIVO 12 for data analysis due to the “Effort and Time factors”
involved. The points to be noted in the results of data analysis are (1) “Resistance to
Change” and associated variables, “Compliances” and associated variables,
“Purchasing Patterns” and associated variables, “Affordability” and associated
variables, “Efforts” and associated variables, “Trade up or Buy back”, “Brand
Loyalty”, “Innovator Support” and “Central Innovation Office” re-appeared in the
data analysis (2) “Country of Origin”, “ICV Score” and “Local Presence” are the
newly emerged variables. The findings/frame work of data analysis of Stage 3 goes as
an input to the fourth and final stage.
Keywords: Drilling Technologies, Frame Work, Innovation, Qualitative Data Analysis,
Upstream Oil and Gas, Coding.
Frame Work Analysis (Stage 3): Creating A Frame Work To Enhance The Adoption of Innovative
Drilling Technologies In Upstream UAE Oil And Gas
http://www.iaeme.com/IJMET/index.asp 106 [email protected]
Cite this Article: Sylesh Nechully, Dr. S.K. Pokhriyal, Dr. Saju Eapen Thomas and Dr.
Santhosh Koyadan, Frame Work Analysis (Stage 3): Creating A Frame Work To
Enhance The Adoption of Innovative Drilling Technologies In Upstream UAE Oil And
Gas, International Journal of Mechanical Engineering and Technology 10(5), 2019, pp.
105-124.
http://www.iaeme.com/IJMET/issues.asp?JType=IJMET&VType=10&IType=5
1. INTRODUCTION
The paper describes the Third Stage of Frame Work Analysis. Grounded Theory is used to
Validate/Test the Frame Work proposed in Stage 2 – in Paper Titled “Frame Work Analysis
(Stage 2): Creating a Frame Work to Enhance the Adoption of Innovative Drilling Technologies
in Upstream UAE Oil and Gas”. New Variables/Relationships might emerge or the existing
variables/relationships get eliminated or modified during data analysis (Nechully and
Pokhriyal, 2019).
2. METHODOLOGY
The Research Method employed for drafting the Frame work is “Frame Work Analysis”.
Starting with a Conceptual Lens/Preliminary Frame Work – Frame Work Analysis has got Four
stages of Validations (If the researcher has a well-defined Conceptual Lens/Preliminary Frame
Work to start off with or else first stage is for creating a well-defined frame work followed by
three stages of validations). The First two stages of Data Analysis are done by Content Analysis
and Last two stages done by Grounded Theory. The justification for using Frame Work
Analysis and the Research Design is already described in the paper titled “Choosing Grounded
Theory and Frame Work Analysis as the Appropriate Qualitative Methods for Research”
(Nechully and Pokhriyal, 2019).
3. USING NVIVO 12
The Interview transcripts are cleaned, formatted and imported for data analysis. The interview
answers from various transcripts are consolidated under each headings/questions for easy
analysis using “AUTO CODE” function. The “MIND MAP” function can be used to create
tentative nodes structure – If the conceptual lens/preliminary frame work is known. Once these
answers from various transcripts are consolidated under each questions/headings, the coding is
done. In NVIVO, the relevant portions of text coded are put into containers called “NODES”.
Either the Nodes will be Pre-labeled or are labeled as or when the codes are generated. The
Insights or Useful observations emerged during the process of coding are noted down under
“MEMOS”. In due course of data analysis – these Memos are connected together to unravel or
validate the patterns of relationships of codes generated (Wright, 2018).
4. QUALITATIVE DATA ANALYSIS
4.1. VARIABLES AFFECTING INNOVATION OPPURTUNITY
Attitude influences innovation opportunity search in organizations. An organization should
have a favorable attitude towards innovation – P4 “An organization should always have a
feeling that the market is very competitive and it has to embrace change to survive. A favorable
attitude towards innovation should be a part of organizational DNA”. A Positive organizational
attitude towards innovation motivates employees also to search for innovation opportunities –
P3 “Organization should view innovations as the solutions for betterment and prosperity. This
view has to be propagated to the bottom levels as well. Then only employees will search for
innovation opportunities within organization”. A feeling that the suggestions will be given due
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importance encourages employees to search for innovation opportunities – P1 “The
organization has to have a positive attitude towards innovation. This attitude will motivate
employees to search for innovation opportunities”
Organizational Readiness also boosts the confidence of employees to search for innovation
opportunities. If an organization is incompetent to channelize sufficient resources for
innovation adoption, then the employees will not come forward with innovation opportunities
within an organization – P1 “The organization should have the ability to accept changes and
they should convince about this ability to their employees. Other employees will think of
searching for innovation as a useless pursuit”. An organization should have the right people,
right processes and right work place – P4 “It should be ready with right people, right process
and right place. Right process is all about how people can interact with each other to discuss
the problems and place is the actual work place”.
4.2. VARIABLES AFFECTING ORGANIZATIONAL READINESS
Organizational innovativeness influences Organizational Readiness. If an organization is not
having an orientation or affinity towards innovation, it will not channelize sufficient resources
to adopt innovations – P4 “Organization as a whole should believe in innovations. It should be
receptive to new ideas and practices. It has to show the willingness to experiment with new
ideas. Without willingness from the part of organization they will not allocate resources for
innovation”. Organizations with high innovativeness try to enhance the readiness to adopt
innovations – P2 “Organizational innovativeness enhances the ability and willingness to take
risks. It encourages the organization to always look for changes for betterment”.
