Date of Award


Document Type


Degree Name

Doctor of Business Administration (DBA)


Leadership and Organizational Agility

First Advisor

Prof. Riyad Eid

Second Advisor

Omar Farooq


Strategic Alliances are fast gaining traction in the oil and gas Drilling Industry in the World and the UAE in particular, in contrast to the challenges that arise in the markets as a result of globalization and as a business strategy to enhance the corporate performance of the firms involved in the alliances. The alliances are also in the focus of academic and business researchers and interest in Strategic Alliances has significantly increased over the past decades. This research aims to study to what extent do strategic alliances impact the corporate performance of the firms involved in these alliances in the oil and gas Industry of UAE. It also aims at identifying the factors determining the success of the strategic alliances in the UAE oil and gas industry. A thorough literature review was carried out through which three overarching factors determining SA success have been identified: SA success Strategic Factors, Operational Factors, and Tactical Factors. To address the research questions a structured questionnaire was developed using a 5-point Likert scale and 275 questionnaires were collected from key informants working in the firms involved in the strategic alliance in the Abu Dhabi oil and gas industry. Multidimensional data analysis methods have been applied to test the a priori model of Strategic alliance success factors impacting corporate performance. Particularly, Structural Equation Modeling was applied, in addition to correlations analysis exploratory factor analysis, as well as reliability, validity, and adequacy tests. In general, the research findings were consistent with the literature indicating that engagement in Strategic Alliances positively impacts the corporate performance of the firms involved. The results suggest that Strategic Alliance success operational factors are critically important which include establishing a formalized mechanism that supports alliance operations and daily management. Strategic Alliance success is not preconditioned to the existence or absence of dominance by one partner or dominance in resources controlled, but rather depends on the appropriateness of the form of cooperation for alliance and the degree of commitment between the partners. Furthermore, the research suggests that though disparities in management style and culture between the companies are important factors of SA success, operational control and coordination play a more important role and when properly implemented may mitigate the negative impact of existiig organizational disparities between the partners. Finally, Strategic Alliance success factors positively impact Corporate Performance and improves engagement in firms as well as quality of marketing, access to new markets, and usage of information technologies. This research provides quantified evidence that Strategic Alliance does add value to the firms concerned. Among the practical implications of this research are that the identified list of the SA success factors may be used by the companies involved in the strategic alliances during SA performance and implementation monitoring and evaluation process. Furthermore, the research provides policymakers in GCC countries with adequate information on the significance of the strategic alliances in the diversification of their economies. Based on research outputs recommendations for the corporations intending to engage in SA or currently involved in SAs are as follows: the companies are recommended to pay remarkable attention to the operational factors of SA operations ensuring that formalized mechanisms supporting alliance operation and daily management are properly established and maintained, e.g., ensuring that clear rules, policies, and procedures that guide cooperation procedures are in place, roles and responsibilities within the alliance are properly distributed, etc. Last but not least, the companies are recommended to ensure proper operational control and coordination, as well as ensure that the form of the alliance is appropriate and the degree of commitment between the partners is sufficient.

