Strategic Aspects Of Oligopolistic Vertical Integration

In this text some fundamental issues concerning the strategic impact of vertical structures of firms are discussed in a successive oligopoly model. Vertical integration strategy has been identified as one of the key strategies which determine the success or failure of enterprises. Many studies on vertical integration are based on business experiences and interviews with managers. However, the extensive application of game theory in business economics allows this study on vertical integration to be based on sound theoretic ground. Moreover, the significance of public enterprises in some Western European economies and the trends of economic transition in Eastern Europe justify the efforts to analyse vertical integration issues in the mixed market, which is created by the participation of a public firm into an industry otherwise characterised as a successive oligopoly.

This book collects sixteen essays that provide clarification to issues pertinent to contemporary cooperatives. Twenty three internationally recognized scholars of agricultural cooperatives from a variety of disciplines such as industrial organization, finance, sociology, networks, and political theory contributed theoretical work and empirical observations from different countries.

This study, based on fieldwork and case studies of southeast Asian countries shows how privatization, investment and new energy technologies can be integrated to combat climate change and provide the maximum return for investors. The author explains what incentives and regulatory structures are needed that do not damage local competitiveness. Asserting that technology transfer is fundamental to effective policies for climate change and for economic development, the text examines how the benefits can be maximized.

The book focuses on the cultural aspect of the author's published PhD thesis entitled "The Role of Multinational Companies in the Middle East: The Case of Saudi Arabia", which he has carried out at the University of Westminster. It explores the success of multinational enterprises doing business in Saudi Arabia vis-à-vis their cultural awareness and responsiveness. The empirical findings discussed in this book reveal that international business success in a strange cultural environment depends partly on the ability of multinational managers to understand the local culture. The cultural subject in this book pertains to Islam in its entirety. The findings may seem strange to many readers who are not familiar with Islamic culture, in its purest form. Many newcomers to Saudi Arabia -- especially non-Muslim foreign investors, businessmen and workers -- often find many things "strange" about the Kingdom, its people and cultural values. Some feel it odd that many Muslims give more importance to prayer than business. Some are disappointed when they find commercial establishments like shopping centres closed as Muslim workers go to the mosques to attend to their daily prayers. Business visitors find strange the fact that in the midst of their meetings with their Saudi or Muslim counterparts, the latter excuse themselves for prayer. They have these "strange" feelings due to their lack of understanding of true Islamic culture. The cultural aspect of this book will help businessmen and concerned institutions worldwide gain understanding of Islam and reconcile their cultural differences with the Muslim world. Through this book, international companies will be able to have a better understanding of authentic Islamic culture, which will help them gain greater competitive advantages in the Saudi marketplace.

This study investigated whether known economic and international business theories available in the literature are meaningful enough to explain the nature, existence and role of multinational companies (MNCs) in the Middle East, particularly Saudi Arabia. Two sets of questionnaires were distributed in major cities of Saudi Arabia -- one set for 100 multinational managers and another for 280 multinational customers. 234 questionnaires were collected -- 45 from multinational managers and 189 from customers. This represents a total response rate of 62 percent, which is adequate for this study.The empirical results, supported with comprehensive secondary data, confirmed virtually all of the research hypotheses. The study found that joint ventures are the dominant form of multinational business in Saudi Arabia, both in manufacturing and service industries. The core roles of MNCs in the Saudi-foreign ventures are evident in the cross-border value-adding activities of marketing, trading, manufacturing, consulting, contracting, project management, insurance, hotel operation and banking. Likewise, MNCs provide licensing, franchising, financing services and various auxiliary roles in the Kingdom. Therefore, the multinationality of a firm or a group of firms operating across national boundaries is not necessarily synonymous with international production -- the main subject of contemporary multinational theories.The respondents generally perceived the competitiveness of MNCs operating in Saudi Arabia as a function of a number of economic, management, marketing, technological and other variables. They also perceived the contributions of MNCs to the KingdomÍs socio-economic developments as significant and positive.The study also found that understanding Islamic values and ethics is important for MNCs. In this regard, the researcher looked at some objective indicators of business success and related them to selected measures of MNCsÍ local cultural awareness and responsiveness. The results indicate that the business success of multinationals operating in Saudi Arabia is positively related to their local cultural awareness and responsiveness. Along this line, this study covers some vital elements of Islamic culture, which will help MNCs understand further the cultural needs, values and sensitivities of the Saudi people and Muslims in general.