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Academic literature on the topic 'Marathon Corporation'
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Journal articles on the topic "Marathon Corporation"
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Cooper, Pamela. "Marathon Women and the Corporation." Journal of Women's History 7, no. 4 (1995): 62–81. http://dx.doi.org/10.1353/jowh.2010.0425.
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Riyadh, Hosam Alden, Salsabila Aisyah Alfaiza, and Ari Kamayanti. "A Portrait of Corporate Social Responsibility in an Oil and Gas Corporation in the Kurdistan Region of Iraq." Restaurant Business 118, no. 11 (November 16, 2019): 218–29. http://dx.doi.org/10.26643/rb.v118i11.9948.
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At present, a debate on the nature of corporate social responsibility (CSR) and its positive and negative impacts is taking place from various theoretical and practical perspectives. The purpose of this article is to reveal the contributions of Marathon Oil Corporation’s CSR by exploring “the good, the bad, and the ugly” face of CSR and to examine whether the oil and gas corporation is contributing positively to the environment and society of the Kurdistan Region of Iraq. A qualitative approach was employed by identifying the important effects of CSR activities on the environment and society, such as economic development, human rights protection, poverty alleviation, environmental protection, and employment. Furthermore, the contextual meaning of the CSR reports on the performance from 2011 to 2015 was studied by using content analysis. The article finding Marathon Oil Corporation has portrayed a good and strong impact, but it does not have visible contributions to the environment and society in Kurdistan.
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Rogers, Violet C., and Jack R. Ethridge. "Enterprise Risk Management In The Oil And Gas Industry: An Analysis Of Selected Fortune 500 Oil And Gas Companies’ Reaction In 2009 And 2010." American Journal of Business Education (AJBE) 9, no. 1 (January 18, 2016): 23–30. http://dx.doi.org/10.19030/ajbe.v9i1.9576.
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In 2009, four of the top ten Fortune 500 companies were classified within the oil and gas industry. Organizations of this size typically have an advanced Enterprise Risk Management system in place to mitigate risk and to achieve their corporations’ objectives. The companies and the article utilize the Enterprise Risk Management Integrated Framework developed by the Committee of Sponsoring Organizations (COSO) as a guide to organize their risk management and reporting. The authors used the framework to analyze reporting years 2009 and 2010 for Fortune 500 oil and gas companies. After gathering and examining information from 2009 and 2010 annual reports, 10-K filings, and proxy statements, the article examines how the selected companies are implementing requirements identified in the previously mentioned publications. Each section examines the companies’ Enterprise Risk Management system, risk appetite, and any other notable information regarding risk management. One observation was the existence or non-existence of a Chief Risk Officer or other Senior Level Manager in charge of risk management. Other observations included identified risks, such as changes in economic, regulatory, and political environments in the different countries where the corporations do business. Still others identify risks, such as increases in certain costs that exceed natural inflation, volatility and instability of market conditions. Fortune 500 oil and gas companies included in this analysis are ExxonMobil, Chevron, ConocoPhillips, Baker Hughes, Valero Energy, and Frontier Oil Corporation. An analysis revealed a sophisticated understanding and reporting of many types of risks, including those associated with increasing production capacity. Specific risks identified by companies included start-up timing, operational outages, weather events, regulatory changes, geo-political and cyber security risks, among others. Mitigation efforts included portfolio management and financial strength. There is evidence that companies in later reports (2013) are more comprehensive in their risk management and reports as evidenced by their 10-K and Proxy Statements (Marathon Oil Corporation, 2013).
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D’ulisse, Nicola. "Helping Runners Under Extreme Heat: The 2017 Montreal Half-Marathon Experience." Prehospital and Disaster Medicine 34, s1 (May 2019): s29. http://dx.doi.org/10.1017/s1049023x19000761.
