Abstract
National Oil Companies (NOCs) have increased their global ownership to cover 78% of worldwide oil and gas reserves. We show that this has had observable consequences on the relative market value of competitor groupings. Ownership changes are linked with corresponding changes in corporate value for the period 2005 to 2008, covering 689 companies operating across 79 countries. Competitor groups significantly underperform NOCs, an effect we link to their proportional reduction in global resource ownership, a trend expected to continue to benefit NOCs at the expense of all competitors.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
