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Suitable for MBA, EMBA, and executive education programs, this case uses the complexities of the oil industry to set the stage to unfold a stakeholder analysis on BP's growth and opportunity in the renewable energy sector. This public sourced case offers a discussion about the firm's overall strategy, post Gulf Oil spill, moving forward. The case describes how within a single decade, BP had emerged as one of the largest energy companies in the world. Within that scope, BP had an odd achievement: It had been building an alternative energy business and had gained a reputation as being an oil company with a regard for the environment. Then a series of preventable accidents, in the United States in particular, started to chip away at the firm's status. In a matter of five years, BP went from celebrating its most profitable period to finding itself selling assets while industry watchers wondered whether the company would survive after being responsible for the largest oil spill in the United States. Shortly following the Gulf oil spill, Robert Dudley, a legacy Amoco executive, was appointed to replace Tony Hayward, the beleaguered BP group chief executive and director. Besides the oil spill and ongoing cleanup, Dudley had slumping revenues (even before the Deepwater tragedy) and a huge rebuilding task ahead of him. Not only did he have a multinational energy company to run, but Robert Dudley had to rehabilitate the Gulf of Mexico ecosystem, compensate all who suffered loss as a result of the damage, and repair the firm's shabby reputation. Dudley needed to implement a sound long-term strategy. How would his former division—renewable energy and alternative activities—fit into his plans?

The growth in retailer advertising in recent years has been “explosive”, jumping from £16.9m in 1972 (total Press and TV advertising expenditure) to £31.7m last year. In some ways retailers are in an enviable position in that they can rapidly measure the results of their advertising. But the important thing is to build and maintain consumer loyalty on a long term basis. John Nielsen, the writer of this article, is Development Director of Osborne Advertising, an advertising agency with broad interests but a strong representation in the retail sector, with seven retailer clients in the food, garden furniture, electrical, jewellery, footwear and fashion fields.

This chapter tells the story of the initiation, development (over two decades) and collective contribution of the Copenhagen Forum since its foundation in 1996. This Forum comprises a grouping of teachers and directors of masters-level public administrative programmes (notably the MPA) from different academic institutions across Northern Europe. Each year a workshop is convened where a series of papers are presented by the participants, and from which this volume, and a number of other related publications, have been derived.

The chapter is essentially factual and descriptive in style; summarising the story of the Copenhagen Forum so far; doing so under the following five headings – ‘overview’, ‘origins’, ‘odyssey’, ‘outputs’ and ‘outcomes’.

The chapter is particularly oriented towards teachers of public administration and by focusing on the pedagogical aspects of the public management programmes that they are responsible for delivering, provides insights, guidance and suggestions from experience to help them develop their practice.

The aim is to provide readers with an appreciation of the context from which the inspiration for this volume, and the individual contributions, derive. It is a context that has been all about a shared fascination with, and collective commitment to, the advancement of learning and development among practicing public managers.

In an ariticle last year, (RDM, May/June 1975, p.22, Foodstore Advertising), I deferred consideration of what was then a new advertising campaign—the now familiar “Wonder of Woolworth”. Time has given a new perspective to the task and enabled me to write about developments in retailing which I would scarcely have believed possible eleven months ago.

Up until 1973 advertising by grocery retailers was not spectacular, but in 1974 it leaped ahead, especially that put out by the big multiples and voluntary groups. Clearly, a realisation of what advertising can do for the retailer has penetrated, if somewhat belatedly. But too many retailers, in their anxiety to emphasise price, fail to put over a sufficiently distinctive image which will make an impact on the housewife.

The work presented in this article is part of an action research project carried out in collaboration between Bang & Olufsen (B&O) and the Center for Industrial Production (CIP) of Aalborg University. The aim of the project is to investigate how end‐manufacturers can source new technology via innovative NPD‐related supplier relationships. Whereas prior work on buyer‐supplier relationships is dominated by a product‐oriented view, the present research has adopted a resource‐based (competence) view to develop a framework to guide companies in developing and handling competence‐based relationships with technology suppliers. The framework suggests four different types of inter‐organisational competence development, two of which will be illustrated using empirical data obtained through two in‐depth case studies of innovative partnership projects between B&O and some of its sub‐suppliers.

Purpose – This chapter offers an integrative review of psychological and neurobiological differences between younger and older adults that might impact economic behavior. Focusing on key health economic challenges facing the elderly, it offers perspectives on how these psychological and neurobiological factors may influence decision-making over the life course and considers future interdisciplinary research directions.

Methodology/approach – We review relevant literature from three domains that are essential for developing a comprehensive science of decision-making and economic behavior in aging (psychology, neuroscience, and economics), consider implications for prescription drug coverage and long-term care (LTC) insurance, and highlight future research directions.

Findings – Older adults face many complex economic decisions that directly affect their health and well-being, including LTC insurance, prescription drug plans, and end of life care. Economic research suggests that many older Americans are not making cost-effective and economically rational decisions. While economic models provide insight into some of the financial incentives associated with these decisions, they typically do not consider the roles of cognition and affect in decision-making. Research has established that older age is associated with predictable declines in many cognitive functions and evidence is accumulating that distinct social motives and affect-processing profiles emerge in older age. It is unknown how these age differences impact the economic behaviors of older people and implies opportunities for path-breaking interdisciplinary research.

Originality/value of the chapter – Our chapter looks to develop interdisciplinary research to better understand the causes and consequences of age-related changes in economic decision-making and guide interventions to improve public programs and overall social welfare.

Changing market and economic conditions, inflation, and Government controls are commonplace problems facing every business, and most managers, including retail management. But, amid all the panaceas proposed, the exhortations and guidelines of Government and the solutions developed by managers, many retailers are still left with an uncomfortable feeling that the current situation may be bigger than their capacity to handle it, and that past experience offers little guide to the appropriate actions to be taken in the future. There is a growing feeling that retail management at this time is facing a significant change of form, if not a change of life itself. This article attempts to present an overview of the current situation facing the retailing industry and to identify for retail management the critical forces affecting their businesses and the major areas of impact. This will help to indicate the appropriate areas for priority management attention at this time, and possible actions that should be taken if future profitability and growth is to be safeguarded, and the process of change is to be successfully managed.