THE JAMES A. BAKER III INSTITUTE FOR PUBLIC POLICY RICE UNIVERSITY THE INTERNATIONAL OIL COMPANIES BY AMY MYERS JAFFE WALLACE S. WILSON FELLOW IN ENERGY STUDIES JAMES A. BAKER III INSTITUTE FOR PUBLIC POLICY RONALD SOLIGO, PH.D. PROFESSOR OF ECONOMICS, RICE UNIVERSITY RICE SCHOLAR, JAMES A. BAKER III INSTITUTE FOR PUBLIC POLICY PREPARED IN CONJUNCTION WITH AN ENERGY STUDY SPONSORED BY JAPAN PETROLEUM ENERGY CENTER AND THE JAMES A. BAKER III INSTITUTE FOR PUBLIC POLICY NOVEMBER 2007
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Restructuring in the Oil and Gas Industry: Implications for HR Practitioners BY ISAH MOHAMMED ABBASS Department of Political Science, Ahmadu Bello University, Zaria, Nigeria isaabbas@yahoo.com Abstract Management of people and organizations requires some specialist attributes. In managing these vital resources, there has to be a distinctive philosophy of providing and enhancing people-oriented organizational programmes. Restructuring is one of such activities or programmes. This
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OIL COMPANY CRISIS Managing Structure, Profitability, and Growth Nick Antill and Robert Arnott Oil Company Crisis Managing structure, profitability and growth NICK ANTILL and ROBERT ARNOTT SP 15 Oxford Institute for Energy Studies 2002 The contents of this paper are the authors’ sole responsibility. They do not necessarily represent the views of the Oxford Institute for Energy Studies or any of its Members. Copyright © 2003 Oxford Institute for Energy Studies (Registered Charity
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POSITIVE ACCOUNTING THEORY, POLITICAL COSTS AND SOCIAL DISCLOSURE ANALYSES: A CRITICAL LOOK Markus J. Milne Accountancy and Business Law University of Otago Dunedin New Zealand Ph: 64-3-479-8120 Fax: 64-3-479-8450 Email: mmilne@commerce.otago.ac.nz POSITIVE ACCOUNTING THEORY, POLITICAL COSTS AND SOCIAL DISCLOSURE ANALYSES: A CRITICAL LOOK* ABSTRACT This paper critically reviews the literature seeking to establish evidence for a positive accounting theory of corporate social disclosures
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Environmental Problem: Defined The environmental issue that my research will focus on is the continued use of fossil fuels as the primary energy source by our global economy: regardless of the proven adverse impacts, from our reliance on these nonrenewable resources; and in consideration of the circumstances regarding the existence of viable alternative sources of energy, given the application of equivalent technologies applied to their systems of conversion. The focus of this paper is not to identify
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WAL-MART'S SUPPLY CHAIN MANAGEMENT PRACTICES Do No tC op y OPER - 020 This case was written by P. Mohan Chandran, under the direction of Vivek Gupta, ICFAI Center for Management Research (ICMR). It is intended to be used as a basis for class discussion rather than to illustrate either effective or ineffective handling of a management situation. The case was compiled from published sources. 2003, ICFAI Center for Management Research. All rights reserved. No part of this
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Climate Change and Corporate Environmental Responsibility Dewan Mahboob Hossain (1) Jahangir Alam Chowdhury (2) (1) Dewan Mahboob Hossain Assistant Professor Department of Accounting & Information Systems University of Dhaka, Dhaka, Bangladesh Email: dewanmahboob@univdhaka.edu (2) M. Jahangir Alam Chowdhury, PhD (Stirling, UK) Professor, Department of Finance, and Executive Director Center for Microfinance and Development University of Dhaka Dhaka - 1000, Bangladesh. Email: mjac_dubd@yahoo
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3 Industry Analysis: The Fundamentals When a management with a reputation for brilliance tackles a business with a reputation for poor fundamental economics, it is the reputation of the business that remains intact. —Warren Buffett, Chairman, Berkshire Hathaway The reinsurance business has the defect of being too attractive-looking to new entrants for its own good and will therefore always tend to be the opposite of, say, the old business of gathering and rendering dead horses that always tended
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3 Industry Analysis: The Fundamentals When a management with a reputation for brilliance tackles a business with a reputation for poor fundamental economics, it is the reputation of the business that remains intact. —Warren Buffett, Chairman, Berkshire Hathaway The reinsurance business has the defect of being too attractive-looking to new entrants for its own good and will therefore always tend to be the opposite of, say, the old business of gathering and rendering dead horses that always tended
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process to develop and revise future-oriented strategies that allow an organization to achieve its objectives, considering its capabilities, constraints, and the environment in which it operates. Diagnosis includes: (a) performing a situation analysis (analysis of the internal environment of the organization), including identification and evaluation of current mission, strategic objectives, strategies, and results, plus major strengths and weaknesses; (b) analyzing the organization's external environment
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