Literacy in the Zone of Corporate Development: The Cultural and Commercial World of Men in Black

2001 ◽  
Vol 1 (1) ◽  
pp. 1-26 ◽  
Author(s):  
Margaret Mackey
Keyword(s):  
Corporate Development ◽  
Commercial World

Evaluating the innovation of oil and gas enterprises under new circumstances: Evidence from Rosneft Oil Company

2020 ◽  
Vol 8 (8) ◽  
pp. 1444-1458
Author(s):  
N.M. Baranova ◽  
D.S. Loginova ◽  
S.N. Larin
Keyword(s):  
Oil And Gas ◽  
Annual Report ◽  
Statistical Data ◽  
Exponential Model ◽  
Innovative Activity ◽  
Corporate Development ◽  
Power Resources ◽  
Business Operations ◽  
Trade Wars ◽  
Oil Company

Subject. Illustrating the case of Rosneft Oil Company, we herein study how innovation spurs business operations, increases the competitiveness of firms and protects them from risks. Objectives. We model the innovative activity of Rosneft Oil Company and its competitiveness. Methods. We analyze proceedings by the Russian and foreign scholars, materials on program for the innovative and sustainable development of Rosneft Oil Company. Our assessments were based on statistical data of Rosneft’s annual report for 2004–2019. The regression analysis and econometric studies were conducted via Eviews10. Results. We set models to predict the innovative development of the company for the nearest future. We revealed that the linear model was the most appropriate and suitable for forecasting. Properties and estimates of the exponential model turned to be insignificant, on the contrary. Conclusions and Relevance. Currently, it is difficult to forecast the extent to which corporate development, its innovative activity will change in 2020 and in the nearest future. Despite the company’s achievements before 2020, continuous trade wars, geopolitical conflicts, pandemic, OPEC agreements and a consequential drastic drop in the demand for power resources considerably slowed down the pace of the economic growth not only in the company, but also in the country.

Fiduciary Law, Good Faith, and Publicness

2019 ◽  
pp. 762-779
Author(s):  
Hillary A. Sale
Keyword(s):  
Case Law ◽  
Corporate Law ◽  
Good Faith ◽  
Fiduciary Duty ◽  
Red Flags ◽  
Corporate Development ◽  
Duty Of Loyalty ◽  
Trust Law

This chapter uses corporate law as a case study to evaluate the content of the fiduciary duty of good faith. Tracing its development from Van Gorkom through to the present, the chapter shows how good faith, though part of the duty of loyalty, has become a gap filler, policing the space between generally exculpated breaches of care and the more obvious breaches of loyalty. This chapter also surveys good faith case law to show the most common “red flags” for which corporate officers and directors should be monitoring. An analysis of two of the most recent good faith cases—City of Birmingham and In re Wells Fargo—show how the theory of publicness can be used to predict future good faith developments. Finally, the chapter ends by showing that the duty of good faith’s expansion into trust law parallels its corporate development by emphasizing its gap-filler function.

Unveiling the myths of M&A integration: challenging general management and consulting practice

2015 ◽  
Vol 36 (2) ◽  
pp. 16-24 ◽  
Author(s):  
Florian Bauer ◽  
Julia Hautz ◽  
Kurt Matzler
Keyword(s):  
Design Methodology ◽  
Research Management ◽  
Integration Process ◽  
Senior Managers ◽  
Content Type ◽  
Corporate Development ◽  
General Management ◽  
Quantitative Studies ◽  
The Common ◽  
Successful Integration

Purpose – The purpose of this paper is to detect and challenge generally accepted management and consulting practice in Mergers & Acquisitions (M&As). M&As have been an important issue in strategic management and corporate development for decades. The integration process of two separate entities has been found to be of importance, and has, accordingly, received a significant amount of attention by research, management and consulting literature. Based on these insights, managers tend to rely on well-established and generally accepted rules developed by practice and consultants that should support a successful integration process and the generation of value. Nonetheless, M&As’ efforts still often fail to create value. So is the common practice of the established drivers and beneficial consequences of the integration of M&As right, or do the experiences of consultants, companies and managers reveal something different? Design/methodology/approach – To understand these challenges, the authors spent four years studying M&A projects and subsequent integration processes of more than 400 companies that engaged in M&A efforts. The data derived from four survey-based quantitative studies among more than 430 CEOs, CFOs and other senior managers in the field of M&As and personal interviews that were conducted to get in-depth insights. Findings – This extensive research on the efforts and projects of M&As over many years and including many companies reveals that successful integration processes are complex, social and culturally dependent endeavors and that the application of commonly accepted and established principles oversimplifies and disregards the interdependencies. Originality/value – The present paper unveils four established principles concerning the successful integration after M&As as tenacious myths and provides more differentiated insights into value-destroying and value-creating mechanisms in M&As.

Early American Land Companies: Their Influence on Corporate Development

1939 ◽  
Vol 26 (2) ◽  
pp. 255
Author(s):  
Clarence P. Gould ◽  
Shaw Livermore ◽  
Julius Goebel Jr.
Keyword(s):  
Early American ◽  
Corporate Development ◽  
Land Companies

scholarly journals Personalities into Teams

2010 ◽  
Vol 132 (02) ◽  
pp. 22-25 ◽  
Author(s):  
Doug Wilde
Keyword(s):  
Basic Principle ◽  
Team Member ◽  
Successful Outcome ◽  
Team Members ◽  
Long Run ◽  
Commercial World ◽  
Technology Advances

This article discusses the significance of psychologically diverse individuals in the success of a team. As technology advances, products are increasingly being designed in the commercial world by teams of skilled collaborators. Each team member is chosen to bring a specific range of skills and experience to bear on the mission, and each contributor is essential to a successful outcome. Some studies suggest that performance improves when a team pays attention to its individual personalities. The basic principle learned, which may apply in corporations as well as universities, is that in the long run teams do better when they are composed of people with the widest possible range of personalities, even though it takes longer for such psychologically diverse teams to achieve smooth communications and good cooperation. Before diverse team members can be integrated into a cooperative unit, they must not only cultivate an openness to opposing opinions, but also recognize the value of exploring a problem from various angles. Sharing personality information about each other facilitates this essential awareness.

Sign in / Sign up

Export Citation Format

Share Document