{"id":{"repo_id":"mit","oai_identifier":"oai:dspace.mit.edu:1721.1/81083"},"canonical_url":"https://search.dev.ndltd.org/etd/mit/oai:dspace.mit.edu:1721.1/81083","repository":{"repo_id":"mit","name":"MIT","base_url":"https://dspace.mit.edu/oai/request"},"display":{"title":"Preparing for the future business","abstract":"GS Caltex is one of the major energy companies in Korea. Like all other energy companies in the world, the company seeks to become a \"total energy provider\" by successful launching new types of energy businesses and also by managing its traditional business more efficiently. However, the inherent nature oil business and its associated organizational culture make successful change for oil companies to future energy companies very challenging. Therefore, appropriate preparation and a clear image of the future business are required to facilitate the organizational transformation to which GS Caltex aspires. This thesis is mainly focused on analyzing GS Caltex's current HR system and suggesting possible solutions to the following questions: 1. What are appropriate preparations for transformation to a \"total energy provider?\" 2. How can the HR division best support the company's change? To find answers to these questions, IBM and NIKE's cases were used as examples of companies that had successfully undertaking complex corporate transformation initiatives. In this context, it became clear that successfully preparing for the future requires a keen focus on sustainability. I conclude by suggesting that a well-structured HR system based on \"a high road strategy,\" launched in conjunction with a sustainability-oriented strategy at the corporate level, is an optimal path through which energy companies can make the significant transformations required to continue their success well into the future.","abstract_html":"GS Caltex is one of the major energy companies in Korea. Like all other energy companies in the world, the company seeks to become a "total energy provider" by successful launching new types of energy businesses and also by managing its traditional business more efficiently. However, the inherent nature oil business and its associated organizational culture make successful change for oil companies to future energy companies very challenging. Therefore, appropriate preparation and a clear image of the future business are required to facilitate the organizational transformation to which GS Caltex aspires. This thesis is mainly focused on analyzing GS Caltex's current HR system and suggesting possible solutions to the following questions: 1. What are appropriate preparations for transformation to a "total energy provider?" 2. How can the HR division best support the company's change? To find answers to these questions, IBM and NIKE's cases were used as examples of companies that had successfully undertaking complex corporate transformation initiatives. In this context, it became clear that successfully preparing for the future requires a keen focus on sustainability. I conclude by suggesting that a well-structured HR system based on "a high road strategy," launched in conjunction with a sustainability-oriented strategy at the corporate level, is an optimal path through which energy companies can make the significant transformations required to continue their success well into the future.","abstract_has_math":false,"creators":["Jang, Dongsu"],"institution":"Massachusetts Institute of Technology","degree_name":null,"degree_level":null,"degree_discipline":null,"degree_department":"Sloan School of Management.","school":null,"contributors":[],"advisors":["Thomas A. Kochan."],"committee_chairs":[],"committee_members":[],"year":2013,"date_issued":"2013","date_published":"2013","updated_at":"2026-07-22T22:21:15Z","subjects":["Sloan School of Management."],"languages":["eng"],"rights":["M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission."],"rights_urls":["http://dspace.mit.edu/handle/1721.1/7582"],"identifier_entries":[]},"links":{"outbound_url":"http://hdl.handle.net/1721.1/81083","outbound_label":"Handle","outbound_source":"dc:identifier.uri"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor.advisor","label":"Advisor","values":["Thomas A. 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Like all other energy companies in the world, the company seeks to become a \"total energy provider\" by successful launching new types of energy businesses and also by managing its traditional business more efficiently. However, the inherent nature oil business and its associated organizational culture make successful change for oil companies to future energy companies very challenging. Therefore, appropriate preparation and a clear image of the future business are required to facilitate the organizational transformation to which GS Caltex aspires. This thesis is mainly focused on analyzing GS Caltex's current HR system and suggesting possible solutions to the following questions: 1. What are appropriate preparations for transformation to a \"total energy provider?\" 2. How can the HR division best support the company's change? To find answers to these questions, IBM and NIKE's cases were used as examples of companies that had successfully undertaking complex corporate transformation initiatives. In this context, it became clear that successfully preparing for the future requires a keen focus on sustainability. I conclude by suggesting that a well-structured HR system based on \"a high road strategy,\" launched in conjunction with a sustainability-oriented strategy at the corporate level, is an optimal path through which energy companies can make the significant transformations required to continue their success well into the future."]},{"key":"dc:description.degree","label":"Dc Description Degree","values":["S.M.in Management Studies"]},{"key":"dc:title","label":"Title","values":["Preparing for the future business"]}]}],"canonical_facts":{"dc:contributor.advisor":["Thomas A. 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Therefore, appropriate preparation and a clear image of the future business are required to facilitate the organizational transformation to which GS Caltex aspires. This thesis is mainly focused on analyzing GS Caltex's current HR system and suggesting possible solutions to the following questions: 1. What are appropriate preparations for transformation to a \"total energy provider?\" 2. How can the HR division best support the company's change? To find answers to these questions, IBM and NIKE's cases were used as examples of companies that had successfully undertaking complex corporate transformation initiatives. In this context, it became clear that successfully preparing for the future requires a keen focus on sustainability. 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