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

Abstract

This chapter established that joint venture agreements are the outcome of a process of deciding which co-operation agreement to choose: it is a social process involving a ‘large number of decisions made by different people at different points in time’. This process, the chapter further argued, can be analysed based on the reasons for such a preference within the individual organisations of international oil companies at the micro-level, in addition to macro-level reasons that address how the organisational culture of the Qatari gas industry contributes to the preference for joint venture agreements.