The Experts below are selected from a list of 276 Experts worldwide ranked by ideXlab platform
Coastal - One of the best experts on this subject based on the ideXlab platform.
-
Marine geologic and geophysical data of field activity H-10-83-AN in Wilkes Land, Antarctica from 12/01/1983 to 02/01/1984
2020Co-Authors: CoastalAbstract:Technology Research Center of the Japan National Oil Corporation,Geological Survey of Japan. Marine geologic and geophysical data of field activity H-10-83-AN in Wilkes Land, Antarctica from 12/01/1983 to 02/01/1984, http://walrus.wr.usgs.gov/infobank/h/h1083an/html/h-10-83-an.meta.html.
-
Geological and geophysical data of field activity H-25-88-AN in Bransfield Strait, Antarctica from 10/01/1988 to 10/01/1989
2020Co-Authors: CoastalAbstract:Technology Research Center of the Japan National Oil Corporation,Geological Survey of Japan. Geological and geophysical data of field activity H-25-88-AN in Bransfield Strait, Antarctica from 10/01/1988 to 10/01/1989, http://walrus.wr.usgs.gov/infobank/h/h2588an/html/h-25-88-an.meta.html.
-
Geological and geophysical data of field activity H-21-84-AN in Prydz Bay, Antarctica from 10/01/1984 to 02/28/1985
2020Co-Authors: CoastalAbstract:Technology Research Center of the Japan National Oil Corporation,Geological Survey of Japan. Geological and geophysical data of field activity H-21-84-AN in Prydz Bay, Antarctica from 10/01/1984 to 02/28/1985, http://walrus.wr.usgs.gov/infobank/h/h2184an/html/h-21-84-an.meta.html.
-
Geological and geophysical data of field activity H-22-85-AN in Queen Maud Land, Antarctica from 12/01/1985 to 02/28/1986
2020Co-Authors: CoastalAbstract:Technology Research Center of the Japan National Oil Corporation,Geological Survey of Japan. Geological and geophysical data of field activity H-22-85-AN in Queen Maud Land, Antarctica from 12/01/1985 to 02/28/1986, http://walrus.wr.usgs.gov/infobank/h/h2285an/html/h-22-85-an.meta.html.
-
Geological and geophysical data of field activity H-24-88-AN in South Orkney Island, Antarctica from 01/01/1988 to 01/31/1988
2020Co-Authors: CoastalAbstract:Technology Research Center of the Japan National Oil Corporation,Geological Survey of Japan. Geological and geophysical data of field activity H-24-88-AN in South Orkney Island, Antarctica from 01/01/1988 to 01/31/1988, http://walrus.wr.usgs.gov/infobank/h/h2488an/html/h-24-88-an.meta.html.
Ibrahim Bin Zahari - One of the best experts on this subject based on the ideXlab platform.
-
the relationship between transformational leadership and organizational culture in national Oil Corporation of libya
International Journal of Business Administration, 2013Co-Authors: Adel Mohamed Ali Shurbagi, Ibrahim Bin ZahariAbstract:The purpose of the study is to investigate the relationship between transformational leadership and organizational culture in National Oil Corporation of Libya. This research was carried out by measuring the data gathered from the five point likert scale. The Multifactor Leadership Questionnaire (MLQ) was used to measure transformational leadership, while the Organizational Culture Assessment Instrument (OCAI) was used to measure organizational culture. Quantitative survey method was applied and a sample of 227 employees of National Oil Corporation of Libya was selected to answer the instrument. SPSS software was used to analyze the data collected based on descriptive statistics (mean, standard deviation, percentage, Correlation and Regression). The empirical results indicate that the leaders of National Oil Corporation of Libya follow transformational leadership style to manage their organization, while the relationship between transformational leadership and organizational culture was positive significant relationship and Hierarchy culture was a dominant culture in NOC of Libya.
-
the relationship between organizational commitment and job satisfaction in national Oil Corporation of libya
2013Co-Authors: Adel Mohamed Ali Shurbagi, Ibrahim Bin ZahariAbstract:The purpose of the study is to investigate the relationship between organizational commitment and job satisfaction in National Oil Corporation of Libya. This research was carried out by measuring the data gathered from the five point likert scale. The Three Components Organizational Commitment Questionnaire (TCOCQ) was used to measure the three dimensions of organizational commitment such as affective, continuance and normative commitment, while (JSS) was used to measure job satisfaction. Quantitative survey method was applied and a sample of 227 employees of National Oil Corporation of Libya was selected to answer the instrument. SPSS software was used to analyze the data collected based on descriptive statistics (mean, standard deviation, percentage, Correlation and Regression). The empirical results indicate that the relationship between organizational commitment and job satisfaction in National Oil Corporation of Libya is positive significant relationship, while the dominant commitment in NOC of Libya is affective commitment..
