BUSINESS STRATEGY: CASE STUDY ANALYSIS IN REGARDS TO PETROBRAS AND THE LIZARDS
Table of Contents
Communicating to the specialist and non-specialist audience. 2
Five key conflicts between stakeholder’s interests and expectations at Petrobras
According to the case study, the thirteen stakeholders have been identified by the Petrobras oil production company Brazil where the key conflicts that have arisen are extremely crucial. These conflicts have contributed to the developments of different organizational complications that Petrobras had experienced over the years. The overall aspect of stakeholders’ positions within the disciplines of the company have been something that has been crucial (Whittington et al. 2018). The stakeholders positioned themselves within the company based on their missions and purposes where two of the main functionalities and objectives of the entire aspect has been corporate governance and social responsibilities, where the strategic implementations have been some of the most notable methods of ensuring that the stakeholder’s interests are sincerely met (Yabiko and Bone, 2018). Some pf the most effective and notable key conflicts that have arisen between the stakeholders’ interests and their expectations in regards to Petrobras are as follows:
Most powerful stakeholders
Stakeholders hold an immense potent position in any organisational discipline, and therefore the aspect of fulfilling their demands, interests and expectations is definitely one of the mission and corporate responsibilities of the organisation something that Petrobras had made sure that they have sincerely conducted, despite all the conflicts that have arisen, using the provided case study scenario. Some of the most relevant owners that stakeholders do possess are the voting powers, legal, political, economic and informational power (Ribeiro et al. 2019). Based on these power they get to make use of the resources effectively and realise the products to secure desired outcomes. Some of the most powerful stakeholders based on the case study and out of all the thirteen they have identified are: Financial committee, activist groups, trade associations, political groups, customers and the government (Ramírez-Cendrero et al. 2017).
Five ways how ownership has influenced the strategies at Petrobras
Ownership is something that does affect the organisational strategies to a great extent. For instance, is the company is constantly changing its owners or if not the actual owners but te business owners the frequent changes in the business strategies would also be equally quite often, something that would lead to an eventual catastrophe and chaotic organizational developments after all it would also lead towards a poor business managements something that would eventually create a massive decline in terms of the consistency in the strategies developments of the company (Queiroz and Macadar, 2020). It would also eventually create an in consistent business managements and developments within the disciplines of Petrobras, that could be potentially be detrimental for the company’s overall developments (Moreno-Pérez et al. 2017). The company however, is owned exclusively by the Government of Brazil, but the CEO and the changes of the same has been a major aspect and reflected the frequent changes that had contributed to the development of strategic changes, improvements, developments of even declines (Martins Brelaz de Castro 2017). Five of the most effective ways how the ownership has changes or influenced the business strategies at Petrobras and they are as follows:
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Moreno-Pérez, O.M., Marcossi, G.P. and Ortiz-Miranda, D., 2017. Taking stock of the evolution of the biodiesel industry in Brazil: Business concentration and structural traits. Energy Policy, 110, pp.525-533.
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Ramírez-Cendrero, J.M. and Paz, M.J., 2017. Oil fiscal regimes and national oil companies: A comparison between Pemex and Petrobras. Energy Policy, 101, pp.473-483.
Ribeiro, C.G., da Silva, G.J.C. and de Fátima Almeida, F., 2019. The irrationality of Petrobras’ divestments in refining. Brazilian Keynesian Review, 5(1), pp.69-98.
Sampaio, R.M. and Bonacelli, M.B.M., 2018. Biodiesel in Brazil: Agricultural R&D at Petrobras Biocombustível. Journal of technology management & innovation, 13(1), pp.66-74.
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Whittington, R., Regnér, P., Angwin, D., Johnson, G. and Scholes, K., 2020. Exploring Strategy Text and Cases. Pearson UK.
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