Organizational culture refers to the shared assumptions which guide the behavior in
organizations. If an organization does not have that assumption – “Innovations can benefit
organizations”, then it can never ever get itself prepared to adopt innovations. An organization
without an Innovation culture will find it extremely difficult to channelize resources for
adoption of innovation – P2 “An organizational culture defines what the organization is all
about. Organization should always search for innovative ways of doing. Innovation has to be
there in the blood of organization”
4.3. VARIABLES AFFECTING TECHNOLOGY FINALIZATION
Attitude influences the technology finalization in an organization. Only an organization having
a favorable attitude towards innovations pursue innovative technologies – P1 “If I do not like a
particular technology, I simply discard it. Will never ever go behind that”. A favorable attitude
propels organizations to find appropriate innovative technologies – P3 “A liking towards
innovation encourages us to search further – about its applicability, its advantages etc etc – in
fact – everything about that innovation”. Till 2015, Oil and Gas had a negative attitude towards
change and this resulted in non or slow adoption of innovative technologies – P4 “They lack
that attitude towards change. Reminds me of one cartoon I saw in early 2015 about Oil and Gas
– “I am busy making money and do not have the time to improve “. This was true till 2015
June”
Without a certain level of organizational preparedness in terms of infrastructure, skill set
and budgets, the end users will not be convinced of innovation adoption and will not waste time
searching for innovative technologies – P3 “Organizational readiness gives us confidence to
search for innovation. Otherwise all efforts will go waste – If we find a suitable innovation and
organization cold shoulders it”. End users will not pursue an innovation If they feel that it is far
beyond the reach of organization – P1 “The organizational readiness is also the same case. If I
think that a Technology is too advanced for us – I will not go ahead with that”
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4.4. VARIABLES AFFECTING CONTRACT FINALIZATION
Attitude and Organizational readiness affects the Contract finalization. A favorable attitude
towards innovator and innovation speeds up the contract finalization process in an organization
– P3 “If you do not like a particular thing – you try to stop it or delay it. This is the same case
with innovation as well. A positive attitude towards innovation helps in contract finalizations”.
A negative attitude towards innovation – Innovation viewed as a waste of money, delays the
contract finalization. A high ICV score creates a favorable attitude towards innovator which in
turn speed up the procurement process – P1 “Contracts or Procurement department always
favors a vendor coming within the budget available and has high ICV score. For them
Quantifying the benefits - Financial benefits creates a favorable attitude towards innovation”.
Organizational readiness speeds up the procurement process – P1 “Higher Organizational
readiness helps to make speedy decisions regarding innovation”. Availability of budgets speeds
up the contract finalization. Communicating Organizational readiness to all concerned
departments – whichever departments are involved in the adoption process, speeds up contract
finalization – P3 “The organizational readiness has to be communicated to all departments and
employees to speed up the decisions”. Delayed opportunities are missed opportunities for cost
savings and earning profits. Organizational readiness also helps to create a winning attitude –
when innovation, resources and objectives are perfectly aligned – P4 “A winning attitude is
created only when the innovation, resources and objectives are properly aligned”.
4.5. VARIABLES AFFECTING IMPLEMENTATION
Organizational attitude affects the implementation of innovation in the organizations. A
favorable attitude towards innovation encourages employees to cooperate and contribute for the
smooth implementation of innovation – P3 “The employees should show a favorable attitude
and cooperate for implementing new systems in the organization”, P2 “Attitude determines the
actions of employees – whether to actively contribute to the implementation or not” and P1 “A
favorable attitude of “Yes. This is going to benefit us and we need to implement it in a proper
way”
Organizational readiness reflects the extent of preparedness of organization to implement
innovations. Without sufficient budgets, infrastructure and skillsets, Organizations cannot
implement innovations – P3 “You cannot implement innovations without proper infrastructure
and competent employees”. Organizational readiness also reflects the confidence level of
organizations to adopt and implement innovations - P1 “Organizational readiness reflects the
confidence of the organization to implementation. Higher confidence, the more likely hood of
effective implementation of innovation in an organization. To boost the confidence – it has to
have infrastructure and skilled staff”. The confidence of an organization increases if it has
sufficient resources in terms of infrastructure and skill set.
4.6. VARIABLES AFFECTING UTILIZATION
Attitude influences utilization of innovation. A favorable attitude towards innovation is
required to utilize innovation to its full potential in an organization – P3 “Attitude is the most
important aspect in utilization of innovation. If they have the right attitude everything follows.
Attitude builds a helping environment for innovation. Attitude also helps to overcome the
barriers to utilization”. – Attitude also helps to build a conducive environment for utilizing
innovation. Favorable attitude helps to overcome the normally encountered barriers of
utilization of innovation. One way to elicit the favorable attitude is to convince end users that
the innovation can enhance their job performance – P4 “Most important is the attitude towards
innovation. The employees should really feel that the innovation will benefit them”
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Organizational Readiness also affects the utilization of innovations. Organizational
Readiness in terms of adequate infrastructure and trained man power affects the utilization of
innovation – P4 “If the organization do not have the adequate infrastructure and trained man
power, it cannot use the innovation properly”. Organization should procure the necessary
infrastructure and conduct trainings to build the necessary skill set – P2 “Organization should
provide all support for the utilization like trainings etc to improve the skill sets”.
A clear cut idea on the usage intentions affects the utilization of innovation. An innovation
can be utilized properly if and only if the organization is crystal clear about where, how, by
whom and when the innovation is used in the organization – P1 “The organization should also
know how to use the innovation to the reap advantages from it” and P2 “The end user should
have a very clear picture about the applicability of the innovation”. Enlightening the end users
about the benefits of usage enhances the utilization of innovation in an organization.
4.7. VARIABLES AFFECTING FUTURE USAGE
Future usage of technologies is influenced by (1) Intention to use and (2) Purchase decisions.
Intention to use conveys when, where and how the technology will be used – “Intention to use
signifies where and how to use the innovation. It is important that the organization or the end
user know exactly where and how to use the innovation”. If the organization is not sure about
the usage intention, the adopted innovation is wasted. Sometimes the scenario changes, after
sales support and other industry trends affect the usage decisions. - P3 “Future use is
determined whether the usage of the innovation is still relevant for the requirement or not.
Whether the changing scenarios has made it irrelevant or whether the end user is not happy with
the after sales service or some other industry trends are forcing the organization to replace it”
From the statement of P2 “Repurchase of innovation is done when the existing technology
is best in the market and no advanced alternatives are available in the market. Substitution is
done when an advanced alternative is available in the market with superior features. New
purchase is done when the application in the plant itself becomes irrelevant according to
organizational objectives” the researcher infers that the purchasing decisions affects the future
usage decisions: Re-Purchase of an innovation is done if the end user is happy with the results
and there are no advanced alternatives available in the market, Substitution is done when there
is an advanced alternative available in the market, New purchase is done when the application
itself becomes irrelevant or when an innovation disrupts the market. Future usage is also
affected by the decision of the organization to continue with the same innovation - P4 “Future
usage is affected by the decision of the organization to continue with the same innovation or to
replace it with a new one, or to substitute it with an advanced one or to abandon it and go for
an altogether new innovation for a new application. All these things can happen in an
organization”
4.8. VARIABLES AFFECTING ATTITUDE
Perceived effort required to operate the innovation influences the attitude towards innovation.
