Relational changes between Statoil and suppliers in the last sesquidecade

Research in relations management has burgeoned in the last sixty years, and literature has classified attributes of interorganizational relations into two models: The Collaborative, where integrated teams, flexibility, shared information and close relationships are cultivated; and the Adversarial, which bases its premise on market forces, formal communication, and the entitlements of contract. The Norwegian supply and service industry has developed in parallel with Statoil, and both parties have benefited significantly from close interactions in the build-up-phase of the Norwegian petroleum sector. As the industry is maturing, the world is increasingly globalized, and the oil price takes unexpected turns, this close relationship is put to the test. Combining various sources, this study investigates whether these relations have indeed endured, or whether the parties are entering into a more adversarial state of affairs. Founded in established theory, this thesis highlights, point by point, the development of the attributes deemed pertinent to distinguish the two relational models. It is concluded that the relational gap between Statoil and the large Norwegian EPC-contractors have indeed widened in the last sesquidecade. This is explained by elaborating on mechanisms of market forces, historical circumstances, interactions of company and national culture, and the fine balance with which Statoil must both cultivate its suppliers, yet excel commercially