Market entry mode and competency building of Western oil companies in the Russian up stream oil and gas industry

This dissertation investigated the market entry and competency building strategies within the context of the Russian oil and gas industry. The study was designed to be of interest to business practitioners and academics given the growing importance of fossil fuel in the energy balance of the global economy and the importance of Russia as a supplier and purchaser in the international market.; The study's mixed methodology provides an understanding on the environmental factors that are postulated to impact foreign direct investment flow into Russia and the oil and gas sector. A case study of a fictitiously named Western-Russo oil company was conducted to provide a deep understanding of how capability is viewed by Russian and Western employees and the factors that influences the implementation of a successful competency development program. The case was centered on the development of a Well-Site supervisor group within a Western-Russian oil company.; Findings of the study showed that there was no correlation between corruption and foreign direct investment inflow into the Russian economy. The findings also showed that both Russian and Western employees in the oil and gas industry are less focused on nontechnical competency development issues, that Western employees are more orientated towards the bottom-line than Russian employees, and that both groups see operational management as a core competency. In the area of financial management and technology application, there were significant differences in the viewpoint of both groups. Western employees saw a stronger need for financial management and less need for technology application when compared to their Russian counterparts.; The results have implications for Western business contemplating entering the Russian oil and gas industry. Western firms need to understand the key drivers that will help them overcome the social and cultural barriers between Western and Russian employees. The role of the company leader is very critical. The vision, passion, and a sense of realism of the person responsible for the market entry strategy will have a significant impact of the future success of the entry.