| Summary/Abstract |
Despite Qatar's National Vision 2030 implementation, several organisations within the oil and gas sector still have difficulties in embedding sustainability agenda in their systems and processes. There is, also, a paucity of empirical research on the key challenges Qatar oil and gas organisations face in embedding sustainable strategies to improve competitiveness – which is the core raison d’être of this paper. A qualitative approach was adopted to collect and analyse data based on 24 interviewees from eight organisations. Six key challenges hindering the implementation of sustainability strategies. They are: stakeholders' issues, volatility of price, resistance to change, knowledge and awareness, initial cost and strategic issues. Furthermore, the graph theoretic and matrix approach was applied to evaluate the challenges inhibiting the implementation of sustainability strategies within the Qatar oil and gas industry. The results show that strategic issues represent a greatest challenge when compared to other challenges.
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