This study has been primarily concerned with the pattern of economic development and the role of the multinational corporations (MNC's) in that process in the Kingdom of Saudi Arabia. Two contrasting theoretical frameworks were adopted to assess the pattern of economic development followed in the Kingdom of Saudi Arabia from 1970 through 1983. The first theoretical perspective is the neoclassical approach to economic development which postulates that the productive resources at the disposal of a country and the institutions developed to guide the prudent use of them are paramount to a balanced development. On the other hand, Hymer's contrasting perspective is based on the Law of Uneven Development. Essentially, Hymer claimed that inequality is built into the growth mechanisms of the present day world capitalist economic system that shapes the international economy through the agency of the multinational corporations. Therefore, any involvement by the MNC's is necessarily hierarchical, and characterized by dominance and dependence as well as wealth and poverty, particularly between the industrial countries of Western Europe and North America and the less developed countries in the Third World societies. Ironically, the Saudi Arabian case shows that Hymer's Law of Uneven Development is questionable. First, instead of the location …

This investigation compared the perceptions of responsibility, authority, and delegation held by department chairpersons and those held by faculty members in Saudi Arabian universities. The three purposes of the study were to determine differences in perceptions between department chairpersons and their faculty members, to determine any significant interaction between the independent variable (position) and each of the eleven clarification variables with respect to respondents' perceptions, and to determine any significant difference in perceptions between respondents in different categories of each of the clarification variables. The findings were as follows. There was a significant difference in perceptions of responsibility between department chairpersons and their faculty members, but no such difference was found for authority or delegation. Significant interactions were found between position and three of the clarification variables with regard to perceptions of responsibility, between position and none of the clarification variables with regard to perceptions of authority, and between position and four of the clarification variables with regard to perceptions of delegation. In addition, significant differences in perceptions were found among categories of six clarification variables with regard to responsibility, of four clarification variables with regard to authority, and of seven clarification variables with regard to delegation.

Interview with Howard Yergin, an employee of Caltex Petroleum Corporation from New York City. Yergin discusses his career with the company, including his education and Army service, hiring by Caltex, move to Shanghai in 1948 and business conducted there, businessmen who helped reestablish Caltex's Chinese market after WWII, fleeing China in 1949, attempts at recouping capital from the Chinese government, operations in Hong Kong, changes in the oil market over the years, corporate financing, internal reorganization, OPEC, Persian Gulf economies, South African operations, the tanker fleet, and the company's move from New York to Dallas.