Jalving, Carmen (2026) The role of organizational factors in integrating emission reduction initiatives in the oilfield services sector. Master thesis, Sustainable Entrepreneurship (SE).
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Abstract
Sustainability-oriented innovation is increasingly important for industrial organizations facing pressure to reduce emissions while maintaining safe, reliable and cost-efficient operations. However, emission reduction initiatives only become meaningful when they move beyond separate projects and become embedded in everyday decisions, routines and work practices. This thesis examines how leadership commitment, organizational culture and employee engagement enable or constrain the integration of emission reduction initiatives within a medium-sized oilfield services organization. Organizational structure and inertia are treated as contextual conditions that shape this integration process. Eleven semi-structured interviews were conducted with participants representing executive leadership, operations, finance, quality, health, safety and environment (QHSE), business development, project leadership, engineering and human resources. The data were analysed using thematic analysis, combining deductive codes based on the theoretical framework with inductive codes emerging from the interview data. The findings show that leadership commitment is the clearest enabler of integration, as it legitimizes investment, experimentation and strategic attention for emission reduction. Organizational culture also enables integration when emission reduction is perceived as practical, safe, technically reliable and aligned with existing operational priorities. Employee engagement supports integration when employees understand why emission reduction matters and how it connects to their daily work. However, integration is constrained by uneven internal communication, limited employee awareness, cost pressure, client dependency, technical feasibility and established routines. The thesis concludes that emission reduction integration in oilfield services is not only a technological challenge, but an organizational embedding process shaped by leadership, culture, engagement and contextual conditions
| Item Type: | Thesis (Master) |
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| Name supervisor: | Cardoso Chrispim, M. and Kilian, S.K. |
| Date Deposited: | 15 Jun 2026 13:45 |
| Last Modified: | 15 Jun 2026 13:45 |
| URI: | https://campus-fryslan.studenttheses.ub.rug.nl/id/eprint/851 |
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