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Table of Contents
Intro; Foreword; Contents; About the Author; Abbreviations; Table of Cases; Table of Statutes; List of Figures; List of Tables; Abstract; 1 Thinking About Joint Venture Agreements as the Result of a Decision-Making Process; 1 Question of the Book; 2 Contribution of This Book to Academic Literature; 3 Theoretical Basis of the Book; 3.1 Micro-level Analysis: The Perspective of International Oil Companies; 3.2 Macro-level Analysis: The Perspective of the Organisational Culture of the Qatari Gas Industry; 4 Research Design
4.1 Qualitative Strategy for Exploring the Preference for Joint Venture Agreements4.2 Case Study Design: The Case of the Qatari Gas Industry; 5 Collecting and Analysing Data About the Preference for Joint Venture Agreements in the Qatari Gas Industry; 5.1 Triangulation of Data Collection Techniques; 5.1.1 Documents as the First Source of Data; 5.1.2 Interviews as a Second Data Collection Method; 5.2 Thematic Analysis of Qualitative Data; 5.2.1 Thematic Analysis of Documents; 5.2.2 Thematic Analysis of Interview Data; 6 Structure of This Book
2 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 Industry1 Three Key Reasons for the Relevance of Dunning's Eclectic Paradigm; 2 Comparative Analysis of Co-operation Agreements in the Gas Industry; 2.1 Why are Joint Venture Agreements Foreign Direct Investment?; 2.2 Classification of Co-operation Agreements according to Different Modes of Entry; 2.2.1 Foreign Direct Investment in the Qatari Gas Industry; 2.2.2 New Forms of Investment in the Qatari Gas Industry
3 The Evolution of Dunning's Eclectic Paradigm3.1 The Evolution of Location (L) Advantages; 3.2 The Evolution of Internalisation (I) Advantages; 3.2.1 Transaction Cost Theory; 3.2.2 The Internalisation Thesis; 3.2.3 Dunning's Analysis of the Internalisation Thesis; 3.3 The Evolution of Ownership (O) Advantages; 4 Key Criticisms of Dunning's Eclectic Paradigm; 4.1 Is Dunning's Eclectic Paradigm a Shopping List of Variables?; 4.2 Are Ownership Advantages Necessary to Explain Foreign Direct Investment?; 4.3 Does Dunning's Eclectic Paradigm Explain Micro-economic Phenomena?
5 Direction for Applying Dunning's Eclectic Paradigm in this Book3 Why Do International Oil Companies Engage in Joint Venture Agreements in the Qatari Gas Industry?
Dunning's Ownership, Location and Joint Internalisation Advantages Perspective; 1 Realising Ownership, Location and Joint Internalisation Advantages; 2 How Can International Oil Companies Realise Ownership (O) Advantages?; 2.1 Asset-Specific Advantages (Oa); 2.2 Transaction Cost-Minimising Advantages (Ot); 2.3 Institutional Advantages (Oi); 3 How Can International Oil Companies Realise Location (L) Advantages?
4.1 Qualitative Strategy for Exploring the Preference for Joint Venture Agreements4.2 Case Study Design: The Case of the Qatari Gas Industry; 5 Collecting and Analysing Data About the Preference for Joint Venture Agreements in the Qatari Gas Industry; 5.1 Triangulation of Data Collection Techniques; 5.1.1 Documents as the First Source of Data; 5.1.2 Interviews as a Second Data Collection Method; 5.2 Thematic Analysis of Qualitative Data; 5.2.1 Thematic Analysis of Documents; 5.2.2 Thematic Analysis of Interview Data; 6 Structure of This Book
2 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 Industry1 Three Key Reasons for the Relevance of Dunning's Eclectic Paradigm; 2 Comparative Analysis of Co-operation Agreements in the Gas Industry; 2.1 Why are Joint Venture Agreements Foreign Direct Investment?; 2.2 Classification of Co-operation Agreements according to Different Modes of Entry; 2.2.1 Foreign Direct Investment in the Qatari Gas Industry; 2.2.2 New Forms of Investment in the Qatari Gas Industry
3 The Evolution of Dunning's Eclectic Paradigm3.1 The Evolution of Location (L) Advantages; 3.2 The Evolution of Internalisation (I) Advantages; 3.2.1 Transaction Cost Theory; 3.2.2 The Internalisation Thesis; 3.2.3 Dunning's Analysis of the Internalisation Thesis; 3.3 The Evolution of Ownership (O) Advantages; 4 Key Criticisms of Dunning's Eclectic Paradigm; 4.1 Is Dunning's Eclectic Paradigm a Shopping List of Variables?; 4.2 Are Ownership Advantages Necessary to Explain Foreign Direct Investment?; 4.3 Does Dunning's Eclectic Paradigm Explain Micro-economic Phenomena?
5 Direction for Applying Dunning's Eclectic Paradigm in this Book3 Why Do International Oil Companies Engage in Joint Venture Agreements in the Qatari Gas Industry?
Dunning's Ownership, Location and Joint Internalisation Advantages Perspective; 1 Realising Ownership, Location and Joint Internalisation Advantages; 2 How Can International Oil Companies Realise Ownership (O) Advantages?; 2.1 Asset-Specific Advantages (Oa); 2.2 Transaction Cost-Minimising Advantages (Ot); 2.3 Institutional Advantages (Oi); 3 How Can International Oil Companies Realise Location (L) Advantages?