Full Bibliography (From Sheikhs to Sultanism)
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
From Sheikhs to Sultanism Statecraft and Authority in Saudi Arabia and the UAE
CHRISTOPHER M. DAVIDSON From Sheikhs to Sultanism Statecraft and Authority in Saudi Arabia and the UAE HURST & COMPANY, LONDON First published in the United Kingdom in 2021 by C. Hurst & Co. (Publishers) Ltd., 41 Great Russell Street, London, WC1B 3PL © Christopher M. Davidson, 2021 All rights reserved. Printed in the United Kingdom The right of Christopher M. Davidson to be identified as the author of this publication is asserted by him in accordance with the Copyright, Designs and Patents Act, 1988. A Cataloguing-in-Publication data record for this book is available from the British Library. ISBN: 9781787383937 www.hurstpublishers.com CONTENTS Introduction 1 1. Building a Regime-Type Framework 5 1.1 Scholarly Consensus: Lessons Learned 5 1.2 A New Era: An Autocratic-Authoritarian Turn? 12 1.3 Towards a Hypothesis: From Sheikhs to…Sultanism? 16 2. Research Methods and Data Collection 25 2.1 Research Tasks and Hypothesis-Testing: A Systematic Study 25 2.2 Methodological Challenges: Navigating the Fields of Power 26 2.3 Methodological Opportunities: Circumventing the Fields of Power 34 2.4 Methodological Opportunities: Primary Data Prospects 39 2.5 Methodological Opportunities: Primary Data Gathering 44 3. Sultanism: State of the Art 47 3.1 Classical Sultanism: Oriental Origins 47 3.2 Contemporary Sultanism: An Emerging Concept 50 3.3 Contemporary Sultanism: Neo-Sultanism as an Ideal Type 53 3.4 Contemporary Sultanism: A Middle Eastern Deficit? 56 v CONTENTS 3.5 Contemporary Sultanism: An International Empirical Category 60 3.6 State of the Art: Back to the Middle East? 71 4. Routes to Power: The Rise of MBS and MBZ 77 4.1 Immediate Circumstances: Ambitious Princes, Dynastic Advantages 77 4.2 Wider Determinants: Charisma and Youth 85 4.3 Wider Determinants: Economic Crises, Fresh Approaches 90 4.4 Wider Determinants: Repairing Reputations 97 4.5 Wider Determinants: Mentor–Mentee Relations and the Trump Factor 103 5. -
Beitar and Beyond: the United Arab Emirates and Qatar’S Use of Football As Soft Power
POLICY OUTLOOK POLICY OUTLOOK DISCUSSION PAPER Beitar and Beyond: The United Arab Emirates and Qatar’s use of Football as Soft Power Anna Murphy (Howard Walker - Anadolu Agency) In 2008, Sheikh Mansour bin Zayed Al Nahyan, a member of Abu Dhabi’s ruling family, formed the City Football Group as a branch of the private investment and development company known as the Abu Dhabi United Group to facilitate the purchase of English football team Manchester City F.C.. In 2012, Qatar Sports Investments, a subsidiary of the Qatar sovereign wealth fund, purchased the French team Paris Saint-Germain. In the decade since these acquisitions, Manchester City and PSG have become fascinating and lucrative examples of soft power for the two Gulf states. In September of 2020, Sheikh Hamad bin Khalifa Al Nahyan, a lesser-known member of Abu Dhabi’s ruling family, purchased a 50 per cent stake in Beitar Jerusalem F.C, an Israeli football team. This investment has shed light on the shifting economic relations between Israel and the UAE and highlighted the unique influence of football in Israeli politics. This policy outlook examines the UAE and Qatar’s investment in football clubs in Europe and Israel as two distinct and developing modes of soft power. The opinions expressed in this policy outlook represent the views of the author(s) and do not necessarily reflect the views of the TRT World Research Centre. POLICY OUTLOOK been granted greater recent attention concerning both the Background UAE’s involvement in the war in Yemen and Qatar’s treat- The team that currently sits atop the English Premier ment of workers involved in the preparation for the 2022 League, Manchester City, has been lauded as one of the World Cup. -
Ataglance.Pdf
