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15 case(s) found.

Shaky Grounds in Indonesia

By  Philipp Meyer-Doyle
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The events in this case, which are fictional, provide a background for class discussion about problem-solving, critical thinking, stakeholder management and crisis management. The case puts students in the position of senior managers of an Indonesian geothermal energy company.

    Published 17 Dec 2019

    Reference 6491

    Length 2 page(s)

    Topic Strategy

    Region Asia

    Industry Oil & Energy

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    Shaky Grounds in Indonesia

    By  Philipp Meyer-Doyle
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    The events in this case, which are fictional, provide a background for class discussion about problem-solving, critical thinking, stakeholder management and crisis management. The case puts students in the position of senior managers of an Indonesian geothermal energy company.
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      Petro DP: Digital Oil Field Technology

      By  Randel Carlock
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      The Petro case deals with the difficulty of making decisions when organizational structures impede the possibility of improving overall efficiency within the organization. It shows how a conflict of interest between two divisions adds to the challenge of influencing the key decision makers.

        Published 29 Jun 2015

        Reference 6114

        Length 3 page(s)

        Topic Strategy

        Region Asia

        Industry Oil & Energy

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        Petro DP: Digital Oil Field Technology

        By  Randel Carlock
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        The Petro case deals with the difficulty of making decisions when organizational structures impede the possibility of improving overall efficiency within the organization. It shows how a conflict of interest between two divisions adds to the challenge of influencing the key decision makers.
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          Board Process Simulation (A)

          By  Stanislav Shekshnia
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          The case offers a role-play simulation in which a team of up to 13 participants acts as a board of directors of a privately-owned national energy company. The board has to make decisions about 1) a foreign-country acquisition proposed by management, 2) a change in executive compensation.

            Published 29 Apr 2013

            Reference 5950

            Length 24 page(s)

            Topic Strategy

            Region Europe

            Industry Oil & Energy

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            Board Process Simulation (A)

            By  Stanislav Shekshnia
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            The case offers a role-play simulation in which a team of up to 13 participants acts as a board of directors of a privately-owned national energy company. The board has to make decisions about 1) a foreign-country acquisition proposed by management, 2) a change in executive compensation.
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              Board Process Simulation (B)

              By  Stanislav Shekshnia
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              The case offers a role-play simulation in which a team of up to 13 participants acts as a board of directors of a privately-owned national energy company. The board has to make decisions about 1) a foreign-country acquisition proposed by management, 2) a change in executive compensation.

                Published 29 Apr 2013

                Reference 5950

                Length 15 page(s)

                Topic Strategy

                Region Europe

                Industry Oil & Energy

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                Board Process Simulation (B)

                By  Stanislav Shekshnia
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                The case offers a role-play simulation in which a team of up to 13 participants acts as a board of directors of a privately-owned national energy company. The board has to make decisions about 1) a foreign-country acquisition proposed by management, 2) a change in executive compensation.
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                  EBX (A): Eike Batista and the X Factor

                  By  L. Felipe Monteiro,  Natalia Montuori,  Rachel Pacheco,  Malu Gaspar
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                  Case A explores the career trajectory of Eike Batista, CEO and founder of EBX, a Brazilian conglomerate focused on mining, oil & gas, shipping and other industries, who is already looking to expand into new markets while his existing businesses are only just moving into an operational phase.

                    Published 25 Jan 2016

                    Reference 5930

                    Length 32 page(s)

                    Topic Strategy

                    Region South America

                    Industry Oil & Energy

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                    EBX (A): Eike Batista and the X Factor

                    By  L. Felipe Monteiro,  Natalia Montuori,  Rachel Pacheco,  Malu Gaspar
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                    Case A explores the career trajectory of Eike Batista, CEO and founder of EBX, a Brazilian conglomerate focused on mining, oil & gas, shipping and other industries, who is already looking to expand into new markets while his existing businesses are only just moving into an operational phase.
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                      EBX Group (B): Autopsy of a Failure

                      By  L. Felipe Monteiro,  Malu Gaspar
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                      Case A explores the career trajectory of Eike Batista, CEO and founder of EBX, a Brazilian conglomerate focused on mining, oil & gas, shipping and other industries, who is already looking to expand into new markets while his existing businesses are only just moving into an operational phase.

                        Published 25 Jan 2016

                        Reference 5930

                        Length 7 page(s)

                        Topic Strategy

                        Region South America

                        Industry Oil & Energy

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                        EBX Group (B): Autopsy of a Failure

                        By  L. Felipe Monteiro,  Malu Gaspar
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                        Case A explores the career trajectory of Eike Batista, CEO and founder of EBX, a Brazilian conglomerate focused on mining, oil & gas, shipping and other industries, who is already looking to expand into new markets while his existing businesses are only just moving into an operational phase.
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                          EBX: The Rise and Fall of a Billionaire - Eike Batista

                          By  L. Felipe Monteiro,  Anne-Marie Carrick
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                          This is a condensed version of the cases EBX Group (A): Eike Batista and the X-Factor/EBX Group (B): Autopsy of a failure. It describes the boom and bust of the EBX Group and its founder, Eike Batista.

                            Published 25 Sep 2017

                            Reference 5930

                            Length 33 page(s)

                            Topic Strategy

                            Region South America

                            Industry Oil & Energy

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                            EBX: The Rise and Fall of a Billionaire - Eike Batista

                            By  L. Felipe Monteiro,  Anne-Marie Carrick
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                            This is a condensed version of the cases EBX Group (A): Eike Batista and the X-Factor/EBX Group (B): Autopsy of a failure. It describes the boom and bust of the EBX Group and its founder, Eike Batista.
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                              NIS: Geopolitical Breakthrough or Strategic Failure?

