APPLICATION OF THE RESOURCE-BASED VIEW MODEL IN STRATEGIC PLANNING  IN THE OILFIELD SERVICES INDUSTRY: OPPORTUNITIES AND LIMITATIONS

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Timofei A. Beloshitskiy

Ufa State Petroleum Technical University, Ufa, Russia, mohax45@gmail.com, ORCID 0009-0008-6590-8892

 

Abstract. This article examines the opportunities and limitations of applying the Resource-Based View (RBV) to strategic planning in the oilfield services industry. Particular attention is given to the operating environment of companies in Russia’s northern and Arctic regions, where sustainable development, environmental protection, and the management of unique and location-specific resources are of particular importance. The relevance of the study stems from ongoing changes in strategic management practices in response to contemporary challenges, including shorter strategic planning horizons of three to five years, sanctions-related pressures, increasingly stringent environmental regulations, and the need for technological adaptation. The study aims to assess the potential of the RBV as a methodological framework for strengthening the competitiveness of oilfield service companies operating in a highly volatile external environment. The study examines changes in strategic management practices in the oilfield services industry, the conditions required for effective implementation of the RBV, including strategic alignment and compliance with industry standards, such as American Petroleum Institute (API) technical standards and requirements relating to environmental protection, industrial safety, and occupational health, and the capacity of the RBV to support sustainable competitive advantage. The methodological framework combines a systems approach with literature review, content analysis, and synthesis. The findings substantiate the relevance of a resource-based approach to the strategic development of oilfield service companies. Key conditions for effective application of the RBV include the management of complementary and mobile resources, the development of dynamic capabilities to adapt and renew the resource base, and strategic alignment that balances organizational flexibility with strict compliance with industry standards. The study also demonstrates that technical and HSE standards can themselves constitute strategic resources within an RBV framework. The practical significance of the findings lies in their potential use by managers of oilfield service companies to improve strategic planning and develop sustainable competitive advantages through the effective management of distinctive resources and organizational capabilities.

Keywords: oilfield services market, strategic planning, Resource-Based View, oilfield service company

For citation: Beloshitskiy T. A. Application of the Resource-Based View model in strategic planning in the oilfield services industry: Opportunities and limitations. Sever i rynok: formirovanie ekonomicheskogo poryadka [The North and the Market:  Forming the Economic Order], 2026, no. 3, pp. 94–103. doi:10.37614/2220-802X.3.2026.93.006.

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