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BP and the Gulf of Mexico Oil Spill

Author: Roberto, Michael A.
Product Type: Cases
Source: Richard Ivey School of Business
Publication Year: 2011

Faculty Rating: 4 stars4 stars4 stars4 stars4 stars [1 Faculty Rating] 1326 views

On the night of April 20, 2010, a series of explosions rocked the Deepwater Horizon oil rig in the Gulf of Mexico. The case describes how Tony Hayward and his predecessor, John Browne, led the firm and shaped the culture during the past two decades. In addition, the case explains how the regulatory environment and political forces shaped decision-making in the oil industry. The case concludes by examining the aftermath of the accident, particularly the public relations miscues that BP experienced as it tried to manage the crisis.

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Weighing the Risks in South American Basic Materials

Authors: Gurlit, Wieland; Mencarini, Eduardo; Montealto, Ricardo
Product Type: Journal Articles
Source: The McKinsey Quarterly
Publication Year: 2007

[This document has not yet been rated] 1283 views

Multinational companies remain wary of political and macroeconomic risk in Latin America. Yet the region is full of attractive opportunities...

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In Too Deep: BP and the Drilling Race That Took it Down

Authors: Reed, Stanley; Fitzgerald, Alison
Product Type: Books / Book Chapters
Source: Bloomberg Press
Publication Year: 2011

[This document has not yet been rated] 1280 views

In 2005, fifteen workers were killed when BP's Texas City Refinery exploded. In 2006, corroded pipes owned by BP led to an oil spill in Alaska. In 2010, eleven men drilling for BP were killed in the blowout of the Macondo well in the Gulf of Mexico. What's next? The authors answer not only that question, but also examine why these disasters happen to BP so much more than other large oil companies.

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Debating the Expropriation of Mexican Oil

Authors: Jones, Geoffrey G.; Wadhwani, R. Daniel
Product Type: Cases
Source: HBSP
Publication Year: 2004

[This document has not yet been rated] 1277 views

This case provides students an historical example of expropriation as one of the risks of foreign direct involvement.

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Global Trends in Energy

Energy and materials companies face a demanding future. They must start preparing for it now.

Authors: Bozon, Ivo J. H.; Campbell, Warren J.; Lindstrand, Mats
Product Type: Journal Articles
Source: The McKinsey Quarterly
Publication Year: 2007

[This document has not yet been rated] 1266 views

To understand the nature of the forces affecting global energy and materials markets, executives in these sectors will have to confront difficult strategic, organizational, operational, and technological choices...

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African Choices

Author: Nnanna, Godwin
Product Type: Magazine / Newspaper Articles
Source: China Dialogue
Publication Year: 2007

[This document has not yet been rated] 1237 views

Many Western companies have irreversibly damaged their reputations in Africa through a tragic disregard for local communities. Chinese corporations can avoid making the same mistakes, says Godwin Nnanna...

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Stakeholders and Corporate Environmental Decision Making: The BP Whiting Refinery Controversy

Author: Stinchfield, Bryan
Product Type: Cases
Source: The CASE Journal
Publication Year: 2010

[This document has not yet been rated] 1223 views

In 2007, BP (British Petroleum) sought and received regulatory approval to expand operations at its Whiting Refinery in northwest Indiana. Had the project gone forward as planned, the refinery would have discharged significantly higher levels of pollutants into Lake Michigan, but would have also contributed to economic development in the region.

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Total’s Carbon Capture and Storage Project at LACQ (A, B)

Risk Opportunity in Public Engagement; Gaining Public Acceptance of New Technology

Authors: McDaniels, Devin; Bowen, Frances
Product Type: Cases
Source: Richard Ivey School of Business
Publication Year: 2011

[This document has not yet been rated] 1213 views

This case series outlines the strategic choices facing Jean-Michel Gires, Total E&P France’s (TEPF) VP sustainable development, in designing and implementing a community engagement strategy.

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A Strategic Response to Investor Activism

Author: Hoffman, Andrew J.
Product Type: Magazine / Newspaper Articles
Source: MIT Sloan Management Review
Publication Year: 1996

[This document has not yet been rated] 1179 views

How can a corporate executive balance social and economic pressures when social activists and corporate investors are the smae people? This is the quandary Amoco Corporation faced when investors repeatedly filed proxy resolutions requesting adoption of the Valdez Principles, ten environmental principles developed by the Coalition for Environmentally Responsible Economies (CERES). The author describes the evolution of the relationship between CERES and Amoco. He shows how Amoco responded strategically to investor activism with corporate activism. He also discusses the three factors determining a company’s response to investor activism: the firm’s culture, the power and influence of the group filing the resolution, and the political climate in which the resolution is filed. Ultimately, responding to investor activism becomes an important aspect of integrating political strategy into competitive strategy.

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Leading Change: An Interview with TXU's CEO

C. John Wilder describes how economic thinking helped him lead TXU out of a regulated mind-set and toward competitive success

Author: Strickland, Warren L.
Product Type: Journal Articles; Interviews
Source: The McKinsey Quarterly
Publication Year: 2007

[This document has not yet been rated] 1174 views

In the 1980s, a massive industrial restructuring of electricity and natural-gas sectors in the U.S. got under way as corporations scurried to position themselves for the coming era of deregulation, volatile energy markets, and intense competition...

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