Less effort and more comfort creates a favorable attitude towards innovation – P3 “Less effort
and more comfort”.
The perceived usefulness influences the attitude towards an innovation – P1 “Higher the
perceived usefulness – more favorable the attitude becomes”. If an innovation is very useful to
the end user – it creates a favorable attitude towards an innovation – P4 “It needs to bring in
more money – That is more important. We need numbers to justify the investment”. Usefulness
in terms of more revenue, comfortableness etc enhances the favorable attitude – P3 “the
technology should make the end users life comfortable inside the plant”.
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Scientific credibility enhances the favorable attitude. In Oil and Gas – the companies cannot
afford failures as it will be very costly and risky – P1 “Technologies with proven field trial
results or proven technologies from other industries are preferred”
Nobody goes beyond a technology which the organization cannot afford or for which the
budget will not be allocated – P1 “Innovations whose price exceeds with available budgets are
discarded by the end users”. Affordability of the technology enhances the favorable attitude
towards innovation – P3 “Availability of budget creates a favorable attitude towards
innovation”.
ICV score is something unique to UAE Oil and Gas. It measures the value contributed to
the UAE economy by companies in UAE. ADNOC prefers to deal with companies with high
ICV score – P1 “Now a days ADNOC prefers to deal with vendors or manufacturers with high
ICV score”. The company with the highest ICV score is given a chance to meet the best tender
terms in terms of delivery, price etc.
UAE Oil and Gas prefers products or technologies from US/UK/Europe. There was a time
when – these oil and gas companies used to categorically specify in their tenders – “Asian
Products not acceptable”. The quality of US/UK/European products cannot be matched by
Asian Products – P4 “Oil and Gas companies in UAE are biased towards UK/USA/European
brands. They cannot be blamed. Whatever you say – other brands cannot compete with them in
terms of quality”
Local presence creates favorable attitude towards innovative technologies. In ADNOC – if
the innovator does not have a local office or another local partner, it cannot take part in many
tenders. Local presence for aftersales support enhances the favorable attitude – P3 “The local
presence is very much important so that the end user can apply for oil pass and visit the plants
in case of emergency. If the manufacturer does not have local presence, they need to find an
agent/distributor/partner”. The entry to Oil and Gas sites requires special passes issued by
government. Only persons with Abudhabi Visas or Missions visas are given special passes –
P2 “End users in ADNOC always prefers innovators with local presence in Abudhabi. It’s
because of two reasons. First they can easily mobilize personnel and Second – If they are not
on Abudhabi Visa Oil pass cannot be taken”
4.9. VARIABLES AFFECTING ORGANIZATIONAL INNOVATIVENESS
Absorptive capacity enhances the Organizational innovativeness – P1 “An organization has to
learn new things. Capacity to learn new things enhances the innovativeness”. Learning new
things encourages companies to experiment with new innovation – P4 “The ability to grasp new
things encourages changes in an organization”. The absorptive capacity helps organizations to
learn about new technologies and to have a favorable orientation to those technologies relevant
to organizations – P2 “The learning capacity of the organization affects the innovativeness of
the organization. There are so many technologies available in the market and the company has
to find the appropriate technology”
The relevant and timely information regarding innovations enhances organizational
innovativeness – P1 “Timely and relevant information regarding the innovation is very
important”. The information should be sufficient enough for organization to make a decision.
Information should help the organization to compare technologies – P3 “Information is very
relevant for organizational innovativeness. It should be not be more to confuse the organization.
Just sufficient enough to convince the advantages and how the organization can benefit out of
this. Sometimes a comparison with other competitions also will be good”
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Purchasing patterns orient organizations along a certain line of purchasing or technologies – P3
“An organization should never ever be locked up in a certain pattern of purchasing – say from
certain vendors only or certain kind of technologies only”. Organizations should not get locked
to certain technologies or vendors. It should adopt whatever is beneficial to the organizations –
P4 “The organizations should not show any bias towards a particular line of technology.
Whatever is beneficial to the organization, it has to adopt the same”.
Facilitating conditions enhances the organizational innovativeness. Management support,
Competent work force, Organizational Priorities etc influences the willingness of organization
to experiment with innovative technologies – P2 “Without the proper infrastructure,
management supports etc – the organization neither will not pursue an innovation”
4.10. VARIABLES AFFECTING ORGANIZATIONAL CULTURE
Organizational climate and customs influences the organizational culture. Organizational
customs refer to the deep rooted accepted ways of executing a task or performing a behavior.
To change the organizational culture – the organization need to start it from customs, climate
or both. Changing the customs helps to gradually change the organizational culture – P4 “Some
of the accepted customs will have to be re-written to change the deep rooted culture of the
organization”. Customs are the accepted norms of behavior in an organization – P2 “accepted
norms of the organizations”.
Organizational climate reflects the feelings of employees about the working environment –
P2 “How an employee views his work place. Organizational climate motivates and directs the
behavior of employees ……… employee perceptions”. Changes in organizational climate
gradually alter the culture of an organization. If an organization wants to promote a culture of
innovation, it has to start from the work place – a climate of innovation has to be created – P4
“To have an organizational culture of innovativeness, “it has to come from the work place. The
employees should be motivated to create the difference”.
4.11. VARIABLES AFFECTING INTENTION TO USE
Decision Styles influences the Intention to Use. A bottom up decision style enhances the
participation of the end users. The commitment of the end users to utilize the innovation
enhances with bottom up decisions – P2 “If I get involved in decisions – I have a moral
obligation to see to it that it is used in the plant”.
A good aftersales support enhances the Intention to use. Aftersales support in clearing the
technical concerns and other services like calibration, warranty services etc enhances the
intention to use – P4 “Aftersales support should be there. During usage is something happens –
we want immediate solutions”.
Hype cycles also influence the Intention to use. Over expectations about a technology
enhances the intention of end users to use the innovation in their plants – P2 “The trends in the
industry affect the usage decisions. After all we are forced to utilize what we have. But we
would like to move with the industry trends”. End users or Oil and Gas companies pursue trends
in the organizations.
User Satisfaction and Trust derived from the earlier usage of innovations from the same
brand affects the usage intentions – P4 “Satisfaction which we got from the earlier usage of
technologies is an important factor”. An end user will be very reluctant to use a brand he does
not trust. An end user places more trust on an innovator who has a history of successful
innovations – P3 “History of the innovator success with innovation”.