-
The Effect of Organizational Culture and the Relationship between Transformational Leadership and Job Satisfaction in Petroleum Sector of Libya
International Business Research, 2012Co-Authors: Ibrahim Bin Zahari, Adel Mohamed Ali ShurbagiAbstract:The purpose of this study is to investigate the effect of organizational culture on the relationship between transformational leadership and job satisfaction in petroleum sector with a focus on the National Oil Corporation of Libya (NOC). This research was carried out by measuring the data gathered from the five point Likert scale. The Multifactor Leadership Questionnaire (MLQ), Organizational Culture Assessment Instrument (OCAI) and Job Satisfaction Survey (JSS) were used. Quantitative survey method was applied and a sample of 50 employees from the National Oil Corporation of Libya was selected as a sample random sampling to answer the instrument of the study. SPSS software was used to analyze the data collected based on descriptive statistics (mean, standard deviation, percentage, T-test, and Pearson Correlation Coeffiecient). The findings indicate that the leaders of National Oil Corporation of Libya follow transformational leadership style to manage their organization and the dominant culture in NOC of Libya is Hierarchy culture while the relationship between transformational leadership style, job satisfaction and organizational culture is positive significant relationship.
Adel Mohamed Ali Shurbagi - One of the best experts on this subject based on the ideXlab platform.
-
the relationship between transformational leadership and organizational culture in national Oil Corporation of libya
International Journal of Business Administration, 2013Co-Authors: Adel Mohamed Ali Shurbagi, Ibrahim Bin ZahariAbstract:The purpose of the study is to investigate the relationship between transformational leadership and organizational culture in National Oil Corporation of Libya. This research was carried out by measuring the data gathered from the five point likert scale. The Multifactor Leadership Questionnaire (MLQ) was used to measure transformational leadership, while the Organizational Culture Assessment Instrument (OCAI) was used to measure organizational culture. Quantitative survey method was applied and a sample of 227 employees of National Oil Corporation of Libya was selected to answer the instrument. SPSS software was used to analyze the data collected based on descriptive statistics (mean, standard deviation, percentage, Correlation and Regression). The empirical results indicate that the leaders of National Oil Corporation of Libya follow transformational leadership style to manage their organization, while the relationship between transformational leadership and organizational culture was positive significant relationship and Hierarchy culture was a dominant culture in NOC of Libya.
-
the relationship between organizational commitment and job satisfaction in national Oil Corporation of libya
2013Co-Authors: Adel Mohamed Ali Shurbagi, Ibrahim Bin ZahariAbstract:The purpose of the study is to investigate the relationship between organizational commitment and job satisfaction in National Oil Corporation of Libya. This research was carried out by measuring the data gathered from the five point likert scale. The Three Components Organizational Commitment Questionnaire (TCOCQ) was used to measure the three dimensions of organizational commitment such as affective, continuance and normative commitment, while (JSS) was used to measure job satisfaction. Quantitative survey method was applied and a sample of 227 employees of National Oil Corporation of Libya was selected to answer the instrument. SPSS software was used to analyze the data collected based on descriptive statistics (mean, standard deviation, percentage, Correlation and Regression). The empirical results indicate that the relationship between organizational commitment and job satisfaction in National Oil Corporation of Libya is positive significant relationship, while the dominant commitment in NOC of Libya is affective commitment..
-
The Effect of Organizational Culture and the Relationship between Transformational Leadership and Job Satisfaction in Petroleum Sector of Libya
International Business Research, 2012Co-Authors: Ibrahim Bin Zahari, Adel Mohamed Ali ShurbagiAbstract:The purpose of this study is to investigate the effect of organizational culture on the relationship between transformational leadership and job satisfaction in petroleum sector with a focus on the National Oil Corporation of Libya (NOC). This research was carried out by measuring the data gathered from the five point Likert scale. The Multifactor Leadership Questionnaire (MLQ), Organizational Culture Assessment Instrument (OCAI) and Job Satisfaction Survey (JSS) were used. Quantitative survey method was applied and a sample of 50 employees from the National Oil Corporation of Libya was selected as a sample random sampling to answer the instrument of the study. SPSS software was used to analyze the data collected based on descriptive statistics (mean, standard deviation, percentage, T-test, and Pearson Correlation Coeffiecient). The findings indicate that the leaders of National Oil Corporation of Libya follow transformational leadership style to manage their organization and the dominant culture in NOC of Libya is Hierarchy culture while the relationship between transformational leadership style, job satisfaction and organizational culture is positive significant relationship.
