Corporate Insurance Strategy: The Case of British Petroleum

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

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


2013 ◽  
pp. 35-64 ◽  
Author(s):  
Giovanna Michelon

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.





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


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


2016 ◽  
Vol 44 (4) ◽  
pp. 32-40
Author(s):  
Brian Leavy

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 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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