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Introduction:The 2017 Montreal Half-Marathon was held on September 24th despite a record-breaking, out-of-season heatwave. The Urgences-santé Corporation (USC), Quebec’s largest emergency medical service (EMS), was tasked with coordinating and delivering prehospital response for over 15,000 runners at a time when the province’s paramedics were on strike.Aim:USC’s mission was to ensure runner safety under extreme conditions with limited staffing. In conjunction with the event’s medical teams, we implemented a new approach that oriented patients to the event’s clinic with the aim of limiting ambulance transports off-site and thus optimizing resources by promoting a “treat and release” principle.Methods:Emergency response was organized around the event’s clinic, which offered a level of care comparable to proximate emergency departments, including mass-cooling capacities. This capacity allowed us to modify provincial protocols, and thus prioritize treating patients on-site instead of transporting them to a hospital. Consequently, the prehospital response on the course could be assured with only 15 ambulances (staffed by managers) and a single team deployed at the event’s clinic, acting as transport officers. Heatstroke identification protocols were reinforced for the safety of the runners and spectators.Results:A total of 1,071 participants received medical attention, including 24 who were treated for a heat-related incident. On the course, 32 were evaluated by paramedics and 20 were transported to the event’s clinic. Only 7 patients were transferred from the clinic to a hospital, of which only one was for a heat-related incident. No deaths resulted from the race.Discussion:By anticipating and preparing for the extreme heat, the coordinated prehospital response safely reduced off-site transports, minimizing treatment delays for patients, and maximizing the use of on-site resources. We attribute this success to a strong collaboration with the race organizers, the presence of an on-site clinic, and an increase in prehospital resources.
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Shimko, O. V. "Main approaches to estimating the cost of shareholder equity of oil and gas producers." Finance and Credit 26, no. 3 (March 30, 2020): 685–97. http://dx.doi.org/10.24891/fc.26.3.685.
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Subject. The study analyzes generally accepted approaches to assessing the value of companies on the basis of financial statement data of ExxonMobil, Chevron, ConocoPhillips, Occidental Petroleum, Devon Energy, Anadarko Petroleum, EOG Resources, Apache, Marathon Oil, Imperial Oil, Suncor Energy, Husky Energy, Canadian Natural Resources, Royal Dutch Shell, Gazprom, Rosneft, LUKOIL, and others, for 1999—2018. Objectives. The aim is to determine the specifics of using the methods of cost, DFC, and comparative approaches to assessing the value of share capital of oil and gas companies. Methods. The study employs methods of statistical analysis and generalization of materials of scientific articles and official annual reports on the results of financial and economic activities of the largest public oil and gas corporations. Results. Based on the results of a comprehensive analysis, I identified advantages and disadvantages of standard approaches to assessing the value of oil and gas producers. Conclusions. The paper describes pros and cons of the said approaches. For instance, the cost approach is acceptable for assessing the minimum cost of small companies in the industry. The DFC-based approach complicates the reliability of medium-term forecasts for oil prices due to fluctuations in oil prices inherent in the industry, on which the net profit and free cash flow of companies depend to a large extent. The comparative approach enables to quickly determine the range of possible value of the corporation based on transactions data and current market situation.
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Rogers, Violet C., and Jack R. Ethridge. "Enterprise Risk Management In The Oil And Gas Industry: An Analysis Of Selected Fortune 500 Oil And Gas Companies Reaction In 2009 And 2010." American Journal of Business Education (AJBE) 6, no. 6 (October 29, 2013): 577–84. http://dx.doi.org/10.19030/ajbe.v6i6.8161.