Statutory and Industry compliances also enhance the Intention to use – P3 “Various
statutory compliances” and P4 “Legal compliances”. Customization to the exact requirements
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and Compatibility with local conditions enhances the Intention to Use – P4 “Work
compatibility” and P3 “suitability to work place”.
Resistance to change also influences the usage intentions. Comfort level with the existing
systems and lack of self-confidence to learn new things affects the Intention to Use – P3 “Our
comfort level with the existing systems”
4.12. VARIABLES AFFECTING SUBSTITUTION/RE-PURCHASE/NEW
PURCHASE DECISIONS
Technological advances in the industry create intergenerational competitions or disruptive
alternatives. Technological advances encourage organizations to look forward to advanced
innovative technologies which function better than the existing ones. Technological advances
come from within the industry or from other industries – P4 “Technological advances affect the
purchase decisions. If you do not replace your obsolete your technology with the new one – it
creates lot of problems – like inefficiencies etc. Sometimes alternatives to exiting technologies
come from other industries. Technological advances also create advances version of the same
technologies in very short time” – The time gap between introduction of two generations of
technologies is very small. This small gap causes inter-generational competitions – P1 “For
some companies – the time duration between two generations of technologies is very short and
these generations competes for the market”. In some cases, due to technological advances, the
existing procedure/practice itself becomes irrelevant or outdated – P2 “sometimes due to
technological advances, the existing method itself become irrelevant/obsolete and new method
or procedures or practices develops”
Sometimes due to Re-Invention, the product gets adopted. Re-Invention may come either
from the manufacturer or from the end user. End user finds a different usage for the same
innovation in the plant. Or the manufacturer modifies the product for some different
applications – P1 “Sometimes the innovator reinvents the product itself with new applications”
and P2 “Re- Invention happens when new product features are added to new usages of the
products”.
There is no resale value for obsolete technologies in Oil and Gas. So Re-Sale Value never
contributes to purchase decisions – P4 “Higher resale price is not applicable in Oil and Gas.
What we need is exchange scheme with the new technologies”. But Trade up and Buy back
schemes for a certain percentage of original cost or at a predetermined price encourages
organizations to exchange the technology for an upgraded or advanced version – P1 “You will
not get any value for resale of the technology and the licensing procedures are complicated. It’s
the trade up option which is relevant for us”.
Sometimes organizations get addicted to brands –P1 “We are used to a particular brand and
we do not want to change it. Yes brand loyalty affects the decisions”. Brand loyalty prevents
the organizations from adopting innovation from Non Loyal Brands. This limits the options for
innovative technologies – P4 “Using a brand for a particular application for a long time makes
us hesitant even to think of any other brand. We prefer to have an innovation from the same
brand for the same application”
4.13. VARIABLES AFFECTING HYPE CYCLES
Both Industry Trends and Optimism affects Hype Cycles – Supported by P1 “Both Industry
trends and Optimism affects hype cycles”. Hype cycles give rise to overestimation of
technology benefits. Optimism regarding a technology results in over expectations from an
innovation but these expectations might be far from realities – P4 “Everybody thinks that – it
can bring in miracles to the plant but actually our expectations will be very far from realities”.
There are times when the whole industry is after a particular trend and this creates an
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exaggeration of benefits – a hype regarding the technology - P4 “The whole industry will be
behind a particular technology. These happen partly due to the trends in oil and gas or in some
other industries.”
4.14. VARIABLES AFFECTING RESISTANCE TO CHANGE
Satisfaction with old practices, Uncertainty/Risk and Self Efficacy affects Resistance to change.
The confidence on the self-ability to utilize innovation creates reluctance on the part of end
users. The lack of confidence is due to their lack of self-belief to learn new technologies or
procedures – P1 “Some of these technologies are so complex to learn in this age. I have only 2
more years to retire and cannot study the new technologies” and P2 “More over another
question whether our guys have the skill set to use the new technology in the plant”
The risk is very high in oil and gas as each innovation decision might involve millions in
investment. There should be no margin for errors in oil and gas – P4 “Then there is lots of risk
involved in changing a system. Millions are involved and we are answerable if something
wrong”, P2 “Why should we take unnecessary risk? We are not sure about the results of the
new technology” and P3 “why should we unnecessarily take risk for something which we do
not know” – Oil and Gas has an innate tendency to reduce uncertainties.
Satisfaction with the existing technology or procedure is another variable affecting change
in organizations. P1 “Mostly the existing technology will be functioning very well and there
might not be an urgent need to change it” and P3 “Is there really a need to change when the
existing system is working smoothly for us” – The question which influences the innovation
adoption is – Is there an urgent need to change the existing technology giving good results in
the plant?
4.15. SOURCES OF INFORMATION
Social Media, Exhibition, Seminar, Workshop, Journals/Magazines, Partnerships, Product
Reviews
4.16. VARIABLES AFFECTING AFTERSALES SUPPORT
After Sales support consist of After Sales Service and Tech Support. After Sales Service
includes warranty, repairs, calibration, Spare parts stocking etc. From the statements of P1
“Mainly we need calibration, warranty repairs etc, P3 “If we give for warranty replacement –
they will return the instrument telling that if is due to wrong usage by the end user. We confront
this on a day to day basis in our field” and P4 “The services we want are warranty services,
calibration, spare parts, tech support etc” – the researcher infers that proper aftersales support
can create all the difference. Tech support consists of responding to the technical queries 24 x
7 - P1 “We need people in the company to give us help whenever we need it”. End users expect
24 x 7 Tech support through online or through emails or through call centers/telephone – P2
“We need them to help us with online trouble shooting or they should help us through phones,
emails etc. A local presence in Abudhabi is very much preferred”. Non response for Technical
queries irritates end users – P3 “Many times if we call them – the phone will be switched off,
they won’t respond to emails etc”
4.17. VARIABLES AFFECTING PURCHASING PATTERNS
Familiarity affects the purchasing decisions in the organizations. End users always tend to look
at technologies from familiar vendors or for a particular technology along a familiar line – P2
“At times, we prefer to buy innovations from some reputed vendors only or a particular vendor.
