Business Strategy Case Study Analysis



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Table of Contents

  1. Demonstration of knowledge and understanding. 2
  2. Knowledge and understanding. 2

Research design. 2

  1. Principles behind the circulation of academic knowledge. 2
  2. Demonstration of skills and abilities. 2
  3. Individual research ideas and its potential applicable quality to PhD.. 2
  4. Production of research work with consistent standard. 2

Communicating to the specialist and non-specialist audience. 2

Reference List 3




Question 1

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:

  1. The failure of social responsibilities by Petrobras where the company has been identified in the case study scenario that they are prone to causing environmental damages, something that does violate the aspect of sustainable business managements that considers all the aspects of social responsibilities to ensure that everything is conducted without tampering with the natural resources. Since the scientific and academic community is also one of their stakeholders, the aspect of reportedly causing spillage at its offshore drilling facilities something that has been damaging of the overall developments of the conflicts that had arises between the stakeholders’ expectations and their interests (Witzel, 2017).
  2. The Lava Jato or the ‘operation carwash” and its effective initiation had revealed a massive numbers of corrupting activities within the disciplines of the company. Around 300 people had been convicted for the crimes. Something that violates the corporate governance of the organisations and also raise conflicts between the stakeholder’s expectations and interests. As stakeholders, their primary intention is to have a realised products and how they make use of it. This alone does lead to massive conflicts where the president of the country Lula da Silva along with other high-profile individuals have been convicted an sentenced to prison, something that violates the corporate responsibilities of the stakeholders and contribute further to the developments of the conflicts (TORGA et al. 2021).
  3. The off-timely disclosure of the financial reports have also been another areas where the conflict between the stakeholders’ interests and the expectations have been a major concern. Although, according to the case study, there has been an annual report on the sustainability records however, the inconsistency on its timely reveal or publications leads to an assumptions that the financial disclosure is pretty rare and inconsistent form the company’s end something that is against the stakeholder’s interests (Silvestre et al. 2018).
  4. The political insistence on the company’s production and project selections have inflated the cost base of the company something that had raised a tension and a conflict amongst the stakeholders. However, despite that the extensive amount of pressure by the government on the company to keep its domestic fuel price lower than its international market had raised another cost-oriented conflict amongst the stakeholder’s eventually (Santiago Juaçaba, 2018).
  5. After Pedro Parente has been selected as the CEO officially for Petrobras, the company then ran into the problems all over again because of the financial recession that the country was going through, which is why the company had to increase the fuel price, reportedly the second highest ever. This alone led to the conflict between the stakeholders and the Brazilian Trucker Association along with Petrobras employees went on strike and the country had experienced an unstable state as a result of the arising conflict amongst the stakeholders (Sampaio et al. 2018).

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).

Question 2

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:

  1. The first instance is when the CEO of Petrobras, Aldemir Bendine who was found to be associated with the fraudulent and illegal corrupting activities something that had made him sentenced to the jail, this alone changed the entire structure of the company. The overall aspect of having any sorts of complications that have raised since then initiated since he went into the prison (Lima-de-Oliveira, 2020). The company was required to be restructure their business strategies along with the corporate governance and all sorts of social responsibilities within. Th disciplines of the organization (Junior et al. 2017).
  2. With the arrival of the new CEO after Bendine, Pedro Parente who became the new CEO and that had led to the restructuring and new implementations of the strategies and with the company’s business strategies overall were severely impacted and overall have seen some of the consistent sense of changes something that had led to the developments of the overall improvements of the consistent developments of the credible aspect of strategic alterations that made Petrobras to effectively act against such shifts and transitions and restructure everything accordingly (Hartmann and Ramaswamy, 2021).
  3. Bendine’s market-oriented strategy is what made Petrobras made the rise if prices of the fuel within Brazin the second highest ever something that had led to the developments of selling all the assets and cutting down all sorts of budgets related aspects. The hiring of the manager is also something that has been strategized by this to ensure that o political connection is involved and all sorts of economic rationality could dictate his strategy (Gielfi et al. 2017). The aspect of petrol pricing and the independence from any sorts of politics is what Bendine had decided to go along to makes sure that the company is able to control the prices of petrol and the market-oriented strategy that he had adapted earlier is being followed through.
  4. The economic crisis between 2014-16 has been another aspect of where the overall developments of strategic changes that have contributed to the development of overall strategic developments of the company within the disciplines of the organisational changes (Costa et al. 2020). The shifts and the changes in the environment and as well as in the economy has been some of the effective aspect of why the considerable changes have also affected the company.
  5. From the profit and organization oriented to market strategic implementations have contributed to the consistent strategic changes that the company’s business ownership overall has had. The frequent changes in the business ownership that had contributed to the development of strategic changes, improvements, developments of even declines (Costa, 2018).

Reference List

Costa, L.M., 2018. Corruption and corporate social responsibility codes of conduct: The case of Petrobras and the oil and gas sector in Brazil. Rule of Law and Anti-Corruption Center Journal2018(1), p.6.

Costa, M.C., de Passos, G.A. and Ryngelblum, A.L., 2020. Gradual institutional change and media influence: The case of Petrobras in Brazil. Journal of Public Affairs20(1), p.e1969.

Gielfi, G.G., Furtado, A.T., de Campos, A.S. and Tijssen, R., 2017. University-industry research collaboration in the Brazilian oil industry: the case of Petrobras. Revista brasileira de inovação16(2), pp.325-350.

Hartmann, J., Inkpen, A. and Ramaswamy, K., 2021. The oil and gas industry: finding the right stance in the energy transition sweepstakes. Journal of Business Strategy.

Junior, F.H., Galleli, B., Gallardo-Vázquez, D. and Sánchez-Hernández, M.I., 2017. Strategic aspects in sustainability reporting in oil & gas industry: The comparative case-study of Brazilian Petrobras and Spanish Repsol. Ecological Indicators72, pp.203-214.

Lima-de-Oliveira, R., 2020. Corruption and local content development: Assessing the impact of the Petrobras’ scandal on recent policy changes in Brazil. The Extractive Industries and Society7(2), pp.274-282.

Martins Brelaz de Castro, A., 2017. Essays on the oil and gas industry in Brazil: institutional deviances in petrobras.

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 Policy110, pp.525-533.

Queiroz, L.F.R.B. and Macadar, M.A., 2020, September. Petrobras’ operation center: an oil and gas Brazilian company case. In Proceedings of the 13th International Conference on Theory and Practice of Electronic Governance (pp. 819-822).

Ramírez-Cendrero, J.M. and Paz, M.J., 2017. Oil fiscal regimes and national oil companies: A comparison between Pemex and Petrobras. Energy Policy101, 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 Review5(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 & innovation13(1), pp.66-74.

Santiago Juaçaba, R., 2018. The Contingency effect of national culture on corruption: a comparative case study of Petrobras and Statoil (Master’s thesis, NTNU).

Silvestre, H.C., Gomes, R.C., Lamba, J.R. and Correia, A.M., 2018. Implementation of Brazil’s energy policy through the national oil company: From institutional chaos to strategic order. Energy policy119, pp.87-96.


Witzel, M., 2017. Petrobras-Economic overview.

Yabiko, R.F. and Bone, R.B., 2018. Derailed locomotive? Petrobras investments and economic growth in Brazil. International Journal of Production Management and Engineering6(1), pp.47-55.

Whittington, R., Regnér, P., Angwin, D., Johnson, G. and Scholes, K., 2020. Exploring Strategy Text and Cases. Pearson UK.


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