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28 case(s) found.
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.
Reference 6491
Published 17 Dec 2019
Length 2 page(s)
Topic Strategy
Region Asia
Industry Oil & Energy
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.
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.
Reference 6114
Published 29 Jun 2015
Length 3 page(s)
Topic Strategy
Region Asia
Industry Oil & Energy
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.
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.
Reference 5950
Published 29 Apr 2013
Length 24 page(s)
Topic Strategy
Region Europe
Industry Oil & Energy
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.
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.
Reference 5950
Published 29 Apr 2013
Length 15 page(s)
Topic Strategy
Region Europe
Industry Oil & Energy
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.
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.
Reference 5930
Published 25 Jan 2016
Length 32 page(s)
Topic Strategy
Region South America
Industry Oil & Energy
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.
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.
Reference 5930
Published 25 Jan 2016
Length 7 page(s)
Topic Strategy
Region South America
Industry Oil & Energy
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.
