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Article
Publication date: 29 November 2018

Ala Shqairat and Balan Sundarakani

The purpose of this paper is to investigate the agility of oil and gas value chains in the United Arab Emirates (UAE) and to understand the impact of implementing supply…

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Abstract

Purpose

The purpose of this paper is to investigate the agility of oil and gas value chains in the United Arab Emirates (UAE) and to understand the impact of implementing supply disruption (SD) strategies, outsourcing strategies (OS) and management strategies (MS) on oil and gas value chain agility (VCA). The results can support the oil and gas industry across the UAE to build resilience in the value chain.

Design/methodology/approach

The research design consists of a comprehensive literature review, followed by questionnaire-based survey responses of 106 participants and comprehensive statistical analysis, thus validate the developed theoretical framework and contribute to both practical and methodological approaches.

Findings

The findings indicate that oil and gas value chain in the UAE has moderate a significant degree of SD, when OS in place that are synchronized with the overall MS. Among the hypotheses developed, two were accepted thus warranting both SD strategies (r=+0.432) and MS (r= +0.457) found to have a positive moderate effect on VCA. The third hypothesis was rejected by revealing OS (r=+0.387) found to have a positive moderate relationship with VCA. Therefore, implementation of all three strategies has a positive moderate effect on the agility of the value chain and, therefore, supports to sustain competitive position.

Research limitations/implications

Some of the limitations of this research include the geographic coverage of the study region and other methodological limitation.

Practical implications

The research provides guidance for oil and gas supply chain managers to better understand the critical factors that impact and determine VCA. The paper also describes relevant strategies that should be taken into consideration by these managers in order to build their agile value chains.

Social implications

The research contributes to the social dimensions of supply chain sustainability of how resilient is the oil and gas value chain during uncertain conditions, so that it can respond to uncertain changes in order to contribute to corporate social responsibility.

Originality/value

This research is the first of its kind in the UAE region to assess the link between dimensions of agile value chain, OS, SD strategies and MS primarily from the Emirates of Abu Dhabi and Dubai.

Details

Benchmarking: An International Journal, vol. 25 no. 9
Type: Research Article
ISSN: 1463-5771

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Article
Publication date: 12 September 2024

Alaa Shqairat, Sébastien Liarte, Pascale Marange, Cali Nuur and Alexandre Chagnes

This study aims to analyze the implications of the recent European Union Regulation 2023/1542 on the circular economy and stakeholder strategies within the electric vehicle…

206

Abstract

Purpose

This study aims to analyze the implications of the recent European Union Regulation 2023/1542 on the circular economy and stakeholder strategies within the electric vehicle lithium-ion battery (EV-LIB) sector. It aims to explain the policy intentions, recommend practical strategies for stakeholders and examine how the new regulation exerts pressure on stakeholders to transition from older directives to more sustainable practices and operational standards, while also highlighting policy gaps.

Design/methodology/approach

The research employs a dual-method approach, combining text analysis of EU legislation with semi-structured interviews of industry stakeholders. This methodology allows for a comprehensive understanding of the regulatory impacts by integrating legislative intent with practical, on-the-ground insights from key players in the EV-LIB sector.

Findings

Our findings show that the three aggregated dimensions of operational sustainability, R&D and new technologies and collaborative dynamics are the key dynamics underlying the intended outcomes. The findings also highlight the policy’s historical development, the stakeholder categories, the implications for each and practical recommendations in responding to the policy requirements. Additionally, the findings identify policy gaps, such as weak incentives and broad economic operator classifications, with examples from international markets. The regulation creates proactive stakeholders driving innovation and collaboration and reactive ones adapting to changes, where static implicit implications may affect their viability by imposing unequal burdens.

Originality/value

To the best of the authors’ knowledge, this paper is the first to analyze the new EU Regulation 2023/1542, offering novel insights into the strategic responses required by stakeholders to adapt to the regulatory pressures. By focusing on the latest regulatory framework and its practical implications, the study bridges the gap between policy and practice, providing valuable guidance for industry players navigating the evolving regulatory environment.

Highlights

  • (1)

    EU’s policy shift from Directive to Regulation (EU) 2023/1542 has extended implications on the Electric Vehicles battery sector.

  • (2)

    Duel qualitative methods of text analysis and semi-structured interviews validated three aggregate dimensions and policy gaps.

  • (3)

    R&D with advancing technology, Operational sustainability and safety and Collaboration dynamics are dominating the scene.

  • (4)

    Emergence of Proactive vs Reactive stakeholder dynamics.

  • (5)

    The broad classification of “economic operators” and insufficiently detailed incentives, hinting at potential competitive imbalances and underexplored roles of end-users in achieving circular economy goals are appearing policy’ gaps.

EU’s policy shift from Directive to Regulation (EU) 2023/1542 has extended implications on the Electric Vehicles battery sector.

Duel qualitative methods of text analysis and semi-structured interviews validated three aggregate dimensions and policy gaps.

R&D with advancing technology, Operational sustainability and safety and Collaboration dynamics are dominating the scene.

Emergence of Proactive vs Reactive stakeholder dynamics.

The broad classification of “economic operators” and insufficiently detailed incentives, hinting at potential competitive imbalances and underexplored roles of end-users in achieving circular economy goals are appearing policy’ gaps.

Details

Management of Environmental Quality: An International Journal, vol. 36 no. 1
Type: Research Article
ISSN: 1477-7835

Keywords

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