Exploring collaboration at a board of director and executive team level: a case study of Al Maha Petroleum

<p dir="ltr">In light of the ongoing oil and gas sector reforms in the Middle East, characterized by a pressing need for economic diversification and sustainable practices, collaborative endeavours between boards of directors and executive management assume critical importance. This case study focuses on Al Maha Petroleum, examining the intricate challenges encountered in fostering collaboration, particularly amidst the clash between the organization's long-term renewable energy aspirations and its immediate corporate imperatives.</p><p dir="ltr">Grounded in Social Identity Theory (Tajfel & Turner, 1979), this research provides insights into how identity, group dynamics, and power relationships influence board-executive interactions. By examining how identification with group roles affects collaboration and decision-making, Social Identity Theory serves as a lens to understanding how shared identity can foster cohesion or, conversely, amplify divides within leadership groups (Ashforth & Mael, 1989). This perspective is critical in analyzing corporate governance structures that facilitate effective strategic alignment within complex organizational environments (Haslam et al., 2003; Hogg, 2001).</p><p dir="ltr">Employing a qualitative approach, this study gathered data through semi-structured interviews and observations of board and executive meetings, focusing on Al Maha’s board structure, communication practices, and collaborative processes. Key themes, including strategic leadership, diversity, and structured interactions, were identified as significant factors influencing the effectiveness of collaboration. The study also highlights how strategic leadership and board diversity enhance collaboration, while areas such as direct communication and structured collaborative practices offer potential for improvement.</p><p dir="ltr">Findings from this research underline both strengths, such as board diversity and effective communication, and opportunities for enhancing collaboration through structured practices. The study presents actionable recommendations aimed at advancing Al Maha Petroleum’s transition towards sustainable energy practices, thereby contributing to the broader goals of resilience and adaptability within the energy sector.</p>