                              By  Stanislav Shekshnia,  Kirill Kravchenko
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                              Russian oil giant Gazpromneft acquires a controlling stake in the only Serbian vertically integrated oil company, NIS, in a major deal between the Serbian government on one side and the Russian government and Gazpromneft on the other. Gazpromneft assembles a team of 50 managers to take charge of NIS.

                                Published 31 Jan 2012

                                Reference 5656

                                Length 8 page(s)

                                Topic Strategy

                                Region Other Regions

                                Industry Oil & Energy

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                                NIS: Geopolitical Breakthrough or Strategic Failure?

                                By  Stanislav Shekshnia,  Kirill Kravchenko
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                                Russian oil giant Gazpromneft acquires a controlling stake in the only Serbian vertically integrated oil company, NIS, in a major deal between the Serbian government on one side and the Russian government and Gazpromneft on the other. Gazpromneft assembles a team of 50 managers to take charge of NIS.
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                                  Should Business Influence the Science and Politics of Global Environmental Change? (A): The Oil Industry and Climate Change

                                  By  Marc Le Menestrel,  Henri-Claude de Bettignies,  Sybille Van den Hove
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                                  Case A: Presents three strategic options considered by a fictitious international oil and gas corporation to address the issue of climate change: fight against action, wait and see, and dynamic proactive.

                                    Published 01 Aug 2001

                                    Reference 4957

                                    Length 19 page(s)

                                    Topic Strategy

                                    Region Global

                                    Industry Oil & Energy

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                                    Should Business Influence the Science and Politics of Global Environmental Change? (A): The Oil Industry and Climate Change

                                    By  Marc Le Menestrel,  Henri-Claude de Bettignies,  Sybille Van den Hove
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                                    Case A: Presents three strategic options considered by a fictitious international oil and gas corporation to address the issue of climate change: fight against action, wait and see, and dynamic proactive.
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                                      Should Business Influence the Science and Politics of Global Environmental Change? (B): Climate Change Strategies of Three Multinational Oil Corporations

                                      By  Marc Le Menestrel,  Henri-Claude de Bettignies,  Sybille Van den Hove
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                                      Case B: Presents the climate change strategies of three multinational corporations Exxon Mobil, BP Amoco, and Total-Fina-Elf.

                                        Published 08 Jan 2001

                                        Reference 4957

                                        Length 19 page(s)

                                        Topic Strategy

                                        Region Global

                                        Industry Oil & Energy

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                                        Should Business Influence the Science and Politics of Global Environmental Change? (B): Climate Change Strategies of Three Multinational Oil Corporations

                                        By  Marc Le Menestrel,  Henri-Claude de Bettignies,  Sybille Van den Hove
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                                        Case B: Presents the climate change strategies of three multinational corporations Exxon Mobil, BP Amoco, and Total-Fina-Elf.
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                                          Should Business Influence the Science and Politics of Global Environmental Change? The Oil Industry and Climate Change (A) (French)

                                          By  Marc Le Menestrel,  Henri-Claude de Bettignies,  Sybille Van den Hove
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                                          Case A presents three strategic options considered by a fictitious international oil and gas corporation to address the issue of climate change: "fight against action", "wait and see", and "dynamic proactive". Case B presents the climate change strategies of three multinational corporations – ExxonMobil, BP Amoco, and TotalFinaElf.

                                            Published 01 Mar 2004

                                            Reference 4957

                                            Length 19 page(s)

                                            Topic Strategy

                                            Region Global

                                            Industry Oil & Energy

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                                            Should Business Influence the Science and Politics of Global Environmental Change? The Oil Industry and Climate Change (A) (French)

                                            By  Marc Le Menestrel,  Henri-Claude de Bettignies,  Sybille Van den Hove
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                                            Case A presents three strategic options considered by a fictitious international oil and gas corporation to address the issue of climate change: "fight against action", "wait and see", and "dynamic proactive". Case B presents the climate change strategies of three multinational corporations – ExxonMobil, BP Amoco, and TotalFinaElf.
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                                              Should Business Influence the Science and Politics of Global Environmental Change? The Oil Industry and Climate Change (B) (French)

                                              By  Marc Le Menestrel,  Henri-Claude de Bettignies,  Sybille Van den Hove
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                                              Case A presents three strategic options considered by a fictitious international oil and gas corporation to address the issue of climate change: "fight against action", "wait and see", and "dynamic proactive". Case B presents the climate change strategies of three multinational corporations – ExxonMobil, BP Amoco, and TotalFinaElf.

                                                Published 03 Jan 2004

                                                Reference 4957

                                                Length 21 page(s)

                                                Topic Strategy

                                                Region Global

                                                Industry Oil & Energy

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                                                Should Business Influence the Science and Politics of Global Environmental Change? The Oil Industry and Climate Change (B) (French)

                                                By  Marc Le Menestrel,  Henri-Claude de Bettignies,  Sybille Van den Hove
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                                                Case A presents three strategic options considered by a fictitious international oil and gas corporation to address the issue of climate change: "fight against action", "wait and see", and "dynamic proactive". Case B presents the climate change strategies of three multinational corporations – ExxonMobil, BP Amoco, and TotalFinaElf.
                                                  View case