ABSTRACT
The incomplete resource efficiency of oil and gas (O&G) companies in their imperfect corporate reporting is a relatively new topic gathering researchers' attention because of the increased importance of environmental concerns. The main aim of this article is to aid researchers in understanding the overall trends and shifts in exploring a novel sustainable development method for O&G companies and evaluating it using the example of Lukoil and Gazprom. The study uses a trend analysis method to examine the dynamics of Brent prices to recognise causal connections between the COVID-19 crisis of 2020 and the sanctions crisis of 2022 and their impact on O&G companies' sustainability. Subsequently, the article conducts a quantitative and qualitative study to combine qualitative information on pandemic models with quantitative dynamics of Brent prices and identify their relationship. This article develops a sustainable development method for O&G companies, the novel nature of which consists of digital intellectual monitoring of the sustainability of these companies in public policy practices on Industry 4.0. The article also suggests potential research directions for AI applications to automatically track intelligent data analytic capabilities. The significant findings of this study show that this approach allows for total market coverage and rational decision-making by state regulators and the attentive public. This new method offers a proprietary algorithm and recommendations for energy companies on improving corporate accounting and development of resources policy, assessed using the example of Lukoil and Gazprom.
ABSTRACT
This paper investigates international experiences and perspectives on how entrepreneurs can improve management practices while minimizing the COVID-19 pandemic’s social drama. The paper probes how companies deal with the myriad challenges they face amid the unfolding pandemic and how these processes’ economic and cultural dimensions may exert an enduring effect. A novel dataset analyses how entrepreneurs manage the change of management processes in a sample of ten countries. Three economic impacts on entrepreneurs caused by the pandemic were observed: (1) a deficit as a result of social distancing reduced due to the growth of Internet retailing;(2) a deficit resulting from a fall in demand decreased due to innovations that mitigate this demand-side change;(3) a social crisis in the labour market due to social distance and relocating many employees to remote working practices. In countries with the most considerable number of cases of COVID-19, it is recommended that attitudes towards entrepreneurial risk be raised. In countries with the vastest number of fatal cases per 100,000 people, implications for change management in entrepreneurship are an increase in Internet retailing level, a reduction in entrepreneurial fear of failure, and an increase in entrepreneurial risk awareness. Besides, an anonymous sociological survey among companies’ directors and managers in Russia on management initiatives taken on between late 2020–early 2021 shows that companies maintain a 60.21% readiness for such systemic challenges while their readiness for change increased under the influence of the pandemic. The contribution to the literature of this article lies in rethinking the COVID-19 crisis from the standpoint of social drama, which made it possible to clarify the cause-and-effect relationships of change management in entrepreneurship. For the first time, the paper proposes systemic—socio-economic recommendations for improving the practice of change management against the background of such a social drama.