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In 2009, four of the top ten Fortune 500 companies were classified within the oil and gas industry. Organizations of this size typically have an advanced Enterprise Risk Management system in place to mitigate risk and to achieve their corporations objectives. The companies and the article utilize the Enterprise Risk Management Integrated Framework developed by the Committee of Sponsoring Organizations (COSO) as a guide to organize their risk management and reporting. The authors used the framework to analyze reporting years 2009 and 2010 for Fortune 500 oil and gas companies. After gathering and examining information from 2009 and 2010 annual reports, 10-K filings, and proxy statements, the article examines how the selected companies are implementing requirements identified in the previously mentioned publications.Each section examines the companies Enterprise Risk Management system, risk appetite, and any other notable information regarding risk management. One observation was the existence or non-existence of a Chief Risk Officer or other Senior Level Manager in charge of risk management. Other observations included identified risks, such as changes in economic, regulatory, and political environments in the different countries where the corporations do business. Still others identify risks, such as increases in certain costs that exceed natural inflation, volatility and instability of market conditions. Fortune 500 oil and gas companies included in this analysis are ExxonMobil, Chevron, ConocoPhillips, Baker Hughes, Valero Energy, and Frontier Oil Corporation.An analysis revealed a sophisticated understanding and reporting of many types of risks, including those associated with increasing production capacity. Specific risks identified by companies included start-up timing, operational outages, weather events, regulatory changes, geo-political and cyber security risks, among others. Mitigation efforts included portfolio management and financial strength. There is evidence that companies in later reports (2013) are more comprehensive in their risk management and reports as evidenced by their 10-K and Proxy Statements (Marathon Oil Corporation, 2013).
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Shimko, O. V. "Analyzing profitability ratios of leading global public oil and gas corporations." Financial Analytics: Science and Experience 13, no. 2 (May 28, 2020): 200–215. http://dx.doi.org/10.24891/fa.13.2.200.
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Subject. The article discusses the key profitability metrics of the largest public companies in the oil and gas (O&G) industry from 2006 to 2018. The analysis encompasses ExxonMobil, Chevron, ConocoPhillips, Occidental Petroleum, Devon Energy, Anadarko Petroleum, EOG Resources, Apache, Marathon Oil, Imperial Oil, Suncor Energy, Husky Energy, Canadian Natural Resources, Royal Dutch Shell, BP, TOTAL, Eni, Equinor (Statoil), PetroChina, Sinopec, CNOOC, Petrobras, PJSC Gazprom, PJSC Rosneft Oil Company и PJSC LUKOIL. Objectives. The study assesses key profitability metrics of leading public corporations in oil and gas, identifies key trends in their developments as part of the analyzable period. We also determine what triggered such a transformation. Methods. We employed methods of comparative and financial-economic analysis, summarized official annual reports on financial and business operations prepared by major public O&G corporations. Results. Upon the comprehensive analysis of balance sheets prepared by 25 O&G corporations, we evaluated the dynamics of key profitability indicators in the public segment of O&G industry and determined what triggered the transformation. Conclusions and Relevance. For the analyzable period, major public O&G corporations were found to have become less profitable, especially manifesting this during the global financial and sectoral crisis. Some independent U.S. corporations are facing the most difficult situation. The public segment saw their profitability indicators fall, because the growth rate of operational expenses exceeded revenue predominantly due to costs of wear and tear, depletion and depreciation. What else affected the corporations was a considerable increase in the carrying amount of non-working assets. The public segment of O&G industry was discovered to observe gradually lowering income tax burden per unit of net revenue from core operations.
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McKissack, Fraser, and Lawrence May. "Running With the Dead: Speedruns and Generative Rupture in Left 4 Dead 1 and 2." Games and Culture 15, no. 5 (January 1, 2019): 544–64. http://dx.doi.org/10.1177/1555412018821528.
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Distinctive narrative conditions arise when “speedrunning” the zombie narrative in Valve Corporation’s cooperative first-person shooter games Left 4 Dead (2008) and Left 4 Dead 2 (2009). Close analyses of two live speedruns recorded at the biannual Games Done Quick charity marathon, guided by concepts from Deleuze and Guattari, explain how the player’s narrative body, space, and time are impacted by the optimizations and exploits of the Left 4 Dead series’ zombie narrative. While the zombie story preprogrammed for players is largely bypassed, speedrunning through the Left 4 Dead series’ environments is a generative act of rupture that activates and deepens storytelling tendencies within zombie media that embrace chaos and decay. The speedrun is itself a form of collapse, where scripted meaning and intentionality fall away, replaced by the chance and ephemeral story of an emergent, optimized engagement.
