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To Explore the effect of talent management strategic approach on the performance of oil and gas multinational corporations: A case study of Saudi Arabia / ABDULLAH ALSHEHRI

Swansea University Author: ABDULLAH ALSHEHRI

  • E-Thesis – open access under embargo until: 3rd September 2030

DOI (Published version): 10.23889/SUthesis.70400

Abstract

Saudi Arabia’s multinational oil and gas sector is pivotal to the nation’s economic development; however, challenges persist in attracting, engaging, and retaining talent within this sector. A limited increase in qualified local talent, coupled with evolving organisational needs, restricts workforce...

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Published: Swansea, Wales, UK 2025
Institution: Swansea University
Degree level: Doctoral
Degree name: Ph.D
Supervisor: Mulyata, John ; Boy, Frederic
URI: https://cronfa.swan.ac.uk/Record/cronfa70400
first_indexed 2025-09-18T16:18:28Z
last_indexed 2025-09-19T14:53:00Z
id cronfa70400
recordtype RisThesis
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The implementation of strategic talent management practices remains limited, affected by national policies, inconsistencies in execution, and alignment with long-term objectives. This study explores the effect of strategic talent management approaches on organisational performance within multinational oil and gas corporations operating in Saudi Arabia. Existing research predominantly focuses on conceptual perspectives of talent management within developed economies, leaving a notable gap in empirical studies within emerging markets such as Saudi Arabia. There is insufficient research examining the long-term effects of talent management strategies on organisational performance and their alignment with national objectives within the oil and gas sector. This research addresses this gap by investigating how talent management practices&#x2014;recruitment, engagement, and retention&#x2014;are adopted, adapted, operationalised, and perceived by stakeholders to support organisational performance. The study employs the Resource-Based View and Expectancy Theory as complementary lenses to understand how strategic talent management drives competitive advantage within policy-constrained environments. The thesis adopted a qualitative case study methodology using semi-structured interviews with 68 participants, which comprised of senior and middle managers and employees through purposive and snowball sampling strategies to gather insights into strategic talent management practices. Thematic analysis was used and was supported by NVivo software to assist in organising and coding the data. The findings revealed that talent management is perceived as a strategic driver of competitive advantage, with leadership support influencing its effective adaptation. Strategic approaches prioritised internal recruitment and mobility, engagement initiatives, and structured retention mechanisms, supported by talent pools and transparent performance appraisal systems, to ensure sustainability, motivation, and workforce development. Challenges identified include national policy constraints, strategic misalignment, talent shortages, and retention difficulties. The study concludes that effective talent management practices contribute to enhanced organisational performance by promoting workforce stability, engagement, and leadership pipeline development. 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spelling 2025-09-18T17:41:36.6481889 v2 70400 2025-09-18 To Explore the effect of talent management strategic approach on the performance of oil and gas multinational corporations: A case study of Saudi Arabia 6a892a592c20bbd21efa84e700150196 ABDULLAH ALSHEHRI ABDULLAH ALSHEHRI true false 2025-09-18 Saudi Arabia’s multinational oil and gas sector is pivotal to the nation’s economic development; however, challenges persist in attracting, engaging, and retaining talent within this sector. A limited increase in qualified local talent, coupled with evolving organisational needs, restricts workforce sustainability and development. The implementation of strategic talent management practices remains limited, affected by national policies, inconsistencies in execution, and alignment with long-term objectives. This study explores the effect of strategic talent management approaches on organisational performance within multinational oil and gas corporations operating in Saudi Arabia. Existing research predominantly focuses on conceptual perspectives of talent management within developed economies, leaving a notable gap in empirical studies within emerging markets such as Saudi Arabia. There is insufficient research examining the long-term effects of talent management strategies on organisational performance and their alignment with national objectives within the oil and gas sector. This research addresses this gap by investigating how talent management practices—recruitment, engagement, and retention—are adopted, adapted, operationalised, and perceived by stakeholders to support organisational performance. The study employs the Resource-Based View and Expectancy Theory as complementary lenses to understand how strategic talent management drives competitive advantage within policy-constrained environments. The thesis adopted a qualitative case study methodology using semi-structured interviews with 68 participants, which comprised of senior and middle managers and employees through purposive and snowball sampling strategies to gather insights into strategic talent management practices. Thematic analysis was used and was supported by NVivo software to assist in organising and coding the data. The findings revealed that talent management is perceived as a strategic driver of competitive advantage, with leadership support influencing its effective adaptation. Strategic approaches prioritised internal recruitment and mobility, engagement initiatives, and structured retention mechanisms, supported by talent pools and transparent performance appraisal systems, to ensure sustainability, motivation, and workforce development. Challenges identified include national policy constraints, strategic misalignment, talent shortages, and retention difficulties. The study concludes that effective talent