Until this book was published little had appeared on the matter of the organization of production in oil gathering. This book: Describes the global offshore oil supply industry and its features on one of the world’s major offshore oil services bases Draws on the theory of the multinational corporation to explain why buyers and sellers should have internationalized themselves into a symbiotic relationship Discusses the preference of the oil companies for vertical disintegration Explains the transaction cost paradigm Integrates the largely American literature on the transaction cost paradigm with the literature on the multinational corporation (which is largely British).

Until this book was published little had appeared on the matter of the organization of production in oil gathering. This book: Describes the global offshore oil supply industry and its features on one of the world’s major offshore oil services bases Draws on the theory of the multinational corporation to explain why buyers and sellers should have internationalized themselves into a symbiotic relationship Discusses the preference of the oil companies for vertical disintegration Explains the transaction cost paradigm Integrates the largely American literature on the transaction cost paradigm with the literature on the multinational corporation (which is largely British).

This book integrates the work of economists, management scientists and business historians. It applies the related concepts of transaction costs, internalisation, corporate strategy and market structure to explain the historical process of corporate growth in the international economy. Each chapter is written by a scholar who has specialized in a particular aspect of the growth of international business.

Written for the first course in international business taken either at the undergraduate level or in an MBA pro- gram. Begin by describing the nature of international business and the three environments in which an international businessperson works.

Seventeen in a series of annual reports comparing business regulation in 190 economies, Doing Business 2020 measures aspects of regulation affecting 10 areas of everyday business activity.

This book integrates the work of economists, management scientists and business historians. It applies the related concepts of transaction costs, internalisation, corporate strategy and market structure to explain the historical process of corporate growth in the international economy. Each chapter is written by a scholar who has specialized in a particular aspect of the growth of international business.

Digital technologies are spreading rapidly, but digital dividends--the broader benefits of faster growth, more jobs, and better services--are not. If more than 40 percent of adults in East Africa pay their utility bills using a mobile phone, why can’t others around the world do the same? If 8 million entrepreneurs in China--one third of them women--can use an e-commerce platform to export goods to 120 countries, why can’t entrepreneurs elsewhere achieve the same global reach? And if India can provide unique digital identification to 1 billion people in five years, and thereby reduce corruption by billions of dollars, why can’t other countries replicate its success? Indeed, what’s holding back countries from realizing the profound and transformational effects that digital technologies are supposed to deliver? Two main reasons. First, nearly 60 percent of the world’s population are still offline and can’t participate in the digital economy in any meaningful way. Second, and more important, the benefits of digital technologies can be offset by growing risks. Startups can disrupt incumbents, but not when vested interests and regulatory uncertainty obstruct competition and the entry of new firms. Employment opportunities may be greater, but not when the labor market is polarized. The internet can be a platform for universal empowerment, but not when it becomes a tool for state control and elite capture. The World Development Report 2016 shows that while the digital revolution has forged ahead, its 'analog complements'--the regulations that promote entry and competition, the skills that enable workers to access and then leverage the new economy, and the institutions that are accountable to citizens--have not kept pace. And when these analog complements to digital investments are absent, the development impact can be disappointing. What, then, should countries do? They should formulate digital development strategies that are much broader than current information and communication technology (ICT) strategies. They should create a policy and institutional environment for technology that fosters the greatest benefits. In short, they need to build a strong analog foundation to deliver digital dividends to everyone, everywhere.