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Operations of Royal Dutch/Shell in Russia included a strategic alliance with Gazprom, the country's natural gas monopoly, the development of the Salym oil fields in Siberia, and a small retail refilling network in St. Petersburg. Focuses on the Sakhalin II project. Sakhalin II is the reason for the existence of the Sakhalin Energy Investment Co. (SEIC), owned by Royal Dutch/Shell (55%), Mitsui (25%), and Mitsubishi (20%). Worth approximately $10 billion, the second phase of Sakhalin II would be the single largest investment decision in the history of Royal Dutch/Shell, as well as the single largest foreign direct investment in Russia's history. Sakhalin II would also be the largest integrated oil and gas project in the world. The project, however, faces a number of challenges, however. A production sharing agreement (PSA)--a commercial contract between the foreign investor and a host government that replaces the country's tax and license regimes for the life of the project--governs Sakhalin II. Although Sakhalin II's PSA enjoys the status of Russian law, other Russian laws conflict with the terms of the PSA. PSAs have also become controversial within Russia. After several years of waiting in vain for "legal stabilization," Shell and SEIC executives must decide whether the project should go forward.
Describes Russia's troubled economic transition since 1991, highlights the problem of institutional development, and surveys the challenges President Vladimir Putin faced in 2000. The first section provides a brief synopsis of liberalization, stabilization, and privatization under President Boris Yeltsin. The second section describes the economic difficulties Russia experienced during the 1990s involving demonetization, federalism, taxes, contract enforcement, the legal system, the 1998 financial crisis, and public health. Concludes with President Putin's political and economic plans.
Surveys approaches to understanding the state; highlights the relationships between the state, order, and property; and offers an analytical framework for how states vary from place to place and over time.
Although the global trend toward liberalization of electric utilities forced Enel, the largest power company in Italy, to give up some of its assets in its home base, it also opened up many opportunities abroad, including in Russia, one of the largest electricity markets in the world. The case outlines Enel's internationalization strategy and then focuses on one piece of the company's strategic puzzle of global expansion: acquisition of major power-generation assets in the course of the break-up of RAO UES, the Russian electricity monopoly. The case highlights the decision-making process by the company executives in the context of possible political risks to foreign investment in Russian strategic industries and economic risks to investment in the yet-to-be-formed liberalized and deregulated electricity market in Russia.
The United States could enhance or threaten China's energy security but China was unsure of the U.S. intentions. China and the United States were both friends and potential foes. In the meantime, Russia's own ambivalent relationship with the United States and its Western allies worsened. In this context, China and Russia grew closer. Bilateral ties in the energy trade quickly improved: Russian oil exports expanded, while disagreements on the terms of natural gas supplies were resolved. The case describes the impact of the interplay of great power politics, domestic political considerations, and economic factors on the efforts of the Chinese and Russian energy companies to expand business ties.
Russia and China are neighbors with complementary needs: Russia has an abundance of energy resources, which China needs to fuel its industry. The case analyzes the evolution of the China-Russia energy relations in the post-Cold War period, with an emphasis on the political factors, external and domestic, impeding and contributing to the full realization of the potential of energy ties between Russia and China.
The collapse of central authority in the Soviet Union in 1991 ushered in a period of revolutionary transformations for the states that emerged in its wake. The leaders of Russia, the USSR's successor, since then have struggled to reestablish central authority while also seeking to avoid further disintegration, establish a democratic polity, and institute a market economy. The case contrasts different approaches adopted by Presidents Boris Yeltsin and Vladimir Putin and concludes with a vision outlined by Russia's third post-Soviet president, Dmitry Medvedev. The case focuses on problems of state authority; fiscal capacity; institutionalization of political parties; relations between the federal center and provincial governments; relations between the state and big business; economic policy; and models of economic development.
Critics have accused Gazprom, the world's largest natural gas producer, of eschewing market principles in favor of the foreign policy priorities of the Russian government, ever since the energy giant cut off the supply to Ukraine in January of 2006. The purported motive for the decision, however, seems to indicate the opposite: the company claimed that it had no other choice because the sides failed to conclude a contract on the terms of future trade. The case takes a look back in history for clues that may resolve this paradox. It highlights how politics shaped the economics of natural gas trade in the former Soviet Union and Europe since the late 1960s until the end of the 1990s; sketches the story of the creation of Gazprom by the first post-Soviet government of Russia; and describes how the erection of new sovereign borders in the wake of the dissolution of the Soviet Union, coupled with political and economic transition, created major problems in the gas trade between the former Soviet republics, emerging with the greatest intensity in the Russian-Ukrainian relations.
