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Journal articles on the topic 'Amoco Corporation'

Author: Grafiati

Published: 4 June 2021

Last updated: 14 February 2022

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1

Buckles, Richard J. "Profiting from customer-driven quality at amoco corporation." National Productivity Review 15, no. 1 (1995): 63–78. http://dx.doi.org/10.1002/npr.4040150108.

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2

Scalpone, Russell W. "Building a strategic scorecarding process at Amoco corporation." Employment Relations Today 24, no. 4 (1997): 41–56. http://dx.doi.org/10.1002/ert.3910240406.

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3

Mahadewi, Lufina. "Post-merger and Acquisition Integration: A Case Review of Dial Henkel And BP Amoco." International Journal of Business Studies 2, no. 1 (2018): 49–61. http://dx.doi.org/10.32924/ijbs.v2i1.33.

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Post-merger and Acquisition (M&A) integration often deals with significant transformational changes of merging companies in terms of development, communication, implementation and harmonization of a new shared vision, strategic objective, corporate culture, and also combination of best companies’ value practices. The transformational change is accentuated on facilitating the role of developing and executing an effective post-M&A Integration to build change cohesively with the strategic management of M&A, and also in terms of removing barriers to the success of M&A transaction. The aims of this study are to give a clear and deep understanding on how to manage the soft factors issues that address in M&A process especially in the post-M&A integration process and also to elucidate the critical success factor of M&A process by instilling the best characteristics and the effectiveness level of leadership aspect in M&A. The methodology used in this research is descriptive qualitative research with a method or approach of a case study of Henkel’s Acquisition of The Dial Corporation in 2004. The acquisition of a USA company Dial by a German company Henkel evidenced that both companies were successful in M&A transaction and employed the effectiveness of multi-culture integration strategy. Another case study used in this research is British Petroleum (BP) and American Oil Company (Amoco) (also Atlantic Richield Company (ARCO) and Burmah Castrol) in 1998-2000. The case of BP Amoco showed that the monoculture integration strategy or cultural imposition can also lead to a value creation. Both case studies showed that successful integration requires leadership as a foundation to build a solid execution of post-M&A integration projects in how they planned, communicated and delivered the objectives of the projects.

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4

Dubnicki, Carol, and M. Diane Brown. "The leadership imperative: Linking strategy and competency requirements for success: Interview with H. Laurence Fuller, Chairman, CEO, and President of Amoco Corporation." Consulting Psychology Journal: Practice and Research 46, no. 1 (1994): 89–91. http://dx.doi.org/10.1037/h0092614.

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5

Schroeder, Art J., Magdi Omar, Robert E. DeHart, Mohamed A. Fawzi, and Ian Stirk. "PROMOTING OIL SPILL PREPAREDNESS IN EGYPT: JOINT GOVERNMENT/INDUSTRY EXERCISE." International Oil Spill Conference Proceedings 1997, no. 1 (1997): 247–52. http://dx.doi.org/10.7901/2169-3358-1997-1-247.

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ABSTRACT In October 1996, Mobil, Amoco, and Amoco's Egyptian joint venture partner, Gupco (Gulf of Suez Petroleum Company), conducted a tier III oil spill exercise with key government authorities, including the Egyptian Environmental Affairs Agency (EEAA) and the Egyptian General Petroleum Corporation (EGPC). This joint exercise represented a significant step forward in promoting global government and industry cooperation in preparedness and response to major oil spills. The exercise involved high-level decision makers from key Egyptian government agencies charged with responding to oil spills. Other participants were local, regional, and international tier II and III consultants and contractors, including responders from Oil Spill Response Limited (OSRL) in Southampton, England. During the exercise, onshore response equipment was deployed, and civil aviation, customs, and immigration issues related to air transport of equipment and mobilization of personnel to Egypt were tested. Technical resources from the Integrated Simulators Complex in Alexandria, Egypt, were used by the response team in developing strategies to deal with the oil spill scenario. Professional media personnel were used to test issues pertaining to government and public affairs. This exercise, which was observed by the Egyptian Red Sea governor and the U.S. ambassador, demonstrates that Egyptian authorities are working to become a “center of excellence” in oil spill preparedness for the Middle East, Eastern Mediterranean, and North African region.

