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Building a transnational organization for BP Oil

Article Abstract:

The high level change process of the BP Oil known as the International Management Process, an offshoot of the changes in its management structure, process and culture under the banner Project 1990, is discussed. The reduction of overhead costs and the development of an effective framework through which recently expanded business could be managed were its main task. The resulting management structure was formulated and thoroughly understood by the same managers who are now using it. Thus, organizational commitment is ensured.

British Petroleum Company PLC.BP Oil U.K.

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Eight strategic decisions that weakened Gulf Oil

Article Abstract:

The reasons and processes involved in the merger of Gulf Oil Corp with Chevron were evaluated. This involves an analysis of the strategic decision processes on eight criticalevents during its 30-year existence. Forty senior corporate executives were interviewed for the data used in the study. It was found that the decline of the company is rooted in its internal dynamics, organizational complexities andthe paradoxical situations executives placed in.

Crude petroleum and natural gas, Research, Analysis, Case studies, Strategic planning (Business), Gulf Oil Corp.

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Mobil's Slick?

Article Abstract:

Mobil Oil Corp. has asked for approval to spin off part of its oil and gas reserves into a royalty trust. The industry is puzzled because it takes a dim view of royalty trusts. Mobil may be trying to placate stockholders or it might be trying to damage the concept of royalty trusts.

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