Undertaken with support and assistance of the National Media Council. This book forms part of a multimedia publishing programme involving publication of the UAE Yearbook in English, French and Arabic printed and electronic editions; management of UAE Interact (www.uaeinteract.com), which contains news updates linked to pages of the UAEYearbook; publication of UAE at a Glance, which summarises main data on the UAE; and production of a DVD containing films and e-books on the UAE. The publishers wish to acknowledge and thank the National Media Council for their valuable encouragement and support for this multifaceted project. Editors Ibrahim Al Abed Paula Vine Peter Hellyer Peter Vine Text copyright ©2008: Trident Press Ltd All rights reserved. No part of this publication may be reproduced in any material form without the written permission of the copyright holder. Applications should be addressed to the publisher. Photographs ©: Trident Press Ltd, Getty Images, Gulf Images, Gulf News, Emirates News Agency (WAM), Corbis, Digital Vision, H. & J. Eriksen, R. Codrai, P.Vine, R. Newman, BP Photographic Archive, Pitt Rivers, EAD, HCT,TDIC, Plan Abu Dhabi 2030 English edition design and typesetting: James Kelly Layout copyright ©2008: Trident Press Ltd This book contains information available at the time of printing. Whilst every effort has been taken to achieve accuracy, the publishers cannot accept any liability for consequences arising from the use of information contained in this book. Statistics are based on available sources and are not necessarily official or endorsed by the UAE Government. Published by Trident Press Ltd 175 Piccadilly, Mayfair, London WIJ 9TB For further information please contact: Tel: 020 7491 8770 National Media Council, Fax: 020 7491 8664 PO Box 3790, E-mail: [email protected] Abu Dhabi Website: www.tridentpress.com United Arab Emirates Tel: 009712 4452922 Fax: 009712 4450458 E-mail: [email protected] British Library Cataloguing in Publication Data: A CIP catalogue record for this book is available from the British Library. -
SAP & City Football Group
SAP & City Football Group From the Boardroom to the Pitch Scott Munn Melbourne City FC CEO 1 City Football Group A Unique Model in Sport 2 City Football Group A Unique Model in Sport Abu Dhabi United Group China Media Capital Consortium City Football Services City Football Marketing CFG Office Locations: Abu Dhabi • London • Manchester • Melbourne • New York • Shanghai • Singapore • Tokyo 3 SAP & City Football Group Background & Partnership Launch CFG identified the need for a strong technology partner, to help: • centralise operations • maximise efficiencies as part of a digital business transformation. Global partner of all four Clubs. Partnership managed globally, however each regional SAP offices have built early relationships with the respective Club in their market. 4 SAP & City Football Group Technology Integration & Roadmap True integration of SAP into CFG as a business. • SAP JAM • Success Factors. • ERP - Finance products as CFG continues to “Run Simple” with SAP • Show and Sell • Fan engagement 5 SAP & City Football Group Technology Integration – SAP JAM SAP JAM and Success Factors Official intranet for CFG globally, including: • 700+ users • 8 offices • 7 countries Improving CFG business: • Consistent information sharing experience for all staff • Improving communication • document sharing processes internally 6 SAP & City Football Group Fan Engagement - #CityPulse Wall Manchester City #CityPulse SAP Hana Cloud Platform, interactive touch screens: • Dive deeper into the performance of their favourite players • Test their knowledge -
India-UAE Relations India and United Arab Emirates
India-UAE Relations India and United Arab Emirates (UAE) enjoy strong bonds of friendship which are founded on millennia-old cultural, religious and economic intercourse between the two regions. People-to-people contacts and barter trade between the two regions have existed for centuries. The relationship flourished after the accession of H.H. Sheikh Zayed Bin Sultan Al Nahyan as the Ruler of Abu Dhabi in 1966 and subsequently with the creation of the UAE Federation in 1971. Both sides have made sincere efforts to improve relations in all fields. Bilateral Visits: India-UAE bilateral relations have received impetus from time-to-time with exchange of high-level visits from both sides. Important visits at different level include: Presidential visits: President Dr. Fakhruddin Ali Ahmed visited UAE in November 1976; President Dr. A.P.J. Abdul Kalam paid a State visit to the UAE in October 2003 and President Smt. Pratibha Devisingh Patil paid a State visit to UAE in November 2010. From the UAE side UAE’s President Sheikh Zayed bin Sultan Al Nahyan visited India in 1975 and 1992. Prime Ministerial visits: Prime Minister Smt. Indira Gandhi visited UAE in May 1981. From the UAE side, Sheikh Mohammed bin Rashid Al Maktoum, Vice President & Prime Minister of the UAE and Ruler of Dubai, visited India in March 2007, Mach 2010 and May 2011. The Deputy Prime Minister and the Minister of the Interior, Sheikh Saif Bin Zayed Al Nahyan paid a visit to India in November 2011. Foreign Ministers’ visits: EAM Shri Pranab Mukherjee visited UAE in May 2008. -
