2026-09-20T07:57:28Zhttps://dspace.mit.edu/server/oai/requestoai:dspace.mit.edu:1721.1/810832026-06-06T01:05:20Zcom_1721.1_7582com_1721.1_7581col_1721.1_131023
Thomas A. Kochan.
Jang, Dongsu
Sloan School of Management.
Sloan School of Management
2013-09-24T19:41:44Z
2013-09-24T19:41:44Z
2013
2013
http://hdl.handle.net/1721.1/81083
858009182
Thesis (S.M. in Management Studies)--Massachusetts Institute of Technology, Sloan School of Management, 2013.
Cataloged from PDF version of thesis.
Includes bibliographical references.
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.
by Dongsu Jang.
S.M. in Management Studies
53 p.
eng
Massachusetts Institute of Technology
M.I.T. theses are protected by
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http://dspace.mit.edu/handle/1721.1/7582
Sloan School of Management.
Preparing for the future business
Thesis
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Publication
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<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>
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