Blockchain in oil and gas supply chain: navigating drivers and barriers through a dynamic capabilities lens

Purpose Blockchain technology (BCT) is one of the promising and innovative Industry 4.0 technologies that emerged just over a decade ago and the oil and gas (O&G) sector is gradually embracing BCT to advance its supply chain (SC) operations. Oman’s O&G supply chain (OGSC) is embedded in traditional systems that struggle to manage logistics, control spills, address pilferage and handle demand fluctuations. As Oman moves toward implementing BCT technologies in its O&G networks, it is essential to analyse the feasibility of integrating BCT into its OGSC to inform strategic decision-making. This research work is novel in employing dynamic capabilities theory (DCT) to examine how organisations adapt, integrate and reconfigure internal and external resources and competencies to successfully adopt BCT technology within Oman’s OGSC. This study aims to investigate and assess the factors that facilitate and hinder the use of BCT in Oman's OGSC, utilizing the DCT framework to enhance SC operations. Design/methodology/approach The study used primary data collection methods, including interviews and surveys with OGSC experts. The qualitative interview transcripts were analysed using template analysis, while the quantitative survey data were assessed through the analytical hierarchy process (AHP). The latter was applied to provide actionable insights and prioritize the factors that facilitate and hinder BCT implementation in Oman’s OGSC. Findings The template analysis results emphasize the importance of enhancing security, reducing operational costs and improving sustainability as key drivers for implementing BCT in Oman's OGSC. Findings revealed that organisational structure, SC complexity and technological requirements were significant barriers to the adoption of BCT in OGSC. Originality/value The research proposes conducting a strategic planning analysis, holding workshops and training and implementing robust cybersecurity measures as recommendations to minimize barriers to implementing BCT in Oman's OGSC. Based on its generalizations, this work enriches the theoretical and practical literature on OGSC management in nations highly dependent on O&G. This study makes a novel theoretical contribution by demonstrating that adopting DCT within the context of BCT in OGSC can address technological, organisational and SC impediments.