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Improving Value in Oil Business with Integrated Operations: A Practical Case of Knowledge Management

Improving Value in Oil Business with Integrated Operations: A Practical Case of Knowledge Management

Cláudio Benevenuto de Campos Lima, Gilson Brito Alves Lima, José Francisco Tebaldi de Castro
Copyright: © 2015 |Volume: 11 |Issue: 3 |Pages: 18
ISSN: 1548-0666|EISSN: 1548-0658|EISBN13: 9781466675858|DOI: 10.4018/IJKM.2015070104
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MLA

Lima, Cláudio Benevenuto de Campos, et al. "Improving Value in Oil Business with Integrated Operations: A Practical Case of Knowledge Management." IJKM vol.11, no.3 2015: pp.55-72. http://doi.org/10.4018/IJKM.2015070104

APA

Lima, C. B., Lima, G. B., & Tebaldi de Castro, J. F. (2015). Improving Value in Oil Business with Integrated Operations: A Practical Case of Knowledge Management. International Journal of Knowledge Management (IJKM), 11(3), 55-72. http://doi.org/10.4018/IJKM.2015070104

Chicago

Lima, Cláudio Benevenuto de Campos, Gilson Brito Alves Lima, and José Francisco Tebaldi de Castro. "Improving Value in Oil Business with Integrated Operations: A Practical Case of Knowledge Management," International Journal of Knowledge Management (IJKM) 11, no.3: 55-72. http://doi.org/10.4018/IJKM.2015070104

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Abstract

Over the last decade, the oil industry has aimed to improve the efficiency of work processes by redesigning them, in order to provide data and information within the required time, with proper systems and engineering tools demanded to get faster and better decisions, taken by multidisciplinary teams, working in collaborative environments, called by Integrated Operations. Such strategy has been adopted by all oil operators and several service companies worldwide. This article studies a specific oil company in Brazil that is implementing this sort of initiative, with deep impacts on the oil production. As a methodological approach, a study of multiple cases of exploratory and descriptive character was performed at a production unit of this oil corporation. The results revealed that it was possible to apply the Integrated Operations method, allowing the study of intangibles, case analysis and the diagnosis of gaps.

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