President Putin publicly stated that Gazprom, the largest natural gas producer in the world, was a powerful political lever of the Russian state in the world and a keystone in the foundation of the country's energy security. Thus the top leadership of Russia has charted the course of the company's future away from the seemingly imminent dismemberment, privatization, and, by implication, de-monopolization toward a challenging combination of strengthened state control, professional, transparent management, and a major expansion. The case explores how in 2000-2008 Gazprom's management has pursued the strategy defined by the politicians. Gazprom's impressive expansion strategy envisioned diversification of markets, products, transportation routes, and modes of delivery. The challenges were equally formidable: massive investment needs, a possibility of a production shortfall, and a chronic problem with the transit state of Ukraine, to name a few. In fact, Gazprom's ambitiousness fully reflected the ambitiousness of Russia as a whole, characteristic of the Putin era.
The case describes the resolution to the January 2006 gas crisis, precipitated by the decision of Gazprom, the largest natural gas producer in the world, to cut off gas supply to Ukraine because of disagreement on the terms of future trade. The case also narrates the events that have followed: the adoption by Gazprom of a comprehensive policy to renegotiate prices with the rest of the former Soviet states; the erratic relationship with Ukraine, dependent on the internal political configuration in the latter at any given time; and a persistence of Gazprom's negative image in the world.
The 2014 Ukraine crisis once again exposed the mutually limiting knot-a web of commercial relationships and oil and gas pipelines-that historically tied the European Union and Russia closely. In this crisis, a familiar conundrum preoccupied minds in the corridors of power in Western capitals: how to compel Russia to respect the Western geopolitical preferences without harming European allies? The answer, as in the past, pointed to the lack of viable short-term solutions and the longer term need for gaining energy independence without sacrificing energy security in the EU. The case chronicles latest efforts, and its unintended consequences, by all-union authorities in Brussels to untie the Russian knot by implanting American inventions in the European soil: liberalized, transparent natural gas markets and shale gas production. Executives of European and Russian energy companies present their views.
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Shortly after Infosys was founded in 1981, its managers faced a major turning point when they made a decision to operate without giving in to the petty corruption rife in the Indian economy. Within just a few years, that decision had truly defined the company. Over the next 25 years, Infosys managers went to extraordinary lengths to avoid even the most modest of practices that they considered inappropriate. Explores the practices and methods that Infosys adopted instead, considers their costs, benefits, and generalizability, and contextualizes the problem within Indian political and economic institutions that continue to evolve.
In the fall of 2013, the people of Ukraine disagreed passionately whether their country should intensify ties with the European Union or Russia. After President Yanukovych rejected the free trade agreement with the EU in November, thousands of Ukrainians peacefully protested. But the protest movement morphed into a violent, deadly confrontation in January, culminating in February in mass slaughter, an overthrow of government, foreign invasion, and international crisis. The four months that shook Ukraine is a case study on the interrelated problems of geopolitical struggle, politics of economic pacts and clash of regional economic blocks, post-imperial disintegration and trade, and identity and interdependence.
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The Lebanese are the largest group of Middle Eastern immigrants in the United States, and Lebanese immigrants are also prominent across Europe and the Americas. Based on over eighty interviews with first-generation Lebanese immigrants in the global cities of New York, Montreal and Paris, this book shows that the Lebanese diaspora - like all diasporas - constructs global relations connecting and transforming their new societies, previous homeland and world-wide communities. Taking Lebanese immigrants' forms of identification, community attachments and cultural expression as manifestations of diaspora experiences, Dalia Abdelhady delves into the ways members of Lebanese diasporic communities move beyond nationality, ethnicity and religion, giving rise to global solidarities and negotiating their social and cultural spaces.The Lebanese Diaspora explores new forms of identities, alliances and cultural expressions, elucidating the daily experiences of Lebanese immigrants and exploring new ways of thinking about immigration, ethnic identity, community, and culture in a global world. By criticizing and challenging our understandings of nationality, ethnicity and assimilation, Abdelhady shows that global immigrants are giving rise to new forms of cosmopolitan citizenship.
The book contains many kinds of life aspects such as love, social persepctive, social norms, and especially how music impacts the characters' behaviors development. A greatbook for those who have passion in pop culture literature.
While many studies have been written on national cinemas, Early Cinema and the "National" is the first anthology to focus on the concept of national film culture from a wide methodological spectrum of interests, including not only visual and narrative forms, but also international geopolitics, exhibition and marketing practices, and pressing linkages to national imageries. The essays in this richly illustrated, landmark anthology are devoted to reconsidering the nation as a framing category for writing cinema history. Many of the 34 contributors show that concepts of a national identity played a role in establishing the parameters of cinema's early development, from technological change to discourses of stardom, from emerging genres to intertitling practices. Yet, as others attest, national meanings could often become knotty in other contexts, when concepts of nationhood were contested in relation to colonial/imperial histories and regional configurations. Early Cinema and the "National" takes stock of a formative moment in cinema history, tracing the beginnings of the process whereby nations learned to imagine themselves through moving images.
