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Prizes & Awards

2005 ecch Best-selling Case in Human Resource Management / Organisational Behaviour

2003 ecch Best-selling Case in Human Resource Management / Organisational Behaviour

2002 ecch Best-selling Case in Human Resource Management / Organisational Behaviour

Winner of the ecch 2000 European Case Awards, Human Resource Management / Organisational Behaviour Category

Summary

The case looks at the difference in Robert Horton’s and David Simon’s leadership styles in the context of the upheaval of the oil industry in the past 25 years, and the roles the two leaders played in the transformation process at BP. It examines the reasons why, although the two men’s goals were nearly identical, their individual style determined failure for one, and success for the other. The case addresses issues of transformation and national and corporate cultures in a transnational organization.

Teaching objectives

Addressing the concepts of triggers of change and barriers to change Exploring the dynamics of the individual and organizational transformation processes Analyzing the role of the CEO and Chairman in the transformation process Emphasizing the importance of a global mind-set and cultural relativity in transnational organizations Discussing the ways in which corporate culture is shaped and changed, and the corporate culture and values of vanguard companies like BP

Keywords
  • Corporate Transformation
  • Corporate Change
  • Corporate Culture
  • Leadership Styles
  • Executive Rate Constellation
  • "Teddy Bear" Effect
  • National Culture
  • Emotional Intelligence