Application of Conflict Management Frameworks in Nigerian Oil and Gas Companies

This study critically evaluates the application of established conflict management frameworks within Nigerian oil and gas companies operating in the South South geopolitical zone, with specific reference to companies in Rivers and Delta states. Oil and gas operations generate multi-layered conflicts involving community relations, environmental disputes, contractor disagreements, and labour grievances. Despite extensive corporate social responsibility investments, conflict incidents remain frequent and costly. Employing a professional practice research design, data were collected through semi-structured interviews with 35 community relations managers, legal officers, and conflict management practitioners across five major oil companies, supplemented by analysis of community grievance registers and corporate conflict management policy documents from 2021 to 2024. The theoretical framework draws from the Thomas-Kilmann conflict mode instrument and the stakeholder management theory. Findings reveal that while oil companies have adopted corporate conflict management policies, application is inconsistent, with community engagement officers often receiving inadequate training in interest-based conflict management and defaulting to positional bargaining approaches. The study identifies a gap between written corporate conflict frameworks and field-level implementation, exacerbated by high staff turnover in community relations roles. Recommendations include mandatory professional training in conflict management for all community liaison officers, establishing independent conflict review panels for communities, and incorporating conflict management performance indicators into executive accountability frameworks. Keywords: conflict management, oil and gas, Nigeria, community relations, stakeholder management.