Neveen Abdelrehim
Biographic Data
| ID | 4071503 |
|---|---|
| NAME | Neveen Abdelrehim |
| GIVEN NAMES | Neveen |
| FAMILY NAME | Abdelrehim |
| SIGNATURE | ABDELREHIM N |
| AFFILIATIONS | Accounting and Finance Department, Newcastle University Business School |
| VERIFIED | No |
| TOTAL WORKS | 8 |
| TOTAL CITATIONS | 30 |
| AUTHOR COUNT | 8 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 2011 |
| LATEST PUBLICATION YEAR | 2026 |
| H-INDEX | 3 |
British business-government relationships
Multinational banking in Egypt
Using records left by the Ionian Bank and other British multinational banks, as well as building on the extensive insights provided by leading business historians, the article contributes to the debate about how historical analysis can illuminate the study of international business. We shall achieve this by firstly evaluating the reasons why Ionian moved to Egypt, applying Dunning’s ‘eclectic paradigm’ to the analysis of a highly complex economic…
Corporate Networks and Business Groups in Egypt, 1924–1948
By providing fresh insights into the development of Egyptian corporate networks and business groups between the early 1920s and late 1940s, this article extends the geographical ambit of an expanding field of study. Data from contemporaneous sources were analyzed through social network analysis techniques, in the search for an improved understanding of both the nature of and motivations behind networking in Egypt. In conducting this exercise, thi…
The contribution of the Stephenson Company, engine manufacturers to the genesis of the British railway industry c.1823-1840
The paper investigates the Stephenson Company’s contribution to genesis of the railway industry by exploring its business model in its formative years. The Company capitalised on a well-developed business and technological infrastructure in the North-east of England that provided the building blocks for the creation of a new industry. It gained from its linkages with two social networks which provided it with a financial safety-net during the loc…
Ambiguous decolonisation
This article uses the lens of postcolonial theory to determine the extent to which colonial features persisted in the organisational culture of the Burmah Oil Company (BOC) after decolonisation in South Asia. It does this through an examination of the evolving staffing strategies of the BOC and its South Asian (especially Indian) subsidiaries before and after 1947. Through an analysis of archival material and company literature, we demonstrate th…
The obsolescing bargain model and oil
We employ archival evidence to investigate events culminating in the nationalisation of the Anglo-Iranian Oil Company (AIOC) in 1951, which followed disagreements over profit allocations arising from a previously negotiated concession. The case study expands the traditional obsolescing bargain model (OBM) by accommodating the use and impact of accounting information in negotiation contexts. The analysis reveals that managerial control and the dep…
Oil multinationals and governments in post-colonial transitions
Using the post-colonial perspective of hybridity, this article analyses how two British companies, the Burmah Oil Company (BOC) and Burmah Shell (BS) adapted to changes in the socio-economic environment from Indian independence in 1947 until 1970. Post-colonial theory is useful in exploring the continuing imperial influence, the changing relationship between BS, BOC and the Government of India (GOI) and the impact of this on the operations of BOC…
Corporate Social Responsibility and Corporate Control
A new conceptualization of corporate social responsibility (CSR) is presented as a means of asserting and maintaining corporate control in the face of political, economic, and social challenges. The Anglo-Iranian Oil Company (AIOC) applied different strategies to maintain control of its Iranian assets in the face nationalist demands—political and covert mechanisms, market based, resource access controls, and CSR programs. This paper investigates …
Oil multinationals and governments in post-colonial transitions
Using the post-colonial perspective of hybridity, this article analyses how two British companies, the Burmah Oil Company (BOC) and Burmah Shell (BS) adapted to changes in the socio-economic environment from Indian independence in 1947 until 1970. Post-colonial theory is useful in exploring the continuing imperial influence, the changing relationship between BS, BOC and the Government of India (GOI) and the impact of this on the operations of BOC…
The obsolescing bargain model and oil
We employ archival evidence to investigate events culminating in the nationalisation of the Anglo-Iranian Oil Company (AIOC) in 1951, which followed disagreements over profit allocations arising from a previously negotiated concession. The case study expands the traditional obsolescing bargain model (OBM) by accommodating the use and impact of accounting information in negotiation contexts. The analysis reveals that managerial control and the dep…
Corporate Social Responsibility and Corporate Control
