شرکت‌های ملی نفت، گذار انرژی و توسعه پایدار در خاورمیانه

نوع مقاله : مقاله علمی پژوهشی

نویسندگان

1 گروه علوم سیاسی-روابط بین الملل، واحد بین المللی خرمشهر،دانشگاه آزاداسلامی،خرمشهر،ایران.

2 گروه علوم سیاسی، واحد اهواز، دانشگاه آزاد اسلامی، اهواز، ایران

3 گروه علوم سیاسی، واحد اهواز، دانشگاه آزاد اسلامی، اهواز، ایران.

چکیده

توسعه پایدار اغلب به عنوان یک موضوع اجتماعی مطرح می‌شود که شرکت‌ها باید به آن توجه کنند زیرا هم فرصت‌ها و هم چالش‌ها را ارائه می‌دهد. در این زمینه شرکت‌های ملی نفت باید راهبرد‌های خود را برای کمک به انعطاف‌پذیری بیشتر اقتصاد خود در زمینه گذار انرژی جهانی تطبیق دهند. چندین شرکت ملی نفت برجسته خاورمیانه ذخایر بزرگ و توسعه‌نیافته با هزینه‌های تولید پایین را کنترل می‌کنند. در این مقاله با استفاده از روش مطالعه موردی چند شرکت ملی برجسته نفتی به این سؤال پاسخ داده شد که شرکت‌های ملی نفت چگونه می‌توانند در گذار کشورهای خاورمیانه به سمت توسعه پایدار نقش‌آفرینی کنند. استدلال مقاله این است که با افزایش عدم قطعیت‌ها و چشم‌انداز کاهش قیمت در درازمدت، شرکت‌های ملی نفت خاورمیانه و شمال آفریقا در حال بررسی راهبرد‌های مختلفی برای تطبیق مدل‌های تجاری خود با این تغییرات هستند. گذار از شرکت‌های استخراجی به توسعه ارزش انرژی، گذار از حجم محوری به ارزش محوری، توجه بیشتر به گاز طبیعی و تنوع‌بخشی در صنعت پائین‌دستی از جمله راهبردهای این شرکت‌ها در عصر گذار انرژی است. در این میان کشورهای منطقه نیز تلاش می‌کنند توجه بیشتری به حکمرانی شرکتی و ارتباطات شفاف عمومی داشته باشند تا کارایی را افزایش دهند.

کلیدواژه‌ها

موضوعات


عنوان مقاله [English]

National oil companies, energy transition and sustainable development in the Middle East

نویسندگان [English]

  • Hossein Heidari 1
  • Hamed Mohaqheghnia 2
  • shiva Jalalpoor 3
  • Feredoun Akbarzadeh 3
1 Department of Political Science-International Relations, Khorramshahr International Branch, Islamic Azad University, Khorramshahr,Iran.
2 Department of Political Science, Ahvaz Branch, Islamic Azad University, Ahvaz, Iran
3 Department of Political Science, Ahvaz Branch, Islamic Azad University, Ahvaz, Iran
چکیده [English]

Sustainable development is often raised as a social issue that companies should pay attention to; because it presents both opportunities and challenges. In this regard, national oil companies should adapt their strategies to help their economy be more flexible in the global energy transition. Several leading Middle East and North African (MENA) national oil companies control large, undeveloped reserves with low production costs. This article by using case study methodology tries to identify the strategies of national oil companies in the MENA region in the age of energy transition. The argument of the article is that with the increase of uncertainties and the prospect of lower prices in the long term, the national oil companies of the Middle East and North Africa are considering different strategies to adapt their business models to these changes. The transition from extractive companies to the development of energy value, the transition from volume-oriented to value-oriented, more attention to natural gas and diversification in the downstream industry are the most important strategies of these companies in the age of energy transition. Meanwhile, countries in the region are also trying to pay more attention to corporate governance and transparent public communication to increase efficiency.

کلیدواژه‌ها [English]

