Joint Venture Agreements in the Qatari Gas Industry: A Theoretical and an Empirical Analysis

Thinking about Joint Venture Agreements as the Result of a Decision-Making Process.- The Relevance of Dunning's Ownership, Location and Internalisation Advantages for Explaining Why International Oil Companies Engage in Joint Venture Agreements in the Qatari gas industry.- Why Do International Oil Companies Engage in Joint Venture Agreements in the Qatari gas industry? - Dunning's Ownership, Location and Joint Internalisation Advantages Perspective.- Empirical Evidence of the Significance of Dunning's Themes of Ownership, Location and Joint Internalisation Advantages for Explaining Why International Oil Companies Engage in Joint Venture Agreements in the Qatari Gas Industry.- Giddens' Structuration Theory as an Analytical Framework for Understanding the Influence of Organisational Culture on the Preference for Joint Venture Agreements in the Qatari Gas Industry.- Conceptualising the Organisational Culture of the Qatari Gas Industry based on Giddens' Structuration Theory.- An Analysis of the Organisational Culture of the Qatari Gas Industry in terms of Giddens' Domination Structure: The Case of Interactive Positions of Power.- An Analysis of the Organisational Culture of the Qatari Gas Industry in terms of Giddens' Signification Structure: The Case of Religion.- An Analysis of the Organisational Culture of the Qatari Gas Industry in terms of Giddens' Legitimation Structure: The Case of Technology Transfer.- Why Are Joint Venture Agreements Preferred in the Qatari Gas Industry?