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Chapter 24: Deepwater Oil and Gas Project Performance: A Study of Cultural Intelligence

    https://doi.org/10.1142/9789813272491_0024Cited by:0 (Source: Crossref)
    Abstract:

    Mammoth-scale Greenfield deepwater projects with specialized and novel technologies demand cross-border subject matter experts and leaders to deliver the Triple Constraint. Cross-border project leaders must be able to explicitly accommodate the environments at different geographical locations. Factually, cultural barriers in the context of language, religion, values and so on cause cultural split and schizophrenic divide among individuals, which escalates even greater when two or more cultures have a slight acquaintance with each other and had proven to significantly expose respective organization to business and reputation risk. Cultural intelligence (CQ) at the organizational level constitutes the organization’s capacity to reconfigure its capability to function and manage effectively in culturally diverse environments and to sustain and gain its competitive advantages. So far, studies on CQ are limited to non-deepwater oil and gas megaprojects, non-Malaysians and cover studies from different clusters of personnel in organizations. Explicit study on CQ with respect to deepwater oil and gas project peformances in Malaysia is needed and will be inculcated in this chapter. This study embraces four underpinning leadership theories with aims to establish the importance of CQ as cross-border leadership enablers to enhance the performance of deepwater oil and gas megaprojects in Malaysia. This qualitative case study exploratory research will facilitate an inductive approach and may lead to a unique, contextual attestation of CQ as key enablers in cross-border project leadership to enhance the performance of future deepwater oil and gas megaprojects. Data will be thematically analyzed from interviews conducted with selected project leaders and team leaders with a minimum of five years distinct deepwater megaprojects experience. An initial conceptual framework was developed with the objective of progressive refinement along the study phases. The final framework will be useful as a strategic tool to tackle the softskills challenges that frequently appear in megaprojects and is envisaged to continuously improve the future cross-border project manning strategy in international oil and gas organization, thus potentially mitigating the prospective destruction of shareholder wealth and enterprise reputation.