It narrows down on our options. We need to keep a broad approach. Sometimes we get solution
not from big names but from small companies”. Going ahead only with familiar vendors or
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along familiar lines reduces the options. P3 “There will be always a set of vendors with whom
the organizations will be comfortable with and every time the need arises they turn to them” –
An organization should not always depend on familiar set of vendors. They need to turn to other
new vendors as well for increasing their options.
History and Frequency of purchases create a bias towards certain technologies or vendors.
There are instances of an organization getting locked along certain lines of purchases for similar
requirements – P1 “History and frequency of purchases along with our familiarity orients us to
a particular class or classes of technology. It creates a kind of bias. So we should not fall to this
trap”. This view is further supported by the statement from P4 “Many organizations only listen
to big names from whom they have purchased in the past. Familiarity factors also add to it.
They stick on to those old purchase patterns” – At times the organizations get the best
innovations from small companies.
4.18. VARIABLES INFLUENCING EFFORTS
The perception of complexity enhances the effort to be put in by the end user. The feeling of
complexity creates a mental block in the minds of end users. In fact it enhances the perceived
effort to be put in in the minds of end users – P3 “Complexity is a relative term. It depends on
how the organization and the innovator present the innovation to the end user. Complexity of
the technology enhances the barrier of efforts to be put in”. Ease of use and Ease to learn also
impact the total efforts to be put in by the end user – P2 “In fact, it all starts from learning how
to how use, then the ease of use, then the difficulty involved in implementation and
maintenance. So it should be – Ease of learn, usage, implementation and maintenance. All these
are to be considered’. The researcher combines ease of implementation and maintenance to ease
of usage.
4.19. VARIABLES AFFECTING USER SATISFACTION AND TRUST
User Experiences contributes to the Satisfaction and Trust. In fact, user satisfaction can be
divided in to two (1) Previous experiences with the vendor (2) Current experiences. The
previous experiences would have already created a trust based on the experiences or satisfaction
derived from the usage of innovation. This trust creates a favorable initial environment for
building further satisfaction and trust – P3 “Previous experience with the same vendor builds a
trust or skepticism in the minds of end users” and P4 “Our old experiences with the companies
affect our decisions in the future to use their products or technologies”. Experience during usage
also affects the satisfaction and trust – P1 “experience during usage affects the user
satisfaction”. Failure to give consistent performance and results – lead to dissatisfaction and
mistrust.
The delivery commitments should be met. Production should be finished in/on time. Not
complying with the delivery commitments leads to mistrust and dissatisfaction – P1 “whether
the promised delivery data is met”.
The innovation should match the expectations of the end users. Mismatch leads to
dissatisfaction and abandonment – P1 “The results of actual usage – expected and actual”
4.20. VARIABLES AFFECTING ABSORPTIVE CAPACITY
Market structure and competition decides the incentives for companies to innovate in an
industry. If there is no competition in oil and gas market then there is no incentive to innovate.
But the situation is different now. Oil and Gas will face competition from other sources of
energy – P1 “There is no market completion in Oil and Gas but in the future Oil and Gas will
definitely compete with other forms of energy” and P4 “No competition what so ever in the
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domestic market but we might experience competition in another 5-10 years from alternative
renewable energy sources”.
A strong R&D helps to develop innovations in house and to get updated about the latest
technology trends. R&D helps to assess the practical feasibility of innovation in the plant – P1
“So it is important for oil and gas to know about all new technologies that can make the
production cost effective. A strong R&D helps the organization to learn new things”, P2 “R&D
helps to know about the latest in the market and it also studies in detail how the processes inside
the plant can be improved. It is the most important variable”, P4 “A strong R&D helps to keep
in line with the Industry developments”. A strong R&D enhances the absorptive capacity of an
organization.
CEO and Employee Innovativeness enhances the learning capacity of an organization – P3
“An organization should be always ready for change and without a strong R&D and CEO and
Employee innovativeness – it won’t succeed”. Without CEO and Employee Innovativeness –
Organization cannot embrace change. The curiosity of CEO and Employees to learn new things
is called Innovativeness. So Curiosity is merged with Innovativeness – P1 “Learning capacity
is affected by curiosity and eagerness of employees to learn new things”. A CEO can really
change the way an organization operates – It can really enhance the learning capacity of
organizations – Very evident from the statement of P2 “Obviously, the people in the top should
have a favorable attitude towards innovation without which it is extremely difficult to convince.
The same thing happened in ADNOC. The new CEO is a visionary. He came and streamlined
all operations of ADNOC and with his initiatives; ADNOC has plans to open many R&D
centers” – The new CEO of ADNOC brought in innovative ideas and they have streamlined the
processes and procedures completely.
Only an Open organization can survive in this highly competitive market. An organization
should be open to everything – Good or Bad Feedback from the market, changing trends,
competition, innovations, developments in other markets etc. Only an open organization can
understand the pulse of the market – P3 “An open organization can feel the pulse of the market
and change quickly. A closed organization will die in course of time”. A closed organization
cannot change. Only an open organization can become innovative – P2 “An “Open
organization” can only become innovative. Organizational openness helps for organizational
changes in size, structure, power, technology, markets etc…It helps for a Total change”.
Organizational openness should start in house – An organization should always listen to
suggestions from employees – P1 “An organization should be open to everything. It should
trust its employees and welcome feedback from them. This helps to identify the innovation
opportunities in the organization. Organization should be open to criticisms, developments in
other industries etc.”
4.21. VARIABLES AFFECTING AFFORDABILITY
Price, Switching cost and Budget allocation influences the affordability of innovations. (Price
of Innovation + switching cost) should be less than the budget allocated. Price and Switching
cost must be lower than the budget allocated. At times what happens is that the budgetary
quotation will be given long time back and the time delay in releasing the RFQ might have
resulted in escalation of prices – P3 “Nowadays what is happening is – if we want to buy
something innovative we send the justification along with budgetary quote for approval. Its
takes long time to get approval in most case – even some times many months”. The budget
allocated might be lower than that of the cost components and the process will have to be started
again – P3 “At times by the time, RFQ comes out the price might have increased. Again the
cycle has to be restarted or again it has to be next year”. While taking into account the cost
components – training cost, related components cost, cost of extended warranty etc are to be
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considered – P4 “There are many things to be considered while going for a new technology.
