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"Kuwait Defenses"
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\Conspiring Bastards\: Saddam Hussein's Strategic View of the United States
This article uses captured Iraqi regime records to trace Saddam Hussein's strategic view of the United States from the time of his political ascendancy in the 1970s to his invasion of Kuwait in 1990. What is remarkable about Saddam's view of the United States is how consistently and virulently hostile it was. From early on, Saddam believed that the United States was unalterably opposed to his Baathist project and that Washington was seeking to marginalize and weaken Iraq. These sentiments were rooted in Baathist ideology and the key personality traits that shaped Saddam's worldview, but they were repeatedly reinforced by Washington's policies in the Middle East. Tacit U.S. support for Baghdad during the Iran‐Iraq war aided Saddam's war effort but did little to ameliorate his fears. By the late 1980s and 1990, Saddam worried that American operatives were trying to assassinate him, and he saw the United States (and its ally, Israel) as the foreign powers most dangerous to his regime. This view of U.S. policy, in turn, seems to have had an important influence on Saddam's decision to invade Kuwait.
Journal Article
The Arms-Dynamic Pacemaker: Ballistic-Missile Defense in the Middle East
[...] it is reasonable to expect that Riyadh will also strengthen its BMD capability, given Iran's growing missile force and the overall trend towards BMD deployments in the Middle East.12 In the case of the Gulf states, Washington's role in the field of missile defense has not been limited to that of a supplier. Since the days of the Clinton administration, the United States has been advocating an integrated regional-defense system, including the national capabilities of the Gulf Cooperation Council (GCC) states and Egypt.13 So far, cooperation among the GCC states has remained confined to a joint aerospace surveillance system, but the United States has remained committed to its plans despite the reluctance of its allies.\\n It has to be noted, though, that Iran could rely on foreign expertise to speed up the development of resilient IRBMs and ICBMs.
Journal Article
The Impact Of Organizational Objectives On The Selection Of Defensive Marketing Strategies: Empirical Evidence From A Small Open Economy
Defensive Marketing Strategies (DMSs) do not receive enough attention as offensive or attacking marketing strategies in literature. This gap in the research constitutes a serious weakness in the marketing field . This paper aims to fill this gap in literature by conducting the first study to explore the determinants of the implemented DMSs in Kuwait. Empirically, this study examines the relationship between eight DMSs, demographics, and organizational objectives to define the most prevalent and appropriate DMSs to be deployed in the small open economy of Kuwait. Factor analysis and canonical correlation are used in this study to analyse the obtained data from surveyed board members, CEOs and executive managers of listed companies in the financial sector of Kuwait Stock Exchange (KSE). Results reveal a significant relationship between the eight DMSs and the two sets of identified variables in Kuwait context. Cost leadership strategy ranked the most effective defensive marketing strategy by respondents. Also, results show that organizational objectives are mostly affecting the choice of DMSs.
Journal Article