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Lee, Jeoung-Hak, Min-Jun Kim, and Jae-Hwan Kim. "A Study on Service Quality in Event-Type Women"s Marathon Competition Held by Sports Brand Corporations Using the Modified IPA." Korean Journal of Sports Science 26, no. 6 (December 31, 2017): 543–56. http://dx.doi.org/10.35159/kjss.2017.12.26.6.543.
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Shimko, O. V. "The Foreign Practice of Large Merger & Acquisitions in the Public Sector of the Oil and Gas Industry." Digest Finance 25, no. 1 (March 30, 2020): 39–52. http://dx.doi.org/10.24891/df.25.1.39.
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Subject. The article analyzes 12 major M&A deals in the public sector of the oil and gas industry in 2000–2019. Industry indicators are measured on the basis of data from ExxonMobil, Chevron, ConocoPhillips, Occidental Petroleum, Devon Energy, Anadarko Petroleum, EOG Resources, Apache, Marathon Oil, Imperial Oil, Suncor Energy, Husky Energy, Canadian Natural Resources, Royal Dutch Shell, BP, TOTAL, Eni, Equinor (Statoil), PetroChina, Sinopec, CNOOC, Petrobras, Gasprom, Rosneft Oil Company and LUKOIL. Objectives. I study on what terms M&A are concluded in the public sector of the oil industry and analyze the approval and changes in the current premium for control over the ratio of share capital to market capitalization. The article also evaluates how the above deals influenced the market capitalization of companies. Methods. The study employs methods of statistical analysis and summarizing official annual reports on financial and business performance and news releases of major State-owned oil and gas corporations. Results. Having analyzed 12 major M&A in the public sector of the oil and gas industry comprehensively, I traced trends in terms on which such deals are concluded and determined their consequences. Conclusions and Relevance. In the public sector of the oil and gas industry, M&A are found to depend on capitalization, but also sometimes refer to the difference between the market value of assets and liabilities. In the industry, share capital control premium is noted to grow, thus exceeding half of capitalization. Therefore, the least acceptable factors include a combination of high oil prices, commensuration of companies’ capitalization, compensation for share capital and high control premium. On the contrary, market capitalization significantly improved in case of deals implying the compensation with stocks, which took placed during low oil prices.
Dissertations / Theses on the topic "Marathon Corporation"
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Huang, Yu-Chun, and 黃郁珺. "Corporation Sport Sponsorship: A Case Study of 2008 ING Taipei Marathon." Thesis, 2012. http://ndltd.ncl.edu.tw/handle/46474193924450116895.
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Huang, Hsiu-Ping, and 黃秀萍. "A Study of Brand Identity, Satisfaction and Loyalty in Corporation Marathon Event － Take Standard Chartered Marathon Event Case as sample." Thesis, 2019. http://ndltd.ncl.edu.tw/handle/ma28yz.
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碩士國立臺北商業大學
企業管理系研究所
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This study contemplates on the runner experience, and attempt to explore the correlation of event image, quality of experience, value of experience, brand recognition, satisfaction and loyalty in participating Standard Charter Taipei Charity Marathon. With the six previous designated variables, this study constructed ten research frameworks based on relevant literature theory. The objects of this study are the runners who attended Standard Charter Taipei Charity Marathon on January 13th, 2019, and completed research questionnaires. 408 research questionnaires were deployed from January 13th to January 26th, 2019. The study uses the structural equation model to make a hypothesis test: (1) The activity image has a significant positive impact on the experience value and participant satisfaction. (2) Experience quality has a significant positive impact on experience value, participant satisfaction and brand identity. (3) Experience value has a significant positive impact on satisfaction and brand identity. (4) Satisfaction has a significant positive impact on brand identity and loyalty. (5) Brand identity has a significant positive impact on loyalty. This study discloses the findings and shows the restriction and suggestion for the corporate and future study reference.
Books on the topic "Marathon Corporation"
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Ta, Ton Viet. Price-Forecasting Models for Marathon Oil Corporation MRO Stock. Independently Published, 2020.
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