Prizes & Awards
2005 The Case Centre Best-selling Case in the Category 'Human Resource Management / Organisational Behaviour'
2003 The Case Centre Best-selling Case in the Category 'Human Resource Management / Organisational Behaviour'
2002 The Case Centre Best-selling Case in the Category 'Human Resource Management / Organisational Behaviour'
Winner of the Case Centre Awards and Competitions 2000 in the Category 'Human Resource Management / Organisational Behaviour'
The case looks at the difference in Robert Hortons and David Simons 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 mens 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.
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
- Corporate Transformation
- Corporate Change
- Corporate Culture
- Leadership Styles
- Executive Rate Constellation
- "Teddy Bear" Effect
- National Culture
- Emotional Intelligence