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6

Curtis, Christopher T. "Amco Asia Corp. v. Republic of Indonesia." American Journal of International Law 83, no. 1 (1989): 106–12. http://dx.doi.org/10.1017/s0002930000005364.

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This decision is the latest of several by arbitral bodies of the International Centre for Settlement of Investment Disputes (ICSID) addressing a claim by Amco Asia Corporation (Amco Asia) against respondent Republic of Indonesia. An ICSID tribunal (First Tribunal) in 1984 rendered an award on the merits in favor of claimant Amco Asia. In 1986 an “ad hoc committee” (Ad Hoc Committee) convened on Indonesia’s request pursuant to Article 52 of the ICSID Convention annulled the 1984 award on the grounds that, with respect to a principal holding, the tribunal had “manifestly exceeded its powers” and “failed to state reasons,” both being grounds for annulment specified in Article 52(1) of the Convention. The Ad Hoc Committee did not disturb certain other holdings of the tribunal. Claimant then resubmitted the dispute, and a second tribunal (Second Tribunal) was constituted pursuant to Article 52(6) of the Convention. The first task of the new tribunal was to determine which holdings of the previous bodies were res judicata and therefore could not be relitigated. The three-member ICSID Second Tribunal held: (1) that holdings of the First Tribunal that had not been annulled by the Ad Hoc Committee were res judicata; (2) that issues as to which the First Tribunal’s holdings had been annulled could be relitigated; and (3) that the Ad Hoc Committee’s reasoning, as distinct from its actual decision of annulment, was not binding on the Second Tribunal.

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7

Gautama, Sudargo. "KEPUTUSAN ARBITRASE BANK DUNIA MENGENAI PENANAMAN MODAL DI INDONESIA." Jurnal Hukum & Pembangunan 15, no. 4 (2017): 370. http://dx.doi.org/10.21143/jhp.vol15.no4.1129.

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Keputusan arbitrase internasional mengenai penanaman modal jarang terjadi. Perkara bersangkutan ini yang diajukan terhadap Pemerintah Republik Indonesia oleh pihak investors asing Amco Asia Corporation, Pan American Development Limited dan P.T. Amco Indonesia merupakan perkara ke-10 pada waktu diajukan oleh pihak penggugat pada tanggal 15 Januari 1981. Kini setelah berperkara hampir 4 tahun lamanya, baru pada tanggal 21 November 1984 telah diberikan keputusan akhir mengenai pokok perkara (Award on the merits) yang setebal 140 halaman. Terlebih dahulu telah diberikan keputusan sela pada tanggal 25 September 1983 mengenai wewenang Dewan Arbitrase ICSID untuk mengadili perkara ini. Keputusan ini telah diumumkan dalam jilid XXIII International Legal Materials 1984 (hal 351—383). Kebanyakan perkara-perkara yang telah diajukan dihadapan ICSID itu, tidak dilanjutkan sampai mencapai keputusan. Hanya. berlangsung setengah jalan dan diselesaikan dengan perdamaian antara para pihak. Cuma ada 5 keputusan dalam pokok persoalan yang telah dijatuhkan melalui arbitrase ICSID ini sejak didirikannya pada pertengahan tahun tujuh puluhan. Setelah lebih dari 20 tahun berdiri hanya 5 perkara yang telah diputuskan. Hal mana berarti bahwa tidak banyak perkara yang telah diajukan untuk arbitrase ini. Oleh karena dalam perkara mengenai arbitrase Hotel Kartika Plaza ini terdapat banyak segi-segi hukum internasional, yang pasti menarik minat dari para sarjana hukum diseluruh dunia, adalah pada tempatnya untuk lebih memperhatikannya sekarang ini.

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8

Cecchi, Marco, and Belinda Nwosu. "Human capital development: perspectives of an expatriate hotel manager in Africa." Worldwide Hospitality and Tourism Themes 8, no. 2 (2016): 207–10. http://dx.doi.org/10.1108/whatt-11-2015-0048.