management practices contribute to enhanced organisational performance by promoting workforce stability, engagement, and leadership pipeline development. It recommends that senior leaders and human resources practitioners prioritise consistency, strategic alignment, transparent appraisal systems, and employee-centred engagement and retention initiatives to enhance talent sustainability and operational excellence within Saudi oil and gas multinational corporations. E-Thesis Swansea, Wales, UK Talent Management, Strategic Approaches, MNCs, Performance, Organisational Challenges 3 9 2025 2025-09-03 10.23889/SUthesis.70400 ORCiD identifier: https://orcid.org/0009-0004-6639-0117 COLLEGE NANME COLLEGE CODE Swansea University Mulyata, John ; Boy, Frederic Doctoral Ph.D Jazan University, Saudi Arabia 2025-09-18T17:41:36.6481889 2025-09-18T17:13:50.4625766 Faculty of Humanities and Social Sciences School of Management - Business Management ABDULLAH ALSHEHRI 1 Under embargo Under embargo 2025-09-18T17:32:23.1929252 Output 6536141 application/pdf E-Thesis – open access true 2030-09-03T00:00:00.0000000 Copyright: The Author, Abdullah M. Alshehri, 2025. true eng
title To Explore the effect of talent management strategic approach on the performance of oil and gas multinational corporations: A case study of Saudi Arabia
spellingShingle To Explore the effect of talent management strategic approach on the performance of oil and gas multinational corporations: A case study of Saudi Arabia
ABDULLAH ALSHEHRI
title_short To Explore the effect of talent management strategic approach on the performance of oil and gas multinational corporations: A case study of Saudi Arabia
title_full To Explore the effect of talent management strategic approach on the performance of oil and gas multinational corporations: A case study of Saudi Arabia
title_fullStr To Explore the effect of talent management strategic approach on the performance of oil and gas multinational corporations: A case study of Saudi Arabia
title_full_unstemmed To Explore the effect of talent management strategic approach on the performance of oil and gas multinational corporations: A case study of Saudi Arabia
title_sort To Explore the effect of talent management strategic approach on the performance of oil and gas multinational corporations: A case study of Saudi Arabia
author_id_str_mv 6a892a592c20bbd21efa84e700150196
author_id_fullname_str_mv 6a892a592c20bbd21efa84e700150196_***_ABDULLAH ALSHEHRI
author ABDULLAH ALSHEHRI
author2 ABDULLAH ALSHEHRI
format E-Thesis
publishDate 2025
institution Swansea University
doi_str_mv 10.23889/SUthesis.70400
college_str Faculty of Humanities and Social Sciences
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hierarchy_top_id facultyofhumanitiesandsocialsciences
hierarchy_top_title Faculty of Humanities and Social Sciences
hierarchy_parent_id facultyofhumanitiesandsocialsciences
hierarchy_parent_title Faculty of Humanities and Social Sciences
department_str School of Management - Business Management{{{_:::_}}}Faculty of Humanities and Social Sciences{{{_:::_}}}School of Management - Business Management
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description Saudi Arabia’s multinational oil and gas sector is pivotal to the nation’s economic development; however, challenges persist in attracting, engaging, and retaining talent within this sector. A limited increase in qualified local talent, coupled with evolving organisational needs, restricts workforce sustainability and development. The implementation of strategic talent management practices remains limited, affected by national policies, inconsistencies in execution, and alignment with long-term objectives. This study explores the effect of strategic talent management approaches on organisational performance within multinational oil and gas corporations operating in Saudi Arabia. Existing research predominantly focuses on conceptual perspectives of talent management within developed economies, leaving a notable gap in empirical studies within emerging markets such as Saudi Arabia. There is insufficient research examining the long-term effects of talent management strategies on organisational performance and their alignment with national objectives within the oil and gas sector. This research addresses this gap by investigating how talent management practices—recruitment, engagement, and retention—are adopted, adapted, operationalised, and perceived by stakeholders to support organisational performance. The study employs the Resource-Based View and Expectancy Theory as complementary lenses to understand how strategic talent management drives competitive advantage within policy-constrained environments. The thesis adopted a qualitative case study methodology using semi-structured interviews with 68 participants, which comprised of senior and middle managers and employees through purposive and snowball sampling strategies to gather insights into strategic talent management practices. Thematic analysis was used and was supported by NVivo software to assist in organising and coding the data. The findings revealed that talent management is perceived as a strategic driver of competitive advantage, with leadership support influencing its effective adaptation. Strategic approaches prioritised internal recruitment and mobility, engagement initiatives, and structured retention mechanisms, supported by talent pools and transparent performance appraisal systems, to ensure sustainability, motivation, and workforce development. Challenges identified include national policy constraints, strategic misalignment, talent shortages, and retention difficulties. The study concludes that effective talent management practices contribute to enhanced organisational performance by promoting workforce stability, engagement, and leadership pipeline development. It recommends that senior leaders and human resources practitioners prioritise consistency, strategic alignment, transparent appraisal systems, and employee-centred engagement and retention initiatives to enhance talent sustainability and operational excellence within Saudi oil and gas multinational corporations.
published_date 2025-09-03T05:30:46Z
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score 11.089572

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