| Abstract | In recent years, Vietnam has become one of the countries having business environment
attracted rather strongly for foreign investors because of political stability, high economic
growth, low labor etc. That is one of the main reasons for Vietnam to develop its different
economic areas in recent years. In such convenient media, petroleum industry has been
formed, developed and become one of the most attracted investment areas in Vietnam.
From such practice, a joint venture between Vietnam and Soviet Union (Russian
Federation nowadays) called Vietsovpetro was established in 1981 to cooperate in
exploration and production of oil and gas in the continental shelf of the southeast of
Vietnam.
Then, Vietsovpetro has developed rather strongly for about two last decades and become
one of the leading petroleum companies in Vietnam. However, in the other way
Vietsovpetro still exposes a lot fundamental limitations in its operations. One of these
limitations is obsolete current organizational structure that is inflexible, low competitive,
low decision-making and not marching with its current strategy.
In this research, the author would use the concepts and tools of organizational structure and
restructuring theory in order to analyze and evaluate the strengths/weakness of current
organizational structure of Vietsovpetro, determine opportunities/ threats from external
environment to restructure and improve its current organization structure in order to
overcome the above main limitations.
The research uses qualitative method. Primary data is retrieved from the documents of
Vietsovpetro and interviews of its key persons. Supporting data are collected from
magazines, newspapers, and publications. |