This book addresses a question of importance for both theory and practice: Why are joint venture agreements preferred over other types of agreements such as concession agreements, service contracts, and production sharing agreements in the Qatari gas industry?

On a theoretical level, the author analyses this decision-making process by developing an approach that integrates a micro-level analysis, more specifically within international oil companies, with a macro-level analysis that spring from the organisational culture of the Qatari gas industry. At the micro level, the author proposes John Dunning's eclectic paradigm (as one set of theoretical ideas) to explaining one element of the decision-making process leading to the preference for joint venture agreements, that is, that of international oil companies. At the macro-level, the author proposes Antony Giddens' structuration theory (as another set of theoretical ideas) to explaining another part of this decision-making process, that is, how it is being shaped by the organisational culture of the Qatari gas industry. On an empirical level, the proposed book applies a combination of a micro-economic approach such as Dunning's eclectic paradigm with a macro-sociological approach such as Giddens' structuration theory by empirical investigation. Grounded on a qualitative strategy that focuses on the meaning-making which brings together different perspectives of this decision-making process including those of international oil companies and the organisational culture of the Qatari gas industry, the proposed book utilises a case study design, named the case of the Qatari gas industry. The author employs a triangulation of data collection techniques to access empirical data: analysing official documents and semi-structured interviews (a sample of the interview questions are included in an appendix to the proposed books). In line with the qualitative nature of this proposed book, a thematic Analysis is adopted to interpret data based on Dunning's eclectic paradigm at the micro level and Giddens' structuration theory at the macro level. In doing so, this book connects theory with practice by investigating the preference for joint venture agreements in the case of the Qatari industry by the combined application of one of the most effective frameworks for explaining foreign direct investment, named Dunning's eclectic paradigm along with the most complex sociological framework that offers a rich definition of organisational culture, named Giddens' structuration theory.

Audience could include academics, professionals, and graduate and senior undergraduate students.

First book to showcase the "indigenous" Qatari energy industry First book to use Dunning and Giddens theories to analyze Joint Venture Agreements First empirical study that relies on face-to-face interviews (instead of surveys) to support the research question qualitative analysis

Autorentext
Dr. Talal Al-Emadi is the Oil and Gas Law Professor and the Founding Director of Qatar University (QU) Press. His broad academic interest is in International Economic Law. He focuses on how the law interacts with the important things in petroleum investment: not just profit, but trust and long-term relationships between Qatar and international oil and gas companies. He is a registered lawyer in the Qatari Bar. He was seconded from QU to the Amiri Diwan as a legal counselor for the Minister of State for Council of Ministers Affairs. He holds a law doctorate from the University of Oxford and a law masters from Harvard University. He received his bachelors in law from QU. He has served various national and international committees. He sits on Qatar National Committee for Climate Change and the Qatari National Committee for International Humanitarian Law. He is the President of International Law Association Qatari Branch and a member in the Georgetown Center for International and Regional Studies Program Committee and he is the Founder of Oxford Alumni Branch in Qatar. He served HBKU Law School Establishment Committee in Qatar Foundation as a member. On an international level, he sits on Harvard University IGLP Academic Council, the Educational Advisory Board of the Association of International Petroleum Negotiators, and served the United States Department of Commerce International Legal Standards Advisory Group. He was among the class of 2018 Georgetown Leadership Seminar. He has published in leading law journals and led a QNRF's NPRP project which implemented TradeLab in Qatar. He has been consulted by international law firms, educational institutions and governments on subjects related to joint ventures, education reform, natural resources , environmental and investment laws.

Inhalt
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?