An Analysis of the Organisational Culture of the Qatari Gas Industry in Terms of Giddens’ Domination Structure: The Case of Interactive Positions of Power
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Chapter 6 focused on making Giddens’ structuration theory accessible to a conceptualisation of organisational culture for empirical research. It explained how the structural properties of domination, signification and legitimation can be expected to provide an organisational cultural analysis for explaining the preference for joint venture agreements in the Qatari gas industry from a macro-level perspective. The purpose of this chapter is to initially explore the first and most obvious of Giddens’ structures, namely the domination structure, to explain why joint venture agreements rather than other co-operation agreements are used in the Qatari gas industry.