Talent Management in a Multicultural Environment - a New Game for Global Companies Through the Football’S Example
Talent Management in a Multicultural Environment - A new game for global companies through the football’s example Author(s): Quignon Fabien Tutor: Dr. Björn Bjerke Leadership and Management in International Context Examiner: Dr. Philippe Daudi Vettori Francesco Subject: Business Administration Leadership and Management in International Context Level and semester: Master’s Thesis, Spring 2012 Fabien Quignon & Francesco Vettori 1 To everybody... Fabien Quignon & Francesco Vettori 2 Table of Contents ACKNOWLEDGMENT ...................................................................................................... 7 ABSTRACT ........................................................................................................................... 8 NOTIFICATION ................................................................................................................. 9 LIST OF EXHIBITS .......................................................................................................... 10 PRE-SEASON: Introduction .............................................................................................. 11 1. OBJECTIVES AND PURPOSES ...................................................................................................... 11 2. RESEARCH QUESTION ................................................................................................................... 12 3. STRUCTURE OF THE CONTENT ................................................................................................ 13 PRE-SEASON PRESS-CONFERENCE: -
New Year's Resolution
WILL THIS THE CURIOUS BE YOUR CASE OF VEGANUARY? SUPERFAKES SECURITY AND SAFETY FOR ALL ABU DHABI ISSUE 96 JANUARY 2020 SPOTLIGHT ARE YOU READY FOR 2020? NEW YEAR’S RESOLUTION: BE DEBT-FREE THIS 2020 NEW UAE LAW CAN HELP UAE 5.000 AED KSA 5.000 SAR Kuwait 0.500 DK Bahrain 0.500 BD Oman 0.500 OR IN THIS ISSUE: SALMON FISHING IS NOW THRIVINGIN THIS IN THE ISS UAEUE: THANKS TO A QUANTUM LEAP IN AQUACULTURE IMMERSING YOU IN NATURE Cityland Group is the developer behind some of the world’s most recognized and unique leisure and entertainment destinations for the whole family in the UAE. Our unique combination of project development experience and unique agricultural and landscaping expertise distinguishes us in the market and has made us known for one-of-kind developments like Dubai Miracle Garden, Dubai Butterfly Garden, Al Ain Paradise and the upcoming, hotly anticipated retail development Cityland Mall known as the World’s first Nature-inspired Retail and Entertainment destination in Dubai, United Arab Emirates. Nature has been a core part of our business and the main inspiration to build a world class facility that offers unique experiences which is fresh to the UAE and the region at large. Cityland has redefined how residents and visitors in the UAE interact with nature and enjoy time with their loved ones. We provide the best entertainment and leisure experience to people in the communities by bringing nature one-step closer to people with every developments we do. cityland.com Security And Safety For All EDITOR’S NOTE These are exciting times We’ve begun what promises to be one of the most exciting years for the UAE. -
City Football Group Signals China Growth As CMC Holdings Led Consortium Acquires 13% CFG Minority Shareholding