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Purpose The purpose of this paper is to explore, from the vantage point of an expatriate manager, some of the issues that surround human capital development (HCD) in the tourism and hospitality industry in Africa. Design/methodology/approach An informal interview was carried out via email. Marco Cecchi has 33 years experience working in the tourism and hospitality industry in Europe and now in Africa. He was recently appointed General Manager at Hotel Bon Voyage in Lagos under the African Management Service Company (AMSCO), an initiative of the United Nations Development Programme and the International Finance Corporation to help build human capital for sustainable African enterprises. Findings The interview offers valuable insights for researchers and practitioners who are seeking to understand cross-cultural differences related to human resources. Originality/value The transcript provides a much needed context for understanding the issues facing HCD in the African continent.

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9

Morilla García, Cristina, and Víctor Pavón Vázquez. "Factores psicopedagógicos que afectan a la adquisición de la comprensión oral de la L2 en diversos contextos españoles bilingües y no bilingües: influencia de las inteligencias múltiples." Journal of English Studies 16 (December 18, 2018): 185. http://dx.doi.org/10.18172/jes.3550.

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Research on the mind, the brain and education has shed light on the process of learning a foreign language in bilingual education. The present study attempts to investigate the relationship between L2 listening skills and multiple intelligences in bilingual and non-bilingual contexts. The research was conducted on fourth year primary school students. It involved two schools in the province of Cordoba (Andalusia, Spain) and one school in the Community of Madrid, that had implemented different educative programmes for the acquisition of listening skills: Advanced Methods Corporation (AMCO) which is a bilingual education program that integrates multiple intelligence strategies into the curriculum, Content and Language integrated learning (CLIL) and the traditional method of teaching English a foreign language (TEFL). The results of this eclectic study indicate that a bilingual education program that includes multiple intelligence strategies benefits students´ listening proficiency by promoting motivation in the learning process.

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10

Chaplinsky, Susan, Luann J. Lynch, and Paul Doherty. "Amoco Corporation." Darden Business Publishing Cases, January 20, 2017, 1–28. http://dx.doi.org/10.1108/case.darden.2016.000023.

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This case is one of a pair of cases used in a merger negotiation. It is designed to be used with “British Petroleum, Ltd.” (UVA-F-1263). One-half of the class prepares only the British Petroleum (BP) case, and one-half uses this case. BP and Amoco are considering a merger, and are in the process of negotiating a merger agreement. Macroeconomic assumptions, particularly forecasting future oil prices in an uncertain environment, and assumptions about Amoco's ability to reduce exploration and production costs make Amoco's future cash flows difficult to predict.

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11

Chaplinsky, Susan, Luann J. Lynch, and Paul Doherty. "British Petroleum, Ltd." Darden Business Publishing Cases, January 20, 2017, 1–28. http://dx.doi.org/10.1108/case.darden.2016.000051.

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This case is one of a pair of cases used in a merger negotiation. It is designed to be used with “Amoco Corporation” (UVA-F-1262). One-half of the class prepares only the Amoco case, and one-half uses this case. BP and Amoco are considering a merger, and are in the process of negotiating a merger agreement. Macroeconomic assumptions, particularly forecasting future oil prices in an uncertain environment, and assumptions about Amoco's ability to reduce exploration and production costs make Amoco's future cash flows difficult to predict.

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12

"Iran–United States Claims Tribunal: Partial Award in Amoco International Finance Corporation V. Islamic Republic of Iran (Treaty of Amity and Customary International Law Requirements for Compensation for Expropriation; Calculation of Compensation)." International Legal Materials 27, no. 5 (1988): 1314–405. http://dx.doi.org/10.1017/s0020782900021628.

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13

"International Centre for Settlement of Investment Disputes Arbitral Tribunal: Decision on Request for Provisional Measures in Arbitration between AMCO Asia Corporation et al. and Indonesia." International Legal Materials 24, no. 2 (1985): 365–69. http://dx.doi.org/10.1017/s0020782900028096.

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14

"International Centre for the Settlement of Investment Disputes Arbitral Tribunal: Excerpts of the Award on the Merits in Arbitration between AMCO Asia Corporation et al. and Indonesia." International Legal Materials 24, no. 4 (1985): 1022–39. http://dx.doi.org/10.1017/s0020782900029818.

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15

"International Centre for Settlement of Investment Disputes: Decision of the Ad Hoc Committee Setting Aside the Award Rendered on the Merits in the Arbitration Between Amco Asia Corporation et al. and indonesia." International Legal Materials 25, no. 6 (1986): 1439–65. http://dx.doi.org/10.1017/s0020782900024839.

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