A new conceptualization of corporate social responsibility (CSR) is presented as a means of asserting and maintaining corporate control in the face of political, economic, and social challenges. The Anglo-Iranian Oil Company (AIOC) applied different strategies to maintain control of its Iranian assets in the face nationalist demands—political and covert mechanisms, market based, resource access controls, and CSR programs. This paper investigates …
Corporate Networks and Business Groups in Egypt, 1924–1948
By providing fresh insights into the development of Egyptian corporate networks and business groups between the early 1920s and late 1940s, this article extends the geographical ambit of an expanding field of study. Data from contemporaneous sources were analyzed through social network analysis techniques, in the search for an improved understanding of both the nature of and motivations behind networking in Egypt. In conducting this exercise, thi…
Ambiguous decolonisation
This article uses the lens of postcolonial theory to determine the extent to which colonial features persisted in the organisational culture of the Burmah Oil Company (BOC) after decolonisation in South Asia. It does this through an examination of the evolving staffing strategies of the BOC and its South Asian (especially Indian) subsidiaries before and after 1947. Through an analysis of archival material and company literature, we demonstrate th…
Corporate Social Responsibility and Corporate Control
A new conceptualization of corporate social responsibility (CSR) is presented as a means of asserting and maintaining corporate control in the face of political, economic, and social challenges. The Anglo-Iranian Oil Company (AIOC) applied different strategies to maintain control of its Iranian assets in the face nationalist demands—political and covert mechanisms, market based, resource access controls, and CSR programs. This paper investigates …
The obsolescing bargain model and oil
We employ archival evidence to investigate events culminating in the nationalisation of the Anglo-Iranian Oil Company (AIOC) in 1951, which followed disagreements over profit allocations arising from a previously negotiated concession. The case study expands the traditional obsolescing bargain model (OBM) by accommodating the use and impact of accounting information in negotiation contexts. The analysis reveals that managerial control and the dep…
Oil multinationals and governments in post-colonial transitions
Using the post-colonial perspective of hybridity, this article analyses how two British companies, the Burmah Oil Company (BOC) and Burmah Shell (BS) adapted to changes in the socio-economic environment from Indian independence in 1947 until 1970. Post-colonial theory is useful in exploring the continuing imperial influence, the changing relationship between BS, BOC and the Government of India (GOI) and the impact of this on the operations of BOC…
Ambiguous decolonisation
This article uses the lens of postcolonial theory to determine the extent to which colonial features persisted in the organisational culture of the Burmah Oil Company (BOC) after decolonisation in South Asia. It does this through an examination of the evolving staffing strategies of the BOC and its South Asian (especially Indian) subsidiaries before and after 1947. Through an analysis of archival material and company literature, we demonstrate th…
Corporate Networks and Business Groups in Egypt, 1924–1948
By providing fresh insights into the development of Egyptian corporate networks and business groups between the early 1920s and late 1940s, this article extends the geographical ambit of an expanding field of study. Data from contemporaneous sources were analyzed through social network analysis techniques, in the search for an improved understanding of both the nature of and motivations behind networking in Egypt. In conducting this exercise, thi…
The contribution of the Stephenson Company, engine manufacturers to the genesis of the British railway industry c.1823-1840
The paper investigates the Stephenson Company’s contribution to genesis of the railway industry by exploring its business model in its formative years. The Company capitalised on a well-developed business and technological infrastructure in the North-east of England that provided the building blocks for the creation of a new industry. It gained from its linkages with two social networks which provided it with a financial safety-net during the loc…
Multinational banking in Egypt
Using records left by the Ionian Bank and other British multinational banks, as well as building on the extensive insights provided by leading business historians, the article contributes to the debate about how historical analysis can illuminate the study of international business. We shall achieve this by firstly evaluating the reasons why Ionian moved to Egypt, applying Dunning’s ‘eclectic paradigm’ to the analysis of a highly complex economic…
British business-government relationships
Business (8 works) · Economics (7 works) · Economy (5 works) · Government (linguistics (5 works) · Law (4 works) · Natural Resources and Economic Development (4 works) · Political science (4 works) · Accounting (3 works) · Labor Movements and Unions (3 works) · Law (3 works)