摘要：Contributing £165.8 billion to the UK economy since 1964/65 and with 270,000 jobs directly or indirectly depending on it (DTI,2000),the oil and gas industry is very important to the UK economy.In the early 1990s the industry faced an economic crisis.It was recognised that by working together rather than having 'traditional’ adversarial relationships that the industry could lower costs,achieve success and increase its chances of survival (Bower and Keogh,1997).Since 1990,the key industry players have adopted alliance and partnering strategies (Green and Keogh,2000).Although there is number of success stories,there have also been failures.This paper presents results from an industry survey conducted in 1999.The purpose of the study was to gather the oil and gas industry’s views on critical success and failure factors of alliance and partnering agreements.The data have been analysed by use of combination of quantitative and qualitative techniques.The study shows that 'presence of trusting attitude’ is perceived as the most important critical success factor in the UK oil and gas industry.Some of the other perceived important success factors are 'shared and aligned goals’,'commitment’,'supportive and open behaviour’,and 'honesty’.The study also suggests that in the UK oil and gas industry,'absence of shared aligned goals’,'absence of clear targets’,'absence of trusting attitudes’,'absence of fair allocation of risk and reward’,'absence of commitment’ and 'presence of adversarial behaviour’ are viewed as the main factors which often cause failure of alliances and partnering.
关键词：Contributing £165.8 billion to the UK economy since 1964/65 and with 270,000 jobs directly or indirectly depending on it (DTI,2000),the oil and gas industry is very important to the UK economy.In the early 1990s the industry faced an economic crisis.It was recognised that by working together rather than having 'traditional’ adversarial relationships that the industry could lower costs,achieve success and increase its chances of survival (Bower and Keogh,1997).Since 1990,the key industry players have adopted alliance and partnering strategies (Green and Keogh,2000).Although there is number of success stories,there have also been failures.This paper presents results from an industry survey conducted in 1999.The purpose of the study was to gather the oil and gas industry’s views on critical success and failure factors of alliance and partnering agreements.The data have been analysed by use of combination of quantitative and qualitative techniques.The study shows that 'presence of trusting attitude’ is perceived as the most important critical success factor in the UK oil and gas industry.Some of the other perceived important success factors are 'shared and aligned goals’,'commitment’,'supportive and open behaviour’,and 'honesty’.The study also suggests that in the UK oil and gas industry,'absence of shared aligned goals’,'absence of clear targets’,'absence of trusting attitudes’,'absence of fair allocation of risk and reward’,'absence of commitment’ and 'presence of adversarial behaviour’ are viewed as the main factors which often cause failure of alliances and partnering.
