Abstract This paper discusses how Qatar might revamp its hydrocarbon-era Joint Venture (JV) framework to enable a diverse, sustainability-aligned economy. It claims that successful economic transformation is essentially a legal question. It investigates the structural mismatch between Qatar’s traditional JV architecture-designed for capital-intensive petroleum projects-and the operational realities of developing sectors demanding flexibility and ESG compliance. Doctrinal analysis and cross-sectoral case studies covering petrochemicals, logistics, ICT, tourism, and renewables are used in the paper's methodology. It reveals precise legal frictions preventing diversification, separating places where the JV model remains viable from those necessitating alternative frameworks like PPPs or franchising. The essential point is that Qatar’s diversification hinges on a legally unique, ESG-integrated governance model. This reform must maintain sovereign interests while achieving the regulatory coherence necessary to support the nation’s long-term post-hydrocarbon agenda.
Al-Emadi et al. (Wed,) studied this question.
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