Unfolding BP's reframe through reform strategies for politically connected governance practice and geopolitical disruptions

Abstract

This study examines British Petroleum's (BP) strategic framing and deployment of politically connected governance (PCG) practices amidst geopolitical disruptions from 2010 to 2017. Through thematic analysis, the study identifies three PCG practices developed by BP during reputational disruption, regulatory challenges and political upheavals. Each practice, supported by clusters of political and (non‐)executive actors, shares joint expertise and is deployed defensively or proactively amidst geopolitical disruptions. BP's framing strategies, which include responsiveness, compliance and collaboration, aim to alter stakeholders' perceptions. These understandings affect governance code setters, policymakers and related academic literature.