Arabic Abstract

ﺗﻜﺘﺴﺐ اﻟﺘﺤﺎﻟﻔﺎت اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ زﺧﻤاً ﺳﺮﯾﻌًﺎ ﻓﻲ ﺻﻨﺎﻋﺔ ﺣﻔﺮ اﻟﻨﻔﻂ واﻟﻐﺎز ﻓﻲ اﻟﻌﺎﻟﻢ واﻹﻣﺎرات ﻋﻠﻰ وﺟﮫ اﻟﺨﺼﻮص، ﻋﻠﻰ ﻋﻜﺲ اﻟﺘﺤﺪﯾﺎت اﻟﺘﻲ ﺗﻨﺸﺄ ﻓﻲ اﻷﺳﻮاق ﻧﺘﯿﺠﺔ ﻟﻠﻌﻮﻟﻤﺔ. ﺗﻘﻊ اﻟﺘﺤﺎﻟﻔﺎت أﯾﻀاً ﻓﻲ ﺑﺆرة اھﺘﻤﺎم اﻷﻛﺎدﯾﻤﯿﯿﻦ واﻟﺒﺎﺣﺜﯿﻦ ﻓﻲ ﻣﺠﺎل اﻷﻋﻤﺎل، وﻗﺪ ازداد اﻻھﺘﻤﺎم ﺑﺎﻟﺘﺤﺎﻟﻔﺎت اﻹﺳﺘﺮاﺗﯿﺠﯿﺔ ﺑﺸﻜﻞ ﻣﻠﺤﻮظ ﺧﻼل اﻟﻌﻘﻮد اﻟﻤﺎﺿﯿﺔ. ﯾﮭﺪف ھﺬا اﻟﺒﺤﺚ إﻟﻰ دراﺳﺔ ﻣﺪى ﺗﺆﺛﺮ اﻟﺘﺤﺎﻟﻔﺎت اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ ﻋﻠﻰ أداء اﻟﺸﺮﻛﺎت اﻟﻤﺸﺎرﻛﺔ ﻓﻲ ھﺬه اﻟﺘﺤﺎﻟﻔﺎت ﻓﻲ ﺻﻨﺎﻋﺔ اﻟﻨﻔﻂ واﻟﻐﺎز ﻓﻲ دوﻟﺔ اﻹﻣﺎرات اﻟﻌﺮﺑﯿﺔ اﻟﻤﺘﺤﺪة. ﻛﻤﺎ ﯾﮭﺪف إﻟﻰ ﺗﺤﺪﯾﺪ اﻟﻌﻮاﻣﻞ اﻟﺘﻲ ﺗﺤﺪد ﻧﺠﺎح اﻟﺘﺤﺎﻟﻔﺎت اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ ﻓﻲ ﺻﻨﺎﻋﺔ اﻟﻨﻔﻂ واﻟﻐﺎز اﻹﻣﺎراﺗﯿﺔ. ﺗﻢ إﺟﺮاء ﻣﺮاﺟﻌﺔ ﺷﺎﻣﻠﺔ اﻟﺘﻲ ﺗﻢ ﻣﻦ ﺧﻼﻟﮭﺎ ﺗﺤﺪﯾﺪ ﺛﻼﺛﺔ ﻋﻮاﻣﻞ ﺷﺎﻣﻠﺔ ﺗﺤﺪد ﻧﺠﺎح: اﻟﻌﻮاﻣﻞ اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ ﻟﻨﺠﺎح SA، واﻟﻌﻮاﻣﻞ اﻟﺘﺸﻐﯿﻠﯿﺔ، واﻟﻌﻮاﻣﻞ اﻟﺘﻜﺘﯿﻜﯿﺔ. ﻟﻤﻌﺎﻟﺠﺔ أﺳﺌﻠﺔ اﻟﺒﺤﺚ، ﺗﻢ ﺗﻄﻮﯾﺮ اﺳﺘﺒﯿﺎن ﻣﻨﻈﻢ ﺑﺎﺳﺘﺨﺪام ﻣﻘﯿﺎس ﻟﯿﻜﺮت اﻟﻤﻜﻮن ﻣﻦ 5 ﻧﻘﺎط وﺗﻢ ﺟﻤﻊ 275 اﺳﺘﺒﯿﺎﻧًﺎ ﻣﻦ اﻟﻤﺨﺒﺮﯾﻦ اﻟﺮﺋﯿﺴﯿﯿﻦ اﻟﻌﺎﻣﻠﯿﻦ ﻓﻲ اﻟﺸﺮﻛﺎت اﻟﻤﺸﺎرﻛﺔ ﻓﻲ اﻟﺘﺤﺎﻟﻒ اﻻﺳﺘﺮاﺗﯿﺠﻲ ﻓﻲ ﺻﻨﺎﻋﺔ اﻟﻨﻔﻂ واﻟﻐﺎز ﻓﻲ أﺑﻮظﺒﻲ. ﺗﻢ ﺗﻄﺒﯿﻖ طﺮق ﺗﺤﻠﯿﻞ اﻟﺒﯿﺎﻧﺎت ﻣﺘﻌﺪدة اﻷﺑﻌﺎد ﻻﺧﺘﺒﺎر اﻟﻨﻤﻮذج اﻷوﻟﻲ ﻟﻌﻮاﻣﻞ ﻧﺠﺎح اﻟﺘﺤﺎﻟﻒ اﻻﺳﺘﺮاﺗﯿﺠﻲ اﻟﺘﻲ ﺗﺆﺛﺮ ﻋﻠﻰ أداء اﻟﺸﺮﻛﺔ. ﻋﻠﻰ وﺟﮫ اﻟﺨﺼﻮص، ﺗﻢ ﺗﻄﺒﯿﻖ ﻧﻤﺬﺟﺔ اﻟﻤﻌﺎدﻻت اﻟﮭﯿﻜﻠﯿﺔ، ﺑﺎﻹﺿﺎﻓﺔ إﻟﻰ ﺗﺤﻠﯿﻞ اﻻرﺗﺒﺎط وﺗﺤﻠﯿﻞ اﻟﻌﻮاﻣﻞ اﻻﺳﺘﻜﺸﺎﻓﯿﺔ، وﻛﺬﻟﻚ اﺧﺘﺒﺎرات اﻟﻤﻮﺛﻮﻗﯿﺔ واﻟﺼﻼﺣﯿﺔ واﻟﻜﻔﺎﯾﺔ. ﺑﺸﻜﻞ ﻋﺎم، ﻛﺎﻧﺖ ﻧﺘﺎﺋﺞ اﻟﺒﺤﺚ ﻣﺘﺴﻘﺔ ﻣﻊ اﻟﻤﺮاﺟﻊ اﻟﺘﻲ ﺗﺸﯿﺮ إﻟﻰ أن اﻟﻤﺸﺎرﻛﺔ ﻓﻲ اﻟﺘﺤﺎﻟﻔﺎت اﻹﺳﺘﺮاﺗﯿﺠﯿﺔ ﺗﺆﺛﺮ ﺑﺸﻜﻞ إﯾﺠﺎﺑﻲ ﻋﻠﻰ أداء اﻟﺸﺮﻛﺎت ﻟﻠﺸﺮﻛﺎت اﻟﻤﻌﻨﯿﺔ. ﺗﺸﯿﺮ اﻟﻨﺘﺎﺋﺞ إﻟﻰ أن اﻟﻌﻮاﻣﻞ اﻟﺘﺸﻐﯿﻠﯿﺔ ﻟﻨﺠﺎح اﻟﺘﺤﺎﻟﻒ اﻻﺳﺘﺮاﺗﯿﺠﻲ ﻣﮭﻤﺔ ﻟﻠﻐﺎﯾﺔ واﻟﺘﻲ ﺗﺸﻤﻞ إﻧﺸﺎء آﻟﯿﺔ رﺳﻤﯿﺔ ﺗﺪﻋﻢ ﻋﻤﻠﯿﺎت