  • "Sustainable Development"
  • "National Oil Companies"
  • "Corporate Governance"
  • "Post Carbon Era"
  • "Oil and Gas"
Ambrose, J. (2020). “Seven Top Oil Firms Downgrade Assets by $87 Bn in Nine Months”. The Guardian, www. theguardian. com/business/2020/aug/14/seven-top-oil-firmsdowngrade-assets-by-87bn-in-nine-months (accessed October 28, 2020).
Asmelash, E., and Gorini, R. (2021).” International Oil Companies and the Energy Transition”. International Renewable Energy Agency: Abu Dhabi, United Arab Emirates.
Barney, J. B. (2001).” Resource-Based Theories of Competitive Advantage: A Ten-Year Retrospective on the Resource-Based View”. Journal of management, 27(6), pp. 643-650.
Business & Industry Connection, ) 2019(. Retrieved from: www.bicmagazine.com/industry/refining-petchem/over-200b-to-be-invested-in-uspetrochemicals-industry
Cahill. B (2022). “National Oil Companies Leaning into the Energy Transition”. Retrieved from: https://www.csis.org/analysis/national-oil-companies-leaning-energy-transition
Clayton, B., and Levi, M. A. (2015). “Fiscal Breakeven Oil Prices: Uses, Abuses, and Opportunities for Improvement”. Council on Foreign Relations.
Collins, M., Knutti, R., Arblaster, J., Dufresne, J. L., Fichefet, T., Friedlingstein, P., and Wehner, M. (2013). “Long-term climate change: projections, commitments and irreversibility”.
DiMaggio, P. J., and Powell, W. W. (1983). “The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields”. American sociological review, pp. 147-160.
Ernst & Young Global Limited (2017). “From Volume to Value: the Transformation of National Oil Companies”. Available in: https://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=&ved=2ahUKEwjXlO6W35yJAxUQwAIHHY-Ms8QFnoECBgQAQ&url=https%3A%2F%2Fassets.ey.com%2Fcontent%2Fdam%2Fey-sites%2Fey-com%2Fen_gl%2Ftopics%2Foil-and-gas%2Fey-noc-transformation.pdf%3Fdownload&usg=AOvVaw0bIfH4VkYdyFtxzJWXEmI-&opi=89978449
Freeman, R. E. (1984). “Strategic Management: a Stakeholder Approach, Pitman”. Boston: Cambridge university press.
Hall, J., and Vredenburg, H. (2003). The Challenges of Sustainable Development Innovation. MIT Sloan Management Review, 45(1),pp. 61-68.
Handscomb, C., Lund, F., and Burnell, H. (2014). “Organizing to Enable the Shift from Volume to Value”. McKinsey and Company Oil and Gas Practice Report.
Hart, S. L., and Milstein, M. B. (2003). “Creating sustainable value”. Academy of Management Perspectives, 17(2), pp. 56-67.
Heller, P. (2019), “Fiscal Futures: Are National Oil Companies Champions or Obstacles for Energy Transition?,” Open Budget Blog, www.internationalbudget.org/2019/05/ fiscal-futures-are-national-oil-companieschampions-or-obstacles-for-energy-transition/ (accessed December 23, 2020).
Hydrocarbonprocessing (2020), “ADNOC announces expansion of carbon capture program,” Hydrocarbonprocessing, www. hydrocarbonprocessing.com/news/2020/02/ adnoc-announces-expansion-of-carbon-captureprogram (accessed December 23, 2020).
International Monetary Fund. (2019) “IMF annual report”. Available in: https://www.imf.org/external/pubs/ft/ar/2019/eng/
Manley, D., and Heller, P. R. (2021). “National Oil Companies in the Energy Transition”. Natural Resource Governance Institute.
Meyer, J. W., and Rowan, B. (1977). “Institutionalized organizations: Formal structure as myth and ceremony”. American journal of sociology, 83(2), pp. 340-363.
Mitchell, J. V., Mitchell, B., and Marcel, V. (2015). Oil and gas mismatches: finance, investment and climate policy. Chatham House for the Royal Institute of International Affairs.
Murray, J. (2020), “How Saudi Aramco’s new fund will back renewable energy projects,” NS Energy, www.nsenergybusiness.com/features/ saudi-aramco-renewable-energy/ (accessed December 23, 2020).
Natural Resource Governance Institute, Resource Governance Index (2017). Retrieved from: www. resourcegovernanceindex.org. “At 44/100, MENA’s SOEs’ average score ranks second to last after Sub-Saharan Africa.”
Payne, D. M., and Raiborn, C. A. (2001). “Sustainable development: the ethics support the economics”. Journal of business ethics, 32, pp. 157-168.
Petersen, H. L., and Vredenburg, H. (2009). “Morals or economics? Institutional investor preferences for corporate social responsibility”. Journal of business ethics, 90, pp. 1-14.
Petronas Integrated Report (2020). Available in: https://www.petronas.com/integrated-report-2020/
Rugman, A. M., and Verbeke, A. (1998a). “Corporate strategies and environmental regulations: An organizing framework”. Strategic management journal, 19(4), pp. 363-375.
Rugman, A. M., and Verbeke, A. (1998b). ”Corporate strategy and international environmental policy”. Journal of international business studies, 29, pp. 819-833.
Saudi Aramco, (2021). “Saudi Arabian Oil Company (Saudi Aramco) Prospectus”.Retrieved from: www.aramco.com/-/media/ images/investors/saudi-aramco-prospectus-en.pdf.
Sharma, S., and Vredenburg, H. (1998). “Proactive corporate environmental strategy and the development of competitively valuable organizational capabilities”. Strategic management journal, 19(8), pp. 729-753.
Shojaeddini, E., Naimoli, S., Ladislaw, S., Bazilian, M. (2019), “Oil and gas companies strategies regarding the energy transition,” Progress in Energy 1, Vol. 1/012001, https:// iopscience.iop.org/article/10.1088/2516-1083/ ab2503/pdf.
Simm, I. (2021). “Saudi Arabia Commits to Hydrogen ‘New Future’”. Petroleum Economist.
Spatuzza, A. (2019), “Brazilian oil giant Petrobras exits renewables business,” Recharge News, www.rechargenews.com/transition/brazilianoil-giant-petrobras-exits-renewablesbusiness/2-1-649136 (accessed December 23, 2020).
Wernerfelt, B. (1984). “A resource‐based view of the firm”. Strategic management journal, 5(2), pp. 171-180.
World Bank (2020)., data.worldbank.org/indicator/TX.VAL.FUEL.ZS.UN, most recent year with data availability.
World Energy Outlook (2019). “International Energy Agency”. Available in: https://iea.blob.core.windows.net/assets/98909c1b-aabc-4797-9926-35307b418cdb/WEO2019-free.pdf
Xin, Z. (2020), “CNOOC looking to sharpen focus on offshore renewable energy ventures,” China Daily, https://global. chinadaily.com.cn/a/202010/15/ WS5f87a3e4a31024ad0ba7ec0c.html (accessed December 23, 2020).
Zucker, L. G. (1987). ‘Institutional theories of organization”. Annual review of sociology, 13(1), pp. 443-464.