Leveraging the COVID-19 crisis in making work-from-home a mainstream practice in the oil and gas industry
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Abstract
During the COVID-19 crisis, the oil and gas industry is among industries that face challenges in selling their products and struggling to manage their cash flow. The pressure to improve financial discipline within the oil and gas industry started even before the COVID-19 crisis. This paper validates the feasibility of adopting work-from-home (WFH) as a permanent practice for oil and gas companies in Indonesia and how it will help to reduce costs, enhance employee productivity, and improve their organizational agility. The survey was conducted two weeks after the start of the forced WFH “experiment.” One hundred nine executives from various oil and gas companies in Indonesia took part in the survey. The result of this study resulted in most of the large and established companies in Indonesia, in particular, the oil and gas companies, being slow in adopting this practice. The COVID-19 crisis could be the turning point for wider and lasting adoption of WFH in the oil and gas industry. The survey results validate that business can still run even when their employees are working from home. Also, the survey results showed that a shift of opinion toward accepting WFH as the new normal exists. The survey indicates that many companies have crossed psychological and mental blocks and are receptive to the idea of making WFH part of normal HR practices.
Keywords: WFH; Management; Sustainability; Oil and Gas Industry.
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Khan, B. (2014). The “Sharing Economy” - Disrupting traditional business models. Market Leader.
Konya, K. (2020). SURVEY: How Coworking Spaces are Navigating COVID-19.
Lee, J. R. (2017). Cyber Space and Digital Democracy in South Korea. IOP Conference Series: Materials Science and Engineering. https://doi.org/10.1088/1757-899X/185/1/012001
Metselaar, E. (1997). Assessing the willingness to change: Construction and validation of the DINAMO.
Meyer, E. (2014). The culture map: Breaking through the invisible boundaries of global business. Public Affairs.
Neeley, T. (2015). Global Teams That Work.
Nicola, M., Alsafi, Z., Sohrabi, C., Kerwan, A., Al-Jabir, A., Iosifidis, C., Agha, M., & Agha, R. (2020). The socio-economic implications of the coronavirus pandemic (COVID-19): A review. In International Journal of Surgery. https://doi.org/10.1016/j.ijsu.2020.04.018
Petropoulos, F., & Makridakis, S. (2020). Forecasting the novel coronavirus COVID-19. PLoS ONE, 15((3): e02). https://doi.org/https://doi.org/10.1371/journal.pone.0231236
Rabin, D. (2020). Technology Tip for Working Remotely, Lenovo StoryHub.
Saidah, M., & Rusfian, E. Z. (2020). Hoax management of presidential staff office: An example of government public relations strategies. Jurnal Studi Komunikasi, 4(1), 32. https://doi.org/10.25139/jsk.v4i1.1769
Saludin, N., Karia, N., & Hassan, H. (2013). Green economy: researching working from home in building sector. Journal of Southeast Asian Research, 2013, 1–9.
Setiawan, F. (2020). Will COVID-19 ultimately change the way we work?
Spitzmueller, C Krishnamoorti, R., Flin, R., & Datta, A. (2020). The Energy workforce and Covid-19: Data Driven policy recommendations.
Susilo, D., Indrasari, M., Harliantara, Iristian, J., & Yunus, E. (2020). Managing uncertainty during disaster: Case on typhoon hagibis japan. IOP Conference Series: Earth and Environmental Science. https://doi.org/10.1088/1755-1315/519/1/012015
Susilo, D., Prabowo, T. L., & Putranto, T. D. (2019). Communicating secure based feeling: Content analysis on indonesian police official account. International Journal of Engineering and Advanced Technology. https://doi.org/10.35940/ijeat.F8377.088619
Taiminen, H. M., & Karjaluoto, H. (2015). The usage of digital marketing channels in SMEs. Journal of Small Business and Enterprise Development. https://doi.org/10.1108/JSBED-05-2013-0073
Tuela, M., & Susilo, D. (2017). Hyperreality: Pemaknaan dalam Penggunaan Game Pokemon Go. Jurnal Kajian Media. https://doi.org/10.25139/jkm.v1i1.155
WHO. (2020). Coronavirus disease 2019 (COVID-19) Situation Report – 72.
Yost, C. (2020). What’s your company’s emergency remote work plan?
Zhang, W., Wang, Y., Yang, L., & Wang, C. (2020). Suspending Classes Without Stopping Learning: China’s Education Emergency Management Policy in the COVID-19 Outbreak. Journal of Risk and Financial Management. https://doi.org/10.3390/jrfm13030055
Published
2020-11-19
How to Cite
Dewi, I., & Adiarsi, G. R. (2020). Leveraging the COVID-19 crisis in making work-from-home a mainstream practice in the oil and gas industry. Jurnal Komunikasi Profesional, 4(2). https://doi.org/10.25139/jkp.v4i2.2768
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