James Aucoin - One of the best experts on this subject based on the ideXlab platform.
-
The Energy Crisis and the Media: Mobil Oil Corporation's Debate with the Media 1973–1983
American Journalism, 2020Co-Authors: Vanessa Murphree, James AucoinAbstract:Abstract During the 1970s, Mobil Oil Corporation launched a public relations effort that set off a clash of titans—with the Oil company on one side and the nation's media on the other—over who would set the agenda for public debate on energy policy. Although the campaign's purposes fell within the traditional schema of public relations, the way the company carried it out set a new benchmark for corporate communications. By taking on media giants such as the New York Times and CBS via contentious issue advertising, the Corporation broke away from traditional and more diplomatic media relations efforts and pioneered a public relations approach involving an aggressive attempt to influence media coverage and public opinion. The company tried to tell journalists and the public how to think about energy issues by establishing itself as an expert and editorial commentator and then aggressively refuting what it perceived to be unfair or inaccurate news media coverage. This article examines Mobil's uncompromising ...
-
the energy crisis and the media mobil Oil Corporation s debate with the media 1973 1983
American Journalism, 2010Co-Authors: Vanessa Murphree, James AucoinAbstract:Abstract During the 1970s, Mobil Oil Corporation launched a public relations effort that set off a clash of titans—with the Oil company on one side and the nation's media on the other—over who would set the agenda for public debate on energy policy. Although the campaign's purposes fell within the traditional schema of public relations, the way the company carried it out set a new benchmark for corporate communications. By taking on media giants such as the New York Times and CBS via contentious issue advertising, the Corporation broke away from traditional and more diplomatic media relations efforts and pioneered a public relations approach involving an aggressive attempt to influence media coverage and public opinion. The company tried to tell journalists and the public how to think about energy issues by establishing itself as an expert and editorial commentator and then aggressively refuting what it perceived to be unfair or inaccurate news media coverage. This article examines Mobil's uncompromising ...
Vanessa Murphree - One of the best experts on this subject based on the ideXlab platform.
-
The Energy Crisis and the Media: Mobil Oil Corporation's Debate with the Media 1973–1983
American Journalism, 2020Co-Authors: Vanessa Murphree, James AucoinAbstract:Abstract During the 1970s, Mobil Oil Corporation launched a public relations effort that set off a clash of titans—with the Oil company on one side and the nation's media on the other—over who would set the agenda for public debate on energy policy. Although the campaign's purposes fell within the traditional schema of public relations, the way the company carried it out set a new benchmark for corporate communications. By taking on media giants such as the New York Times and CBS via contentious issue advertising, the Corporation broke away from traditional and more diplomatic media relations efforts and pioneered a public relations approach involving an aggressive attempt to influence media coverage and public opinion. The company tried to tell journalists and the public how to think about energy issues by establishing itself as an expert and editorial commentator and then aggressively refuting what it perceived to be unfair or inaccurate news media coverage. This article examines Mobil's uncompromising ...
-
the energy crisis and the media mobil Oil Corporation s debate with the media 1973 1983
American Journalism, 2010Co-Authors: Vanessa Murphree, James AucoinAbstract:Abstract During the 1970s, Mobil Oil Corporation launched a public relations effort that set off a clash of titans—with the Oil company on one side and the nation's media on the other—over who would set the agenda for public debate on energy policy. Although the campaign's purposes fell within the traditional schema of public relations, the way the company carried it out set a new benchmark for corporate communications. By taking on media giants such as the New York Times and CBS via contentious issue advertising, the Corporation broke away from traditional and more diplomatic media relations efforts and pioneered a public relations approach involving an aggressive attempt to influence media coverage and public opinion. The company tried to tell journalists and the public how to think about energy issues by establishing itself as an expert and editorial commentator and then aggressively refuting what it perceived to be unfair or inaccurate news media coverage. This article examines Mobil's uncompromising ...