For Immediate Release City Football Group Signals China Growth as CMC Holdings Led Consortium Acquires 13% CFG Minority Shareholding • Strategic minority shareholding creates unprecedented platform to deliver CFG growth opportunities in China and internationally • Deal values City Football Group at US$3 Billion (Beijing/Manchester/Abu Dhabi, 1 December 2015) City Football Group (CFG), the owner of football related clubs and businesses including Manchester City FC, New York City FC, Melbourne City FC, and a minority shareholder in Yokohama F. Marinos, today announced a partnership with a consortium of high profile Chinese institutional investors led by China’s leading media, entertainment, sports and Internet dedicated investment and operating company CMC (China Media Capital) Holdings. The deal will create an unprecedented platform for the growth of CFG clubs and companies in China and internationally, borne out of CFG’s ability to provide a wealth of industry expertise and resources to the rapidly developing Chinese football industry. The agreement will see the consortium of CMC Holdings and CITIC Capital invest US$400 million to take a shareholding in City Football Group of just over 13%. The deal values the group at US$3 billion. The agreement is subject to regulatory approval in some territories. The announcement follows more than six months of discussions among the parties to find the optimum model and associated strategies for the partnership. The capital from the share acquisition will be used by City Football Group to fund its China growth, further CFG international business expansion opportunities and further develop CFG infrastructure assets. The CFG/CMC partnership is predicated on the opportunity to create new value for CFG in China and beyond by working with CMC, CITIC Capital and the Chinese football industry. -
From City Branding to E-Brands in Developing Countries: an Approach to Qatar and Abu Dhabi
African Journal of Business Management Vol. 5(12), pp. 4731-4745, 18 June, 2011 Available online at http://www.academicjournals.org/AJBM DOI: 10.5897/AJBM10.533 ISSN 1993-8233 ©2011 Academic Journals Full Length Research Paper From city branding to e-brands in developing countries: An approach to Qatar and Abu Dhabi Hanan Hazime Faculty of Economics, University of the Basque Country, Bilbao, Spain. E-mail: [email protected] Tel: +34 654966711. Accepted 3 December, 2010 The United Arab Emirates and Qatar both lack natural attractions, their system of governance is almost identical and their efforts at diversification are very similar. For this reasons, in order to compete with the rest of the world, the gulf countries are developing an assertive branding strategy focused on tourism targets, aviation, real estate and high class events and exhibitions in order to put their capitals (Abu-Dhabi and Doha) on the world tourism map. The key element in a successful branding strategy is not reflected by just the ambitious projects that Abu-Dhabi and Qatar are developing but it is, in fact, their image and their reputation that differentiate them from their neighbours. The focus of the present study is to shed light on the key factors featuring in the strategic branding of Abu Dhabi and Qatar by analysing their ways of practising branding as well as analysis of the leading news topics concerning Abu-Dhabi and Qatar in Google News for the year 2009. The aim of this work is to see whether these factors are sufficient for the creation of a distinctive brand. -
BACHELOR's DEGREE FINAL PROJECT Marketing Plan Manchester City
Subscribe to DeepL Pro to edit this document. Visit www.DeepL.com/Pro for more information. BACHELOR'S DEGREE FINAL PROJECT Marketing Plan Manchester City 2021-2022 Rodrigo Hernández Cascante Tutor: Javier Sánchez García Student of business management and administration 4TH COURSE Jaume I University 2 Index Executive summary...................................................................................... 5 1. Introduction............................................................................................... 7 1.1. The futbol business............................................................................. 7 1.2. History of Manchester City C.F.......................................................... 8 2. Internal analysis........................................................................................ 14 2.1. Resources and capacities................................................................ 14 2.1.1. Organisation Chart and Human Resources…………………. 15 2.1.2. Corporate Social Responsibility............................................. 16 2.1.3. Financial resources................................................................. 18 2.1.4. Marketing Strategy and Resources.......................................... 20 2.1.4.1. Branding and Positioning.......................................... 23 2.1.4.2. Marketing Mix............................................................ 24 2.1.4.2.1. Product and service policy............................. 25 2.1.4.2.2. Pricing policy................................................. -
