Abstract
The decarbonization of the oil and gas industry requires fundamental business model transformation, yet empirical understanding remains limited regarding how executive leadership shapes firms' capacity to implement such change. This qualitative study examines how top management team (TMT) perceptions of inter-sectoral collaboration and institutional constraints influence business model adaptation in developing economies where O&G companies navigate ambiguous policy environments. Drawing on Upper-Echelon Theory, we propose that TMT cognition will drive commitment to inter-sectoral collaboration and decarbonization despite institutional misalignments between home and host country regulatory frameworks.
A pilot stage of semi-structured interviews in Kazakhstan among industry practitioners, government bodies, and ESG specialists will establish research protocols. The primary phase will involve interviews with 20+ industry practitioners, ESG consultants, and sustainability experts from Fortune 500 Global O&G companies. Interview data will be analysed using thematic analysis to identify how executive perceptions of collaboration translate into business model innovations across value propositions, revenue streams, partnerships, and key activities.
Preliminary findings are anticipated to reveal a gap between firms' recognition of collaboration necessity and their capacity to execute coordinated partnerships. Governance structures and decision-making processes may constrain collaboration despite policy clarity needs. These insights will contribute to strategic management and business model innovation literatures by demonstrating that successful decarbonization depends critically on how organisational leaders cognize and mobilise external stakeholder relationships. The study offers practical implications for energy company leadership and policymakers aligning corporate sustainability transitions with institutional development priorities.