Cost of training, related components cost, cost of extended warranty etc”
4.22. VARIABLES AFFECTING USEFULNESS
Cost savings and profitability are very closely associated concepts. So the researcher combines
these two to form a single variable – Cost savings and profitability. Cost saving and profitability
enhances the usefulness of a technology. Cost saving and profitability can be both short term
and long term. Some of these technologies will not give short term results but will be giving
wonderful results in the long term – P3 “As far as an organization is concerned – the innovation
has to reduce cost and enhance profitability. It should bring in more efficiency to the system.
Any ways we have to wait for some time to get results. Need not be enticed by the short term
results always”. Any innovation which can enhance the profitability will be adopted – P4
“Innovation should be considered as an alternative to bring in more money for the organization
– a better way of doing things”.
As far as an end user is concerned, the innovation will be adopted if it enhances his job
performance. It should make his life comfortable in the field. He should be able to perform his
job to the satisfaction of his superiors. Best results in the minimum time – P3 “As far as an
employee is concerned, the innovation should help him to do his job in a better way. It should
get better results in the minimum time. Whatever enhances the job performance will be utilized
by him in the plant” Job Performance enhances his chances of getting promotion, Salary hikes
etc. – P4 “If it can enhance the productivity of the employee – it is better”
Nowadays the society in which the organizations operate is very environment conscious.
The innovation has to deliver some environmental benefits compared to the existing
technologies – P3 “Anything which furnishes oil and gas to enhance their Environmental
commitments are given a warm welcome”. The whole oil and gas is behind technologies that
can reduce adverse environmental impacts – P4 “Nowadays – all Oil and Gas companies are
very environmentally conscious. They are after green technologies – minimum adverse impact
to the environment”.
All activities in Oil and Gas have time budgets. Technologies which can give results or
which can help the employees to execute activities in minimum time are preferred – “Results
in minimum time”. So - time budgets affect the usefulness - The actual “Processing time” –
counts a lot in oil and gas.
Safety aspect is given top most priority in Oil and Gas. Technologies which enhance the
safety of the employees are preferred. All innovative products and processes should be 100%
safe – P2 “Safety is the primary concern of oil and gas. All Process/Products etc should be
100% safe. Companies see to it that safety procedures and standards are always adhered to”.
Security features of the innovative technologies are also closely scrutinized by Oil and Gas.
Many of the innovative technologies require internet connection for online trouble shooting,
Software updates, back up etc. Anything connected to internet is prone to cyber-attacks. The
confidentiality of the data/information is at stake. So innovative technologies with better
security features are given priority – P2 “Vendors nowadays promises 24x7 monitoring of
assets/operations etc.. But how can we ensure security when we integrate both these systems”
4.23. VARIABLES INFLUENCING FACILITATING CONDITIONS
Motivated and Skilled employees are an asset to the organization. Without the necessary skill
set the innovative technologies cannot be utilized – P2 “Organization without the necessary
skill sets cannot utilize an innovation properly. The employees have to be trained properly to
utilize it”. Motivated employees help an organization to find the relevant innovation
opportunities in an organization – “Competent employees are required to first identification and
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implementation of innovation in the first. Not only that – only a competent employee can utilize
the innovation to the maximum in the plant”.
Support from innovator is very important for all stages of adoption – P4 “Somebody to
oversee these activities relating to innovation will be very beneficial to innovation”. Innovator
should guide them throughout the stages of adoption – P2 “Support and guidance from
innovator helps us in all aspects of innovation adoption”. In this study – the support till
installation and commissioning is included in the scope of “Innovator support”. The support
after commissioning is included in the scope of “Aftersales Support”.
Without necessary supporting infrastructure – the organizations should not even think of
adoption or they should have the confidence and capability to set up the necessary infrastructure
prior to the implementation of innovation – P2 “To adopt innovations like IOT, Big data etc in
the upstream, we need to have infrastructure as well to support the implementation”. Without
necessary infrastructure in place - the organization cannot implement and utilize innovation –
P1 “The technical infrastructure is very important. Without proper infrastructure, you cannot
even think of innovative technologies”
Leadership, Managerial skills and Support is an important facilitating variable. Without
managerial skills and support – there will be chaos in the organization – P3 “Without proper
leadership, the implementation will be total chaos”. Managerial skills are required to properly
manage and mobilize the resources for Innovation adoption. A visionary leadership is required
to steer the organization to its short term and long term goals. A strong leadership is required
to coordinate various activities related to the adoption of innovation – P1 “Leadership is very
much important to implement the strategies in an organization. Leadership in fact gives a
direction to the functioning of the organization. Management support and Managerial skills to
identity and implement the innovation in the plant”. Management support is required to
implement necessary changes in the organization in terms of infrastructure and competencies.
Sufficient budgets are required to achieve these changes in organizations. Moreover,
management support is required for the employees to pursue innovation opportunities further.
A Central office for innovation helps to bypass the irrelevant levels in organizations – for
getting approvals from the management for promising innovations. Other departments are pre-
occupied with their day to day operations and existence of a central innovation office helps to
coordinate all activities related to innovation - “A common platform to discuss about innovation
and implementation speeds us the implementation process. Not only that – it helps us to share
innovative ideas. Now what happens is that – meetings are conducted and various people from
ADNOC comes and presents the innovative practices and that’s it. It has to be followed up on
a long term basis and further discussions are required” – There are many activities these
innovation offices can perform. It can promote a common platform for discussions regarding
innovations – something like a website. It can also start a journal or magazine like “ADNOC
Technical Review” for getting innovative ideas from the market. It can also encourage
employees by announcing prices for promising innovation opportunities - “A Technical Journal
from ADNOC – ADNOC Innovative Technologies Review helps a lot to promote innovation
in the companies. Prices like Dhs 40,000/- or Dhs 50,000/- motivates employees to keep eyes
and ears open. Sometimes a website like ADNOC Innovations might help”. It can also dispel
fear from the minds of employees to experiment with innovation by setting up a fund – that can
be called “Let’s Fail” – “A centralized office to coordinate innovation activities definitely
enhances adoption. It should have the power to bypass and pass on the information about the
promising innovations to the management of the company. A fund like “Let’s Fail’ fund
encourages engineers to experiment without fear of failure”
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General Market conditions significantly impact the innovation adoptions. There are
conflicting views regarding the adoption of innovation – when the oil and gas was fine till 2014
and after that.