Chris Prangel, a recent MBA graduate, has returned home to West Virginia to manage the marketing operations of the Mountain Man Beer Company, a family-owned business he stands to inherit in five years. Mountain Man brews just one beer, Mountain Man Lager, also known as "West Virginia's beer" and popular among blue-collar workers. Due to changes in beer drinkers' taste preferences, the company is now experiencing declining sales for the first time in its history. In response, Chris wants to launch Mountain Man Light, a "light beer" formulation of Mountain Man Lager, in the hope of attracting younger drinkers to the brand. However, he encounters resistance from senior managers. Mountain Man Lager's brand equity is a key asset for Mountain Man Brewing Company. The question is whether Mountain Man Light will enhance it, detract from it, or irreversibly damage it.
Mitchell Memorial Hospital is a 750-bed regional academic medical center in Ohio. Andy Prescott, Chief of the Cardiovascular Center, is reviewing the performance evaluations of his star vascular surgeon Ron Ventura. The evaluations, the result of a 360-degree performance review cycle the hospital had recently put in place, were much more critical than he had anticipated. Ventura, with a national reputation as an accomplished vascular surgeon, had improved the vascular surgery practice enormously in his short tenure at Mitchell Memorial and generated much new case flow for the hospital. Ventura is also, as the evaluation packet made clear, sharp-tongued, impatient, and abrasive. Prescott knows that the Cardiovascular Center needs team players, but he also has a responsibility to improve the performance of the vascular surgery practice, and Ventura is critical to that effort. Now Ventura's contract is up for renewal. Although Prescott recruited Ventura and gave strong support in his first months, other surgeons are now considering leaving the hospital, HR is getting complaints from the nursing staff and the residency programs, and many point to Ventura's behavior as the cause. Prescott wonders whether Ventura's actions violate Mitchell Memorial's cultural norms focused on teamwork and collaboration and whether or not his contract with the hospital should be renewed. Students must consider approaches to the upcoming performance feedback interview between Prescott and Ventura.
A manufacturer and retailer of specialty doll products must decide which of two projects to fund. The decision requires the student to compute cash flows for the 2 projects, discount values to the present and compare and contrast different project performance measures.
The management of Monmouth Inc. is considering whether to acquire the Robertson Tool Company and the value and form that the acquisition should take. Value can be assessed using a variety of approaches including a DCF with WACC analysis, impact on EPS and market multiples. The case also requires the student to consider how the offer should be designed and implemented.
Yes, you can create your own apps for Android phones--and it's easy to do. This extraordinary book introduces App Inventor for Android, a powerful visual tool that lets anyone build apps for Android-based devices. Learn the basics of App Inventor with step-by-step instructions for more than a dozen fun projects, such as creating location-aware apps, data storage, and apps that include decision-making logic. The second half of the book features an Inventor's manual to help you understand the fundamentals of app building and computer science. App Inventor makes an excellent textbook for beginners and experienced developers alike. Design games and other apps with 2D graphics and animation Create custom multi-media quizzes and study guides Create a custom tour of your city, school, or workplace Use an Android phone to control a LEGO® MINDSTORMS® NXT robot Build location-aware apps by working with your phone's sensors Explore apps that incorporate information from the Web Learn computer science as you build your apps
Sharp Ends is the ultimate collection of award winning tales and exclusive new short stories from the master of grimdark fantasy, Joe Abercrombie. Violence explodes, treachery abounds, and the words are as deadly as the weapons in this rogue's gallery of side-shows, back-stories, and sharp endings from the world of the First Law.The Union army may be full of bastards, but there's only one who thinks he can save the day single-handed when the Gurkish come calling: the incomparable Colonel Sand dan Glokta.Curnden Craw and his dozen are out to recover a mysterious item from beyond the Crinna. Only one small problem: no one seems to know what the item is.Shevedieh, the self-styled best thief in Styria, lurches from disaster to catastrophe alongside her best friend and greatest enemy, Javre, Lioness of Hoskopp.And after years of bloodshed, the idealistic chieftain Bethod is desperate to bring peace to the North. There's only one obstacle left - his own lunatic champion, the most feared man in the North: the Bloody-Nine . . .For more from Joe Abercrombie, check out: The First Law TrilogyThe Blade ItselfBefore They Are HangedLast Argument of KingsStand Alone Novels in the First Law WorldBest Served ColdThe HeroesRed Country
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