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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.

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.

Details the strong links between employee objectives in the UK and the USA at Amoco. Posits that Amoco has six overarching strategic themes: cost leadership; international growth; environmental commitment; and continuous renewal, which are designed to realize Amoco's long‐term vision. Includes a figure to show how the strategic planning committee covers the relevant areas of the company. Profiles how Amoco signals belief in the performance measurement process, by having its scorecards alongside others in the internal staff canteen.

Declining U.S. production volumes, increasing competition on many corridors, and refinery rationalization in the 1980s combined to put profit pressure on nearly all interior liquid pipeline companies. Amoco Pipeline Company (APL), a regulated common carrier transporting crude oil and petroleum products for both Amoco and non‐affiliate customers, responded with a series of programs that included the development of mission, vision, and values statements; organization redesign; investment in team skills and empowerment; the use of gainsharing; and periodic strategic planning studies that focused on capital projects, generic strategies, and projected financial performance.

The merger between oil giants British Petroleum (BP) and US‐based Amoco brought about more benefits, more quickly than either organization had forecast. It is regarded by some as one of the most successful mergers of two large international groups. An important reason was the extensive preparations made for the merger.

Explores the challenges and opportunities in integration processes, and the factors responsible for the success of cross‐boarder acquisitions within related industries. Emphasises the corporate strategies the three partnered companies used to maximise synergies, and to minimise the negative effects of the unavoidable, but necessary and complex, acculturation process. Evidence extracted from these case studies highlights that successful co‐operation between the firms resulted from the learning process developed by the partners. Knowledge acquisition and the subsequent organisational learning were the important desirable outcomes of the acquisition processes experienced by the organisations under study. The paper is structured as follows: a literature review on integration strategies and cultural impact on mergers and acquisitions precedes the three success stories. Accounts originating from semi‐structured interviews with top executives of Deutsche Bank – Bankers Trust; British Petroleum – Amoco; and Ford – Volvo are compared and contrasted with the literature. Outlines the results achieved in this self‐contained initial stage of an ongoing research project.

The purpose of this research paper is to explore the learning process associated with international mergers and acquisitions (M&A) integration strategies.

The paper employs a comparative case study methodology, utilising qualitative data through in‐depth interviews with top management responsible for integration strategies. Three pairs of major international firms from the USA and the UK, USA and Sweden and USA and Germany were studied.

The paper empirically demonstrates that careful and well‐planned integration strategies are responsible for sustainable learning occurring, leading to desirable synergies between firms engaged in a merger process.

The interviews took place at higher/top levels of the organisations. A more comprehensive picture would include other lower levels of each organisation structure.

Based on the data analysis, an integrative model for learning related to M&A is developed. This model would help organisations, planning on engaging in international M&A activity, to maximise the learning from the process.

This is a practical/empirical study, supporting the available theory on the subject in the literature. The research approach was innovative, as it collected relevant data from top executive board members, exploring their own views on the barriers for learning and on the ways to minimise them.

This paper seeks to understand the founding of the five main constructs of corporate identity proposed by Schmidt. Wider literature review has revealed some elements that need further consideration regarding their inclusion in the corporate identity model. Subsequently, a model is proposed. The BP Amoco company is used as an illustrative case to illuminate the proposed model’s intended explanatory power and value.

IN A PAPER to The Institute of Marine Engineers in March, E. B. Budd, C.Eng., M.R.I.N.A., A.M.I.Mech.E., A.F.R.Ae.S. and H. C. Wilkinson, M.A., Wh.Sc., C.Eng., A.M.I.Mech.E. (both of the British Ship Research Association) discussed the adoption of the modular technique in the design and construction of ships' machinery installation. Much of this concerned cooling and lubricating systems. It is possible that these techniques could well be employed for many lubricating systems on large plant and machinery, and therefore this discussion, referring to marine plant, is also of general interest.