Browsing by Author "Basioni, Ahmed"

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    The Challenges Facing Adopting Innovation Process in the Context of Project Management Performance in the Oil and Gas Sector
    (SpringerLink, 2024) Basioni, Ahmed; Al Marri, Khalid
    Purpose – This paper explores the challenges and enablers of diffusing innovation processes within the oil and gas industry and the impact on the project management process in improving project performance. Methodology – This study employs a qualitative analysis methodology with a structured survey to provide the data for this study. Findings – The anticipated study findings will aid in identifying the primary obstacles to and facilitators of implementing innovation systems within the ecosystem of the oil and gas sector. Implications – It is crucial to carry out follow-up research on integrating the “green innovation” concept to confirm the viability of establishing a conceptual framework for critical variables affecting the adoption of the innovation process within the energy industry. Originality – Discussing the innovation process concerning project management and performance contributes to a broader understanding of a sustainable innovation process that supports expanding the oil and gas industry.
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    The Impact of Organisational Structure on Project Performance in the Energy Sector
    (SpringerLink, 2024) Basioni, Ahmed; Khan, Muhammed Waris
    Purpose – The objective is to explore the impact of organisational structure on project performance and current research topics regarding organisational structure theories, types, and aspects in terms of challenges, culture, communication, organisational dynamics, and drivers. Methodology – The adopted methodology employs two integrated approaches. First, use a systematic mapping approach to explore the existing research studies on organisational structure’s impact. Second, correlate the research studies to existing case studies in the energy sector, record findings, and propose recommendations on the way forward. Findings – The study results concluded that most oil producers are a mix of functional and matrix organisations with diversified thoughts on centralizing project management teams. Implications/limitations – It is essential to conduct follow-up research validating the potential for using the findings of this study to establish frameworks for the organisational transformation approach in meeting cultural variance and market conditions. Originality/value – The proposed case studies and relevant theories present the most effective organisational structure model to improve project-based operations performance, thus enabling oil and gas organisations to manage their business mandates effectively.