اﻟﺘﺤﺎﻟﻒ واﻹدارة اﻟﯿﻮﻣﯿﺔ. إن ﻧﺠﺎح اﻟﺘﺤﺎﻟﻒ اﻻﺳﺘﺮاﺗﯿﺠﻲ ﻟﯿﺲ ﺷﺮطاً ﻣﺴﺒﻘاً ﻟﻮﺟﻮد أو ﻋﺪم ھﯿﻤﻨﺔ ﺷﺮﯾﻚ واﺣﺪ أو ھﯿﻤﻨﺔ ﻋﻠﻰ اﻟﻤﻮارد اﻟﺨﺎﺿﻌﺔ ﻟﻠﺮﻗﺎﺑﺔ، ﺑﻞ ﯾﻌﺘﻤﺪ ﻋﻠﻰ ﻣﺪى ﻣﻼءﻣﺔ ﺷﻜﻞ اﻟﺘﻌﺎون ﻟﻠﺘﺤﺎﻟﻒ ودرﺟﺔ اﻻﻟﺘﺰام ﺑﯿﻦ اﻟﺸﺮﻛﺎء. ﻋﻼوة ﻋﻠﻰ ذﻟﻚ، ﯾﺸﯿﺮ اﻟﺒﺤﺚ إﻟﻰ أﻧﮫ ﻋﻠﻰ اﻟﺮﻏﻢ ﻣﻦ أن اﻟﺘﺒﺎﯾﻨﺎت ﻓﻲ أﺳﻠﻮب اﻹدارة واﻟﺜﻘﺎﻓﺔ ﺑﯿﻦ اﻟﺸﺮﻛﺎت ھﻲ ﻋﻮاﻣﻞ ﻣﮭﻤﺔ ﻟﻨﺠﺎح SA، إﻻ أن اﻟﺮﻗﺎﺑﺔ اﻟﺘﺸﻐﯿﻠﯿﺔ واﻟﺘﻨﺴﯿﻖ ﯾﻠﻌﺒﺎن دوراً أﻛﺜﺮ أھﻤﯿﺔ، وﻋﻨﺪﻣﺎ ﯾﺘﻢ اﻟﺘﻨﻔﯿﺬ ﺑﺸﻜﻞ ﺻﺤﯿﺢ ﻗﺪ ﯾﺨﻔﻒ اﻟﺘﺄﺛﯿﺮ اﻟﺴﻠﺒﻲ ﻟﻠﺘﻔﺎوﺗﺎت اﻟﺘﻨﻈﯿﻤﯿﺔ اﻟﻤﻮﺟﻮدة ﺑﯿﻦ اﻟﺸﺮﻛﺎء. أﺧﯿﺮاً، ﺗﺆﺛﺮ ﻋﻮاﻣﻞ ﻧﺠﺎح اﻟﺘﺤﺎﻟﻒ اﻻﺳﺘﺮاﺗﯿﺠﻲ ﺑﺸﻜﻞ إﯾﺠﺎﺑﻲ ﻋﻠﻰ أداء اﻟﺸﺮﻛﺎت وﺗﺤﺴﻦ اﻟﻤﺸﺎرﻛﺔ ﻓﻲ اﻟﺸﺮﻛﺎت ﺑﺎﻹﺿﺎﻓﺔ إﻟﻰ ﺟﻮدة اﻟﺘﺴﻮﯾﻖ واﻟﻮﺻﻮل إﻟﻰ أﺳﻮاق ﺟﺪﯾﺪة واﺳﺘﺨﺪام ﺗﻘﻨﯿﺎت اﻟﻤﻌﻠﻮﻣﺎت. ﯾﻘﺪم ھﺬا اﻟﺒﺤﺚ دﻟﯿلاً ﻛﻤﯿاً ﻋﻠﻰ أن اﻟﺘﺤﺎﻟﻒ اﻻﺳﺘﺮاﺗﯿﺠﻲ ﯾﻀﯿﻒ ﻗﯿﻤﺔ ﻟﻠﺸﺮﻛﺎت اﻟﻤﻌﻨﯿﺔ. ﻣﻦ ﺑﯿﻦ اﻵﺛﺎر اﻟﻌﻤﻠﯿﺔ ﻟﮭﺬا اﻟﺒﺤﺚ أﻧﮫ ﯾﻤﻜﻦ اﺳﺘﺨﺪام اﻟﻘﺎﺋﻤﺔ اﻟﻤﺤﺪدة ﻟﻌﻮاﻣﻞ ﻧﺠﺎح ﺿﻤﺎن