British Petroleum and its Edge on the Market

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.

Impact Of The Human Resources Information System On The Effectiveness Of Strategicworkforce Planning Case Study British Petroleum Company In Algeria

10.35392/1772-000-010-018 ◽

2018 ◽

pp. 375

Author(s):

Khalid Redjem

Keyword(s):

Information System ◽

Human Resources ◽

British Petroleum ◽

Human Resources Information System ◽

Petroleum Company

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

European Journal of Marketing ◽

10.1108/eum0000000004646 ◽

1986 ◽

Vol 20 (5) ◽

pp. 29-51 ◽

Cited By ~ 6

Author(s):

R.W. Ferrier

Keyword(s):

British Petroleum ◽

Petroleum Company

British Petroleum, Ltd

SSRN Electronic Journal ◽

10.2139/ssrn.909674 ◽

2006 ◽

Author(s):

Susan J. Chaplinsky ◽

Luann J. Lynch ◽

Paul Doherty

Keyword(s):

British Petroleum

Process for the Separation of Organic Compounds British Petroleum Company, Ltd. (by D. H. Desty, J. J. P. Dick, and W. L. Thomas) Brit. Pat. 871,493 (Complete Specifications Published June 28, 1961)

Journal of Chromatographic Science ◽

10.1093/chromsci/6.8.10a-b ◽

1968 ◽

Vol 6 (8) ◽

pp. 10A-10A

Keyword(s):

Organic Compounds ◽

British Petroleum ◽

Petroleum Company

A case study in strategic sustainability: British Petroleum (BP) Company

Proceedings of the 2014 International Conference on Information, Business and Education Technology ◽

10.2991/icibet-14.2014.16 ◽

2014 ◽

Author(s):

Shengji Li ◽

Jinxia Zhu ◽

Kangyin Lu

Keyword(s):

British Petroleum

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

Strategy and Leadership ◽

10.1108/sl-06-2016-0040 ◽

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

Notes and Records the Royal Society journal of the history of science ◽

10.1098/rsnr.1971.0013 ◽

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.

British Petroleum: Vom Tanker zum Schnellboot

Organisations-Intelligenz IQ ◽

10.1007/978-3-322-82344-1_10 ◽

2001 ◽

pp. 193-213

Author(s):

Haim Mendelson ◽

Johannes Ziegler

Keyword(s):

British Petroleum

A Proposed Framework for Designing Sustainable Communities for Knowledge Management Systems

Examining the Concepts, Issues, and Implications of Internet Trolling ◽

10.4018/978-1-4666-2803-8.ch015 ◽

2013 ◽

pp. 226-245

Author(s):

Lakshmi Goel ◽

Elham Mousavidin

Keyword(s):

Knowledge Management ◽

Communities Of Practice ◽

Management Systems ◽

Knowledge Management Systems ◽

Sustainable Communities ◽

British Petroleum ◽

Almost All ◽

Oil Company ◽

Practical Implications ◽

Network Component

Despite considerable academic and practitioner interest in knowledge management, success of knowledge management systems is elusive. This chapter provides a framework which suggests that KM success can be achieved by designing sustainable communities of practice. Communities of practice have proven to have significant economic and practical implications on organizational practices. A growing body of literature in KM recognizes the importance of communities that foster collaborative learning in organizations and almost all KMS have a ‘network’ component that facilitates connecting people in communities of practice. Evidence has shown that communities have been a key element in KMS of many companies including Xerox PARC, British Petroleum Co., Shell Oil Company, Halliburton, IBM, Proctor and Gamble, and Hewlett Packard.