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Prize winner
Published by:
Copenhagen Business School (CBS) (2014)
Length:
26 pages
Data source:
Published sources
Abstract:
The case deals with the rather tumultuous executive leadership changes of British Petroleum (BP) over the past decade from 2005 to 2014 in the wake of two dramatic incidents: The Texas City refinery explosion in 2005 and the explosion of the oil rig Deepwater Horizon in the Mexican Gulf in 2010. The company started with a venturous search for oil in Iran in the early 1900s to eventually become a multinational oil and gas conglomerate among the world’s largest energy companies. The company grew by developing oil fields around the world including demanding locations like Alaska, the North Sea and the Mexican Gulf and pursuing an ambitious acquisition strategy soaking up significant assets and brands in North America and elsewhere. The case describes the circumstances around the incidents that triggered the executive changes and considers the economic and environmental effects of prevailing policy guidelines and governance practices. The case captures the intricacies of corporate management and provides a realistic overview of the complexities that often surround leadership approaches and executive decisions. Hence, it can be used in various graduate and executive courses in strategic management, leadership development and corporate governance that all grapple with issues of responsible ethical behaviour. This case is part of the CBS free case collection (visit www.thecasecentre.org/CBSfreecases for more information on the collection). This case has been featured on our website, click to view the article.
Learning objectives:
1. Reconsider how top management and the board of directors influence the strategic development of large complex organisations operating in dynamic and highly competitive global markets. 2. Think about how strategic direction and intended actions in the corporation are developed in large organisations and subsequently executed throughout all the many corporate divisions, entities and departments. 3. Consider how principles of value-based management may influence the strategy-making process and to what extent this can be supported by issuance of formal ethical guidelines and codes of conduct. 4. Discuss the value of environmental consciousness in business activities and consider how corporate leadership can impose sensible environmental policies that work by achieving the intended behaviours. 5. Discuss how an organisation can achieve responsible behaviours whether through executive conduct, cultural traits, corporate values, mission statement, ethical guidelines, official policies, incentive structures, etc.
Settings:
US, Energy, oil, 2005-2013, 85,000 employees
Prizes won:
2018 - The Case Centre Awards - Category winner
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