ORCID

Abstract

The oil and gas industry is vital industry in the world. Specifically, the upstream sector of the oil and gas industry plays a crucial role in the global economy, serving as a primary source of energy and revenue generation. It involves exploration and development activities, where exploration involves identifying petroleum resources, including drilling and seismic surveys. In contrast, production involves a way to extract petroleum from the ground. Moreover, the oil and gas industry is highly competitive and rapidly evolving. Process innovation implementation plays an important role in the success and sustainability of organizations in the oil and gas industries. The successful implementation of process innovation is contingent upon effective talent management practices. Talent management is crucial as it enables organizations to effectively attract, develop and retain the essential employees. Accordingly, in addressing these challenges, top management, middle management, and supervisory level employees need to engage in the decision-making process personally. Nevertheless, there is a lack of research linking talent management practices together and their influences on process innovation implementation.Therefore, the aim of this study is to build and test substantive theory for talent management practices, including talent attraction, talent development, and talent retention and their impact on the process innovation implementation in the Upstream Oil and Gas sector. This study employed a mixed-methods approach, incorporating triangulation through interviews. A total of 291 valid responses were collected in the quantitative phase to analyse the causal relationships between the study variables using partial least squares structural equation modelling (PLS-SEM). Subsequently, 15 interviews were conducted with top management, middle management, and supervisory level employees during the qualitative phase, which were analysed thematically to provide insights into the findings from the quantitative stage. The findings from the quantitative stage demonstrated that talent management practices (attraction, development, and retention) have a positive effect on process innovation implementation. Additionally, the qualitative results supported and validated the outcomes of the quantitative analysis.These results contribute significantly to the body of knowledge regarding the relationship between talent management practices and process innovation implementation. Additionally, the results provide a better understanding of how these practices influence process innovation implementation. In terms of practical implication, the findings provide numerous recommendations for researchers, decision-makers, policymakers, regulations, managers, executives, and trainers. Lastly, the study outlines its limitations and offers recommendations for future research.

Document Type

Thesis

Publication Date

2025

Embargo Period

2025-07-02

Creative Commons License

Creative Commons Attribution-NonCommercial 4.0 International License
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License

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