Book contents
- Frontmatter
- Contents
- Figures
- Tables
- Boxes
- Contributors
- Acknowledgements
- Part I Introduction
- Part II Thematic studies of national oil companies
- Part III National oil company case studies
- 5 Saudi Aramco: the jewel in the crown
- 6 Oil, monarchy, revolution, and theocracy: a study on the National Iranian Oil Company (NIOC)
- 7 Handcuffed: an assessment of Pemex’s performance and strategy
- 8 Kuwait Petroleum Corporation (KPC): an enterprise in gridlock
- 9 China National Petroleum Corporation (CNPC): a balancing act between enterprise and government
- 10 Petróleos de Venezuela, S.A. (PDVSA): from independence to subservience
- 11 Awakening giant: strategy and performance of the Abu Dhabi National Oil Company (ADNOC)
- 12 Brazil’s Petrobras: strategy and performance
- 13 Sonatrach: the political economy of an Algerian state institution
- 14 Norway’s evolving champion: Statoil and the politics of state enterprise
- 15 Gazprom: the struggle for power
- 16 NNPC and Nigeria’s oil patronage ecosystem
- 17 Fading star: explaining the evolution of India’s ONGC
- 18 Petronas: reconciling tensions between company and state
- 19 Angola’s Sonangol: dexterous right hand of the state
- Part IV Conclusions and implications
- Part V Appendices
- References
- Index
18 - Petronas: reconciling tensions between company and state
Published online by Cambridge University Press: 05 January 2012
- Frontmatter
- Contents
- Figures
- Tables
- Boxes
- Contributors
- Acknowledgements
- Part I Introduction
- Part II Thematic studies of national oil companies
- Part III National oil company case studies
- 5 Saudi Aramco: the jewel in the crown
- 6 Oil, monarchy, revolution, and theocracy: a study on the National Iranian Oil Company (NIOC)
- 7 Handcuffed: an assessment of Pemex’s performance and strategy
- 8 Kuwait Petroleum Corporation (KPC): an enterprise in gridlock
- 9 China National Petroleum Corporation (CNPC): a balancing act between enterprise and government
- 10 Petróleos de Venezuela, S.A. (PDVSA): from independence to subservience
- 11 Awakening giant: strategy and performance of the Abu Dhabi National Oil Company (ADNOC)
- 12 Brazil’s Petrobras: strategy and performance
- 13 Sonatrach: the political economy of an Algerian state institution
- 14 Norway’s evolving champion: Statoil and the politics of state enterprise
- 15 Gazprom: the struggle for power
- 16 NNPC and Nigeria’s oil patronage ecosystem
- 17 Fading star: explaining the evolution of India’s ONGC
- 18 Petronas: reconciling tensions between company and state
- 19 Angola’s Sonangol: dexterous right hand of the state
- Part IV Conclusions and implications
- Part V Appendices
- References
- Index
Summary
Introduction
Petroliam Nasional Bhd., or Petronas, is a national oil company (NOC) that strives to operate like an international oil company (IOC). Although the company has had great success, its never-ending tightrope walk of balancing enterprise and politics is generating increasing strains, undermining the corporation’s efforts to firmly establish itself as a serious player among second-echelon oil majors.
Starting off as the sole regulator and manager of the country’s oil and gas sectors in the early 1970s, Petronas is today a fully integrated oil and gas multinational with interests in more than thirty countries. Consider these numbers: Its international operations contributed to roughly 40 percent of income in 2008 and emerged as the single largest contributor to group revenue. By 2013, more than 60 percent of its oil and gas reserves are projected to be in the form of deposits outside Malaysia.
- Type
- Chapter
- Information
- Oil and GovernanceState-Owned Enterprises and the World Energy Supply, pp. 809 - 835Publisher: Cambridge University PressPrint publication year: 2011
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