Till 2014, companies sanctioned sufficient budgets for end user requests. Procuring
innovative technologies was not a big deal – P1 “General economic conditions play a crucial
role. When the conditions were bright till 2014, we had lot of budgets. But now when the oil
price has come down, our companies have reduced the budgets. Policies of the Government
also affect the innovation adoption. The companies should have a clear cut policy regarding
innovation and should have a clear cut strategy for implementation as well” – But post 2014,
when the oil prices came down, Oil and Gas companies started scrimping on the budgets.
General procurement itself became a herculean task requiring many justifications on
investments. But the view proposed by the majority P4 “When the economic conditions were
fine we were busy making money and nobody really listened to innovators” and P3 “When
things were perfectly fine, nobody cared about these innovations. But now things are changing
and so is the positive attitude towards innovation” contradicts the view of P1. From the
statements of P3 and P1 the researcher infers that post 2014 has become a very favorable time
for innovations. When the scenario was rosy – with oil and gas companies making enormous
profits, nobody cared about innovations. When the scenario began changing – everybody started
looking forward to cost savings and profitability. The researcher also endorses this view but the
view will be open for further validations in the subsequent analysis.
Organizational priorities and Strategies also facilitate innovations in an organization. P2
“Organization priorities change the relevance of innovations. As the objectives changes
priorities also changes” - Organizational priorities change the relevance of innovations to the
organizations. Priorities changes according to the changes in Micro and Macro variables
affecting business. P1 “Organizational priorities channelize the funds in different directions.
Priorities keep on changing” - Funds are channelized on the basis of priorities assigned to
different opportunities by the organization. Organization gives due weightage to those
innovations which enhances the profitability of operations and helps organization to achieve
long term and short term objectives - P3 “Now we are looking for efficiency and cost reduction.
Anything that saves cost and bring in more efficiency has becomes a priority now” and P4 “Of
course the organizational priorities facilitate adoption. Departmental or Organizational
objectives determine Organizational priorities. Organizations gives due weightage to those
activities which contributes to the achievement of objectives”
4.24. VARIABLES INFLUENCING SCIENTIFIC CREDIBILITY
Field trials enhance the scientific credibility. Oil and Gas cannot afford failures in the plant. So
the technologies have to be tested prior to the implementation in the plant. Good results and
performances are always expected from innovative technologies – P1 “The best way to enhance
the scientific credibility of equipment is to loan a prototype to field for actual usage. If the
results prove satisfactory – then it is acceptable. Otherwise we will not take it”. Testing a
prototype in the plant enhances the scientific credibility – “In oil and gas – the processes are
very critical. So we do not unnecessarily take any risks. We need the product to work well in
the plant. We need good results and good performance from the instrument”
Vendor Reputation influences the scientific credibility. End users always trust an innovator
with a record of successful innovations. – P1” The reputation of the vendor also plays a crucial
role. Vendor should have a history of creating successful innovation”. End users do not expect
reputed brands with useless products.
Product features incite an interest towards the innovation - P4 “Product features makes
interest in the minds of end users”. End users expect technologies to have some minimum
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features. Without these minimum features, the technologies will not be accepted in the
organization – P4 “Product features makes interest in the minds of end users but what really
counts is the performance of the instrument in the field”.
4.25. VARIABLES INFLUENCING COMPLIANCE
Compliance with standards is very much mandatory in oil and gas. In most of the scenarios,
what happens is that there might not be any standards for innovative technologies and
organizations will have to create standards for operating these technologies. In case of existing
standards, the innovative technologies have to comply with the region specific standards – P1
“The innovative product has to comply with the industry standards. There are certain rules as
well to which all technologies/products have to comply. Otherwise we cannot use it in the
field”. Innovations have to comply with the statutory regulations as well - “It has to comply
with standards like ASTM/ISO/IEC etc not only in UAE but throughout the world. It should
not be against the established laws of the land as well. For example – Inside the plant we are
not supposed to use any instrument with camera. Recently a manufacturer introduced a multi-
meter with a camera as an innovative product. What is the use of that instrument when we
cannot use it? It’s a classic example of making a product without the hard realities” – If using
an instruments with a camera fitted on it is against the rules, how can an organization adopt it
– even if it is capable of delivering the best results.
There are times when the group pressure and image enhancement pressures forces
companies to adopt innovations – P2 “Sometimes we are forced to use it because somebody
else in ADNOC is also using it and it is not proper for us to distance away from the same
technologies”. The Technologies are adopted just because of the fact that somebody else in the
group has adopted it. So the reputation is at stake in the group as well as in the industry – “We
also want to project an impression of keeping up with the industry. We adopt just main the
reputation as well”
4.26. VARIABLES INFLUENCING CUSTOMIZATION AND
COMPATABILITY
Fit to work settings and Local adaptability are the two variables affecting the customization and
compatibility requirements. An innovation should meet the specific applications at work – P1
“In fact the innovation should be Application Specific. The companies try to impress us with
lots of unwanted applications and they inflate the prices. What we need is something which
suits our application”, P4 “providing solutions to our problem”, P3 “clear cut idea about our
applications and where we will be using it” and it should adapt to the field conditions or existing
systems – P2 “The new technologies on most occasions will not be suitable for our existing
environment”, P4 “Some of the technologies are not implemented just because it does not fit
our systems”, P3 “It has to be matching with the existing systems in the plant. Changing the
process or infrastructure will be too costly for us”. Sometimes the technologies are not adopted
because of their lack of adaptability to plant conditions. Customizing the existing system to the
innovation can be a very costly, time consuming and risky affair.
4.27. VARIABLES INFLUENCING CUSTOMS
Norms are beliefs or values or something which are accepted or considered as acceptable by
the organization. Norms guides the context specific behaviors in an organization. Norms
influences the customs in an organization - P1 “Practices which are accepted become the
customs in the organization. “Many a time these are not written in any manuals”. Routines are
(as remarked by P4) “repeated patterns of behavior”. Routines are (as remarked by P3)
“procedures and practices that gets repeated over time”. Customs are routines that are accepted
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and deep rooted in the organization for long time – P2 “Routines accepted and deep rooted in
the organization for years become customs”. Outdated customs are to be changed. Otherwise it
blocks the smooth adoption and implementation of innovations within an organization. But
customs are deep rooted and not recorded in official documents – P1 “Many a times these are
not written in any manuals”. So to change customs – either we have to change (1) Routines or
(2) Norms or both – P3 “Any they become something like the customs of the organization.
