In the middle of immense increase in the oil sands, Suncor's chief executive officer (CEO) is growing concerned concerning the local government's inability to cope with unprecedented increase of oils sands development in Fort McMurray, Alberta. Ecological deterioration, prostitution, drug use, social inequality and offense have begun to cripple the surrounding place and Fort McMurray mainly because the local government has been unable to support the enormous growth with appropriate public services and environmental protection.
As part of a major gas and oil business in the region, the CEO is aware of the severe lessons where the company's reluctance to get involved in political actions led to a massive boycott and tarnished name. The case illustrates the requirement for firms to take on responsibilities that are political, in this case through the active involvement of addressing public service differences. Written for courses in society and company, stakeholder engagement, public administration, public-private partnerships, strategic management, and negotiations, the case chronicles the motivations of companies for example Suncor to deal with service gaps that are public to avoid negative impacts on the firm.
Pupils engage in a role play representing six distinct stakeholders, the objective of which would be to start a process of participation to jointly address the societal and ecological issues plaguing the area. The case helps students understand the growing prevalence of the difference between stakeholder direction of as well as private sector participation in political matters and stakeholder participation with seemingly adversarial stakeholders, the latter of which is critical to collaboratively respond to the sophistication of sustainable development.
Suncor's Political Role in Fort McMurray case study solution
PUBLICATION DATE: April 20, 2011 PRODUCT #: W11103-PDF-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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