Unpacking the strategy of an energy incumbent: A case study of a Dutch oil and gas company in transition

In recent years a growing number of oil and gas companies have engaged in the energy transition. As a result, it has been claimed that these organisations have the potential to play a significant role in accelerating the energy transition. However, there remains a lack of research into the internal processes through which oil and gas companies establish and develop strategy for such engagement. This research aims to fill that gap through an in-depth, firm-level case study of a large Dutch oil and gas firm. The findings shed light on the internal reorganisation strategy of the firm, highlighting the role of embedded institutional contexts and organisational dynamics. By doing so, this research provides a deeper understanding of the internal processes and contextual factors affecting how and why an oil and gas company can adopt new and varied strategic responses within different low-carbon niches, as well as the boundaries of such engagement.