Corporate Insurance Strategy: The Case of British Petroleum

2020 ◽  
Vol 32 (1) ◽  
pp. 48-57
Author(s):  
Neil A. Doherty ◽  
Clifford Smith
Keyword(s):  
British Petroleum ◽  
Corporate Insurance

CORPORATE INSURANCE STRATEGY: THE CASE OF BRITISH PETROLEUM

1993 ◽  
Vol 6 (3) ◽  
pp. 4-15 ◽  
Author(s):  
Neil A. Doherty ◽  
Clifford W. Smith
Keyword(s):  
British Petroleum ◽  
Corporate Insurance

Impression management and legitimacy strategies: The BP case

2013 ◽  
pp. 35-64 ◽  
Author(s):  
Giovanna Michelon
Keyword(s):  
Impression Management ◽  
Management Practices ◽  
Legitimacy Theory ◽  
British Petroleum ◽  
Wide Range ◽  
Management Techniques ◽  
Disclosure Tone ◽  
The Empirical Analysis ◽  
A Company ◽  
Texas City

The aim of this paper is to study if and how impression management varies during different phases of the legitimation process, in particular during the legitimacy building and legitimacy repairing phases (Suchman, 1995). We aim at understanding whether and how the disclosure tone adopted by a company in the two different moments is diverse and thus functional to the intrinsic objective of the each phase. The empirical analysis focuses on the case of British Petroleum Plc. We investigated the impression management practices undertaken by the company both during the preparation of the rebranding operation, i.e. a situation in which the company is trying to build legitimacy; and during the happenings of two legitimacy crises, like the explosion of the refinery in Texas City and the oil spill in the Gulf of Mexico. The evidence appears in line with the theoretical prediction of legitimacy theory. Results show that while the company tends to privilege image enhancement techniques during the legitimacy-building phase, it uses more obfuscation techniques when managing a legitimacy-repairing process. Moreover, the analysis suggests that the company makes more extensive use of impression management techniques in the disclosures addressed to shareholders, investors and other market operators than in the disclosures addressed to the wide range of other stakeholders.

Petrol Advertising in the Twenties and Thirties: The Case of the British Petroleum Company

1986 ◽  
Vol 20 (5) ◽  
pp. 29-51 ◽  
Author(s):  
R.W. Ferrier
Keyword(s):  
British Petroleum ◽  
Petroleum Company

British Petroleum, Ltd

2006 ◽  
Author(s):  
Susan J. Chaplinsky ◽  
Luann J. Lynch ◽  
Paul Doherty
Keyword(s):  
British Petroleum

British Petroleum and its Edge on the Market

2011 ◽  
Author(s):  
Dinesh K. Jomadar
Keyword(s):  
British Petroleum

Lord John Browne: beyond CSR – why business needs to engage more radically with society

2016 ◽  
Vol 44 (4) ◽  
pp. 32-40
Author(s):  
Brian Leavy
Keyword(s):  
Social Responsibility ◽  
Business Strategy ◽  
Corporate Strategy ◽  
Chief Executive ◽  
Business Leaders ◽  
Lead Author ◽  
British Petroleum ◽  
Content Type ◽  
Core Business ◽  
Corporate Social

Purpose This interview with petroleum executive John Browne, lead author of Connect: How Companies Succeed by Engaging Radically with Society, discusses sustainability practices that could be more successful than those of the Corporate Social Responsibility (CSR) movement. Design/methodology/approach Lord Browne, a British peer, was CEO of BP (British Petroleum) from 1995 to 2007 and is currently executive chairman of L1 Energy, He was interviewed by Prof. Brian Leavy, an S&L contributing editor Findings Connected leadership means integrating societal and environmental considerations into core business strategy at every level of the company. Practical implications The key lesson for business leaders in the wake of …accidents and scandals is that reputation is an outcome of your core business activity, not something constructed alongside it. Social implications Shareholder value, as a theory, presents a false tension between serving stakeholders and shareholders. Originality/value Browne was the first Big Oil chief executive to acknowledge the link between man-made carbon emissions and global warming. His insights into integrating social responsibility and corporate strategy are cutting edge.

Conversaziones, 1971

1971 ◽  
Vol 26 (2) ◽  
pp. 125-133
Keyword(s):  
North Sea ◽  
Oil Fields ◽  
Scale Model ◽  
British Petroleum ◽  
The North ◽  
Company Limited ◽  
The North Sea ◽  
Seismic Sections ◽  
Petroleum Company ◽  
Gas Fields

CONVERSAZIONES were held this year on 6 May and 24 June. At the first conversazione twenty-four exhibits and a film were shown. Dr P. E. Kent, F.R.S., and Mr P. J. Walmsley of The British Petroleum Company Limited arranged an exhibit demonstrating the latest progress in the exploration for hydrocarbons in the North Sea. The established gas fields and the recently discovered oil fields were shown on maps together with sections which illustrated their structure. Seismic sections and geological interpretations were exhibited to show the type of information being obtained in the North Sea and the structural complexities which arise. A scale model of one of the semi-submersible drilling outfits used in North Sea exploration was on display together with a sample of British North Sea oil.

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