Financial Report Manchester City Football Club Limited
MANCHESTER CITY FOOTBALL CLUB LIMITED Annual Report and Financial Statements For the year ended 30 June 2019 Registered number 0040946 FINANCIAL REPORT CONTENTS Directors and Advisors 03 Strategic Report 06 Directors’ Report 09 Statement of Directors’ Responsibilities 11 Independent Auditors’ Report to the Members of Manchester City Football Club Limited 13 Profit and Loss Account 17 Balance Sheet 19 Statement of Changes in Equity 21 Notes to the Financial Statements 23 Manchester City 2018-19 Annual Report 2 DIRECTORS AND ADVISORS Manchester City 2018-19 Annual Report 3 DIRECTORS AND ADVISORS DIRECTORS K Al Mubarak (Chairman) M Edelman S Pearce M Al Mazrouei J MacBeath A Galassi A Khouri COMPANY SECRETARY S Cliff REGISTERED OFFICE Etihad Stadium, Etihad Campus, Manchester M11 3FF BANKERS Barclays Bank PLC, 51 Mosley Street, Manchester M60 2AU AUDITORS BDO LLP, 3 Hardman Street, Manchester M3 3AT Manchester City 2018-19 Annual Report 4 DIRECTORS AND ADVISORS CONTINUED The Board of Directors comprises the following who are all non-Executive Directors: KHALDOON AL MUBARAK, CHAIRMAN MOHAMED AL MAZROUEI, MEMBER OF THE BOARD Khaldoon Al Mubarak was appointed to the Board in September 2008. Mohamed Al Mazrouei was appointed to the Board in January 2010. Mr Al Mubarak is currently Group CEO and Managing Director Since April 2008, Mr Al Mazrouei has served as the Undersecretary of Mubadala Investment Company. He also serves as Chairman of the Crown Prince Court of Abu Dhabi. He is also the Chairman of the Executive Affairs Authority of Abu Dhabi, Chairman of Emirates of Etihad Airways, and the former Chairman of Abu Dhabi Media. -
CONTENTS Society and Security Monthly Issue (475) July 2010
999 CONTENTS Society and Security Monthly Issue (475) July 2010 10 Ministry of Interior United Arab Emirates 38 Consultative Board Maj.Gen. Khalil Badran Lt.Col. Thani Al-Shamsi 18 30 Editor-in-Chief Major Awad Al-Kindi 32 Editor Issam Al Sheikh Associate Editors Bassel Souraya Omar Hamza Art Directors 47 Souliman Hajer Hisham Abdul Hameed Cover story............................................................ 22 Who takes the blame?.................................................. 10 Contacts Cultural mosaic.............................................................. 14 Tel.: +971 2 4194488 Quad biking.. a fatal pastime?....................................... 18 Fax: +971 2 4194499 Beyond spinsterhood..................................................... 30 P.O.Box :38999 Battered women need a voice...................................... Abu Dhabi - UAE. 32 Escape To Apocalypse................................................... email:[email protected] 38 Toll Free 8009009 Caught in the act!.......................................................... 47 News Khalifa receives British Prime Minister President His Highness Sheikh and friendship between the two Cameron hailed the development Khalifa bin Zayed Al Nahyan , in the countries in different fields, awhile and growth being experienced by the presence of the Vice President and the two leaders also exchanged views UAE in all areas, making mention of Prime Minister and Ruler of Dubai, on the latest developments in the the wise and balanced policies of the HH Sheikh Mohammed bin Rashid regional and international arenas The UAE leadership that had enabled the Al Maktoum, met at Al Rodah Palace UAE President emphasised the keen- country to occupy a distinguished in Al Ain with the British Prime ness of the UAE to support the peace position at the regional and interna- Minister David Cameron, who was in process in the Middle East in accor- tional level.