02895oam 22006495 450 991078978990332120200520144314.01-283-29267-X97866132926740-8213-8832-010.1596/978-0-8213-8831-0(CKB)2670000000107399(EBL)744115(OCoLC)745866896(SSID)ssj0000566928(PQKBManifestationID)12216410(PQKBTitleCode)TC0000566928(PQKBWorkID)10563091(PQKB)10915015(MiAaPQ)EBC744115(Au-PeEL)EBL744115(CaPaEBR)ebr10506396(CaONFJC)MIL329267(OCoLC)769188445(The World Bank)2011020570(US-djbf)16800793(EXLCZ)99267000000010739920110527d2011 uy 0engurcn|||||||||txtrdacontentcrdamediacrrdacarrierNational oil companies and value creation /Silvana Tordo with Brandon S. Tracy and Noora ArfaaWashington, D.C. :World Bank,2011.pages cmWorld Bank working paper ;no. 218Description based upon print version of record.0-8213-8831-2 Includes bibliographical references and index.Contents; Acknowledgments; Abbreviations and Acronyms; Executive Summary; 1. The Petroleum Sector Value Chain; Figures; 2. The Establishment of a Noc: Advantages and Issues; Tables; 3. The Performance and Value Creation of NOCs: A Conceptual Model; 4. Case Studies and Lessons Learned; Boxes; 5. Conclusion; AppendixesNational Oil Companies (NOCs) directly or indirectly control the majority of oil and gas reserves. As such, they are of great consequence to their country's economy, to importing countries' energy security, and to the stability of oil and gas markets. The paper analyzes the available evidence on the objectives, governance and performance of 20 NOCs from both net importing and net exporting countries, and draws conclusions about the design of policies and measures that are more likely to lead to social value creation.NOCs differ from private companies on a number of very important variables, inWorld Bank e-Library.Petroleum industry and tradeBusiness enterprisesPetroleum industry and trade.Business enterprises.338.2/7282Tordo Silvana1506085Tracy Brandon S.1973-1572610Arfaa Noora1572611DLCDLCBOOK9910789789903321National oil companies and value creation3847649UNINA