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dc.description.abstract환경문제가 심각해짐에 따라 대중의 환경 악화에 대한 경각심이 높아지고 환경단체 등 압력단체의 활동이 활발하다. 따라서 기업에 대한 환경보호의무에 대한 요구도 강화되고 있다. 이 논문에서는 다국적 기업인 셀의 영국지사가 브렌트 스파라는 오일저장고를 해저에 폐기하려는 의사 결정을 번복하게된 사례 연구를 통해 다국적 기업인 셀이 기업이미지를 위해 관련이해당사자 (Stakeholder) 의 압력에 의해 의사결정을 철회하게 되는 과정을 분석하였다 기업과 정부의 해당 부서간의 이해관계에 따라 정책이 시행되더라도 환경단체 등 압력단체나 소비자의 반대가 있고, 이들에 의한 캠페인이 성공적으로 이루어질 경우에는 다국적 기업이 의사결정을 철회할 수 밖에 없는 사례는 기존의 법률과 정부 방침에만 부응하고 여러 관계 집단의 요구를 수용하지 않는 전통적인 환경전략은 더 이상 유효하지 않음을 시사한다. 다국적 기업은 이해당사자들의 요구를 수용하는 친환경적이고, 적극적인 환경전략을 수립해야 한다. ; The Brent Spar, a huge floating cylindrical buoy, had been used for storing and loading crude oil and was decommissioned in 1991. It was owned by Shell Expro but the management of the Spar was the responsibility of the UK government. In 1995, the Royal Dutch/Shell UK(Shell) proposed to dispose the Brent Spar in the deep seas of the North Atlantic. The requested proposal was accepted by UK government s Department of Trade and Industry (DTI) on 16 February in 1995. However, on 30 April 1995, an environment pressure group, Greenpeace, opposed this deepwater disposal option and occupied the Spar that Shell had intended to sink in North Atlantic. This event received enormous publicity and media coverage and resulted in a variety of negative consequences such as slump in oil sale, and the strong protest from continental European publics. As a result, Shell UK had to reverse its plan to sink the Brent Spar oil platform in the North Atlantic. This thesis analyzes the process and the factors, which led Shell to comply with pressures of the stakeholders for its reputation management. Specifically, it explains the stakeholder force as a crucial element influencing Shell s reversing its initial offshore disposal decision and concludes that Shell s traditional environmental strategies were not effective in this case.-
dc.description.tableofcontentsAbstract I. Introduction = 1 II. The Literature Review = 3 III. The Background of the Case = 8 A. Initial decision of the sinking the Brent Spar in the North Atlantic = 8 B. Greenpeace s opposition to off -disposal of the Spar = 11 C. Shell s reversing its initial decision of sinking the Spar = 13 IV. The Analysis of the Case = 16 A. The Policy monopoly between Shell and DTI = 16 B. Analysis of the stakeholder forces in the Brent Spar Case = 18 1. Pressure group activities = 20 2. European Publics = 25 C. Analysis of Shell s change in its environmental strategies = 28 V. Conclusions = 31 References = 33 Abstract in Korean = 37-
dc.format.extent319002 bytes-
dc.publisher이화여자대학교 국제대학원-
dc.titleA multinational company's environmental strategy : a case study of shell's reversing its decision of offshore disposal of the brent spar-
dc.typeMaster's Thesis-
dc.identifier.major국제대학원 국제학과- 2-
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