Engaged and energized in the Energy industry

Purpose - The purpose of this paper is to explore engagement of flexpatriates on rotational and regular field assignments in the energy industry, theoretically grounded in the “Four Fundamental Pillars of Engagement”. Design/methodology/approach - In an exploratory case study within a global organisation in the energy industry, in a post-merger/acquisition integration stage, the authors interviewed 24 rotational and regular field assignees of seven different nationalities, residing at nine different global locations. Findings - The results of the case study show that the following newly identified drivers within the “Four Fundamental Pillars of Engagement” are crucial for engagement of flexpatriate rotational and regular field assignees in the energy industry: information, communication and technology; training, learning and growth; support from colleagues and line managers (“capacity to engage”); job ownership/control; respect, recognition and appreciation (“reason to engage”); freedom to be creative and innovative; pride and promises; client satisfaction (“freedom to engage”); alignment between the organisation and the individual (“alignment to engage”), especially in a post-merger and acquisition (M&A) organisational context during a downturn in the oil and gas industry. Research limitations/implications - The case study focused on rotational assignees from one particular organisation in the energy industry, which restricts the generalisability of the findings on engagement of rotational assignees to other organisations, industries and geographies. Practical implications - Organisations in the energy industry that actively promote engagement of rotational assignees, especially during the post-M&A integration stage and economic turmoil, will strengthen their sustainable global competitive advantage. Originality/value - The contribution of this paper is that it presents a refinement and expansion of the drivers of engagement within the “Four Fundamental Pillars of Engagement”, conceptualised in an international post-M&A organisational context during a downturn in the oil and gas industry.