Once deep rooted it is difficult to change. Only alternative is either to change the routine or to
“make it unacceptable any more in the organization. Either you modify the
process/procedures/practices or you replace it. Either you tell about the benefits of the
new/modified practice or tell them about the disadvantage of the existing practices and how it
is no longer fit in the current context” – To change the customs, either the organization has to
modify the acceptance levels of the customs or to modify the existing processes or by replacing
it by new ones by convincing the appropriateness of the new/modified processes in the current
organizational context. This is supported by P4 “Only way to change customs is to change the
“routines – repeated patterns of behavior and people favorable attitude to those routines.
Customs not “befitting the Current Organizational contexts have to be changed”
4.28. VARIABLES INFLUENCING ORGANIZATIONAL CLIMATE
Organizational climate refers to the Views of employees about the work place –whether it is
encouraging or not. Properly defined Job Roles and Tenure contributes to a favorable climate
for creativity. These two are closely associated concepts, so merged together for analysis. A
feeling of security/stability and proper guidance from the superiors as to what is to be done –
creates a good feeling – P3 “In our plant, we are happy if we are properly guided by superiors
as to what is expected out of me. Stability of Job creates a feeling of “Security” –otherwise we
feel – why should we do this entire thing – Tomorrow we will have to go back”. The statements
of P1 “We should be told what exactly to be done” and P2 “our roles are very clear” support
the fact that Job Roles and Tenure contributes to Organizational climate. Lack of proper job
description creates confusion in the minds of employees. To execute tasks, to ensure that your
subordinates obeys you – proper authority is needed – P2 “Authority to execute in an
organization is also very important. If you have some innovative ideas or if you want to change
the procedures – which come under your job – you need power to do it. Lack of authority leads
to frustrations – a state of helplessness”. Lack of authority to execute job creates frustrations in
the minds of employees. Rewards and Relationships are closely related concepts. So the
researcher merges these two into one variable – “Work environment – Rewards and
Relationships”. Good work should be rewarded. The relationships in the work place should be
cordial and healthy. Employees should cooperate and help each other – P4 “We want a very
happy and comfortable environment to work. Otherwise we won’t feel like working at all.
Cooperation from colleagues and superiors makes us comfortable” and P3 “if there are
colleagues to help me overcome the difficulties and appreciated for good work”.
Encouragements in the work place can create wonders – P1 “We need encouragement in the
organization. Good work should be rewarded” – A Proper reward system encourages employees
to perform to the best of their abilities.
4.29. VARIABLES INFLUENCING DECISION STYLES
Organizational Size and structure affects the decision making in oil and gas. Organizations in
oil and gas are bound to be big but at the same time the levels in the organizations involved in
decision making based on the importance can be reduced. P1, P2 and P3 – all the participants
support this point of view. P3 remarks “We cannot reduce the size and beaurcratic levels of an
organization. Oil and Gas industry is complex and we need different departments to deal with
it in an organization. Efforts have to be made to include on relevant personnel in decision
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making. Or if it is an innovative technology – there can be a channel to bypass the levels and
present it directly to management” – The speed of decisions can be increased by involving only
the relevant levels or another suggestion is to provide a channel to bypass the irrelevant levels
to present the innovation to the decision making authorities. As remarked by P2 – “The higher
number of levels delays the communication in oil and gas companies”. The decision making is
delayed by irrelevant levels who cannot comprehend the importance of innovation. P1 also
supports the view that the levels involved in the organization have to be reduced – “It has to be
big but at the same time it can reduce the levels involved in decision making”.
End user involvement in decision making enhances the effectiveness of decisions. The
involvement of end users helps to understand the hard realities of the plant/work place. P1
“Only end users know the actual situation of the field”. The involvement of end users in decision
making speeds up the implementation process – P2 “End user involvement in the decisions
regarding the innovation speeds up the implementation” because end user’s involvement
inculcates a sense of responsibility to successfully implement the decisions (for which he was
also a part of) – P3 “End user involvement brings in a sense of “Ownership” during the
implementation stage”.
Communication channels play a significant role in the decisions as remarked by all four
participants. P2, P3 and P4 – conveys that the best channels of communications are Webex
meetings (P2) and Presentations (P3, P4). P1 states that “Oral presentations inside the company
and keeping the presentation in the network are the best form of communication. It is always
better to have presentations – which gives everybody to give feedback. Emails are also good
for someone but most of the people will not take matters which are not directly connected to
his job seriously” – Presentations within the companies are the best communication channels.
Emails are good for mass communication but there is a tendency in the organization to discard
emails of general nature – not specific to job. The communication channels should be able to
deliver the messages without any distortions. It should also be able to connect with the receiver
– capable of eliciting feedback especially for a complex activity like innovation adoption.
There are contradictory views regarding the relevance of age in decision making. P1 “Age
is not a factor. At times even old people use to give very good suggestions”, P3 “Young people
comes with innovative ideas”. P1 contradicts P3 stating that age is not a factor as even old
people come up with innovative ideas. But it is a generally accepted fact that the minds of young
people will be fresh and chances for them to come up with innovative ideas are high. Even
though P1 and P3 contradict each other – The researcher keeps “Age” as a variable for further
analysis.
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5. OPEN CODING
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Figure 1 Open Coding
6. AXIAL AND SELECTIVE CODING
Figure 2 Axial and Selective Coding
7. CONCLUSION
The Researcher has completed the Third Stage of Frame Work Analysis. The Third Stage of
Frame Work Analysis resulted in the drafting of afore-mentioned frame work (Figure: 2). The
points to be noted are (1) “Resistance to Change” and associated variables, “Compliances” and
associated variables, “Purchasing Patterns” and associated variables, “Affordability” and
associated variables, “Efforts” and associated variables, “Trade up or Buy back”, “Brand
Loyalty”, “Innovator Support” and “Central Innovation Office” re-appeared in the data
analysis. (2) “Country of Origin”, “ICV Score” and “Local Presence” are the newly emerged
variables.
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REFERENCES
[1] Nechully, S. and Pokhriyal, S. K., 2019. Choosing Grounded Theory and Frame Work
Analysis as the Appropriate Qualitative Methods for Research. Journal of Management,
6(1), pp. 130 - 145.
[2] Wright, S., 2018. Analyzing large survey data using automated insights. [online] Available
at:< https://www.qsrinternational.com/nvivo/enabling-research/research-powered-by-
nvivo/analysing-large-survey-data-using-automated-insigh> [Accessed 25 February 2019]
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