Présentation de l'éditeur : "In the oil business the setting up of joint ventures, the choice of the right partners, the establishment of clear objectives, and the creation of the right management structure are of crucial importance. The following through of thought processes at each stage is the key to the success of the joint venture and each Part of the Guide aims to demonstrate this progression. In a way, this may sound obvious, but it should be stressed that the complexities of the joint venture activities are indeed daunting and require the correct handling of huge and diverse operations which are subject to ever-changing technical and technological factors, and are influenced by important economic, administrative and personnel aspects. Timing is of critical importance as correct co-ordination of all the relevant elements is required to ensure satisfactory progress. The current levels of joint venture management are the fruit of experience which has been costly to acquire. The joint venture management depends upon the advice of a range of experts in all the relevant disciplines and spheres, but difficult decisions have to be taken where the element of doubt has not been eliminated but reduced to the absolute minimum. This new book is no substitute for experience but will provide a vital reference source for anyone involved in oil and gas joint venturing."

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.

International Partnership in Russia provides a unique insight into the joint ventures formed by international oil companies in Russia during the post-Soviet era. It outlines the highs and lows in their fortunes and analyses the reasons for their successes and failures.

The joint operating agreement (JOA) is one of the cornerstone contracts in the petroleum projects world. This title provides an examination of the provisions of a typical JOA in the order that they appear, with focus on the critical issues of scope, the operator's role, joint and exclusive operations, default, transfers and decommissioning.

Russia is the world’s largest producer of both oil and gas, with very significant reserves. Since the collapse of the Soviet Union the exploitation of oil and gas has taken place mainly in existing "Soviet legacy" fields, where established, relatively simple technologies were sufficient. This enabled the Russian state and local Russian entrepreneurs to be major players in the oil and gas industry, making use of international oil and gas companies and their expertise, but not wholly reliant on international companies. As the position is now changing, with "Soviet legacy" fields coming to the end of their lives, and with a growing need for more difficult fields to be exploited, requiring more advanced technology, the role of international companies is likely to be greater in future. This book examines the development of the Russian oil and gas industry over recent decades, showing how, in a series of in-depth case studies of previous international company involvement, international companies should in future cope with the business environment, how they should acquire local knowledge, deal with the state, and forge partnerships with domestic companies, but only to a limited extent.