اﻟﺒﺮﻧﺎﻣﺞ ﻣﻦ ﻗﺒﻞ اﻟﺸﺮﻛﺎت اﻟﻤﺸﺎرﻛﺔ ﻓﻲ اﻟﺘﺤﺎﻟﻔﺎت اﻹﺳﺘﺮاﺗﯿﺠﯿﺔ أﺛﻨﺎء ﻋﻤﻠﯿﺔ ﻣﺮاﻗﺒﺔ اﻷداء واﻟﺘﻨﻔﯿﺬ واﻟﺘﻘﯿﯿﻢ. ﻋﻼوة ﻋﻠﻰ ذﻟﻚ، ﯾﺰود اﻟﺒﺤﺚ ﺻﺎﻧﻌﻲ اﻟﺴﯿﺎﺳﺎت ﻓﻲ دول ﻣﺠﻠﺲ اﻟﺘﻌﺎون اﻟﺨﻠﯿﺠﻲ ﺑﻤﻌﻠﻮﻣﺎت ﻛﺎﻓﯿﺔ ﻋﻦ أھﻤﯿﺔ اﻟﺘﺤﺎﻟﻔﺎت اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ ﻓﻲ ﺗﻨﻮﯾﻊ اﻗﺘﺼﺎداﺗﮭﻢ. ﺑﻨﺎءً ﻋﻠﻰ ﺗﻮﺻﯿﺎت ﻣﺨﺮﺟﺎت اﻟﺒﺤﺚ ﻟﻠﺸﺮﻛﺎت اﻟﺘﻲ ﺗﻌﺘﺰم اﻟﻤﺸﺎرﻛﺔ ﻓﻲ ﺿﻤﺎن اﻟﺒﺮﻧﺎﻣﺞ أو اﻟﻤﺸﺎرﻛﺔ ﺣﺎﻟﯿًﺎ ﻓﻲ ﺿﻤﺎن اﻟﺒﺮﻧﺎﻣﺞ، ھﻲ ﻛﻤﺎ ﯾﻠﻲ: ﯾُﻨﺼﺢ اﻟﺸﺮﻛﺎت ﺑﺎھﺘﻤﺎم ﻋﻠﻰ اﻟﻌﻮاﻣﻞ اﻟﺘﺸﻐﯿﻠﯿﺔ ﻟﻌﻤﻠﯿﺎت ﺿﻤﺎن اﻟﺒﺮﻧﺎﻣﺞ ﻟﻀﻤﺎن إﻧﺸﺎء آﻟﯿﺎت رﺳﻤﯿﺔ ﺗﺪﻋﻢ ﻋﻤﻠﯿﺎت اﻟﺘﺤﺎﻟﻒ واﻹدارة اﻟﯿﻮﻣﯿﺔ ﺑﺸﻜﻞ ﺻﺤﯿﺢ وﺻﯿﺎﻧﺘﮭﺎ وﺗﻮزﯾﻊ اﻷدوار واﻟﻤﺴﺆوﻟﯿﺎت داﺧﻞ اﻟﺘﺤﺎﻟﻒ ﺑﺸﻜﻞ ﺻﺤﯿﺢ، وﻣﺎ إﻟﻰ ذﻟﻚ. أﺧﯿﺮاً وﻟﯿﺲ آﺧﺮاً، ﯾﻮﺻﻰ اﻟﺸﺮﻛﺎت ﻟﻀﻤﺎن اﻟﺮﻗﺎﺑﺔ اﻟﺘﺸﻐﯿﻠﯿﺔ واﻟﺘﻨﺴﯿﻖ اﻟﻤﻨﺎﺳﺒﯿﻦ، ﻓﻀﻼً ﻋﻦ ﺿﻤﺎن أن ﺷﻜﻞ اﻟﺘﺤﺎﻟﻒ ﻣﻨﺎﺳﺐ وأن درﺟﺔ اﻻﻟﺘﺰام ﺑﯿﻦ اﻟﺸﺮﻛﺎء ﻛﺎﻓﯿﺔ.

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