Oman Chamber of Commerce
has a significant amount of potential and it can use it for benefitting the
national economy. What it needs is strategic planning to attract foreign
investors and organizations to work in Oman. The key recommendation for OCC is
that it should offer a wider range of benefits to multinational organisations
so that they are willing to work in Oman. The very first benefit should be
enhanced security and protection of the rights of foreign organisations. It
means that the Oman Chamber of Commerce must work to promote the rights of
firms which choose to work in collaboration with it. For instance, it can be
ensured by the authority that decisions taken by the government regarding their
location and other non-compulsory regulations will not be imposed on them. They
can continue to work in the nation as if they are operating in their home
country. In addition to that Oman’s government should take feedback and
suggestions from Oman Chamber of Commerce that how they can increase foreign
direct investment by attracting international organisations. They should collaborate
with each other, and a considerable policy should be developed to grab the
attention of international organisations. They should promote their culture and
hidden opportunities for foreign firms so that they can see the potential of
growth by investing in Oman (Herrala & Ariss, 2013). It is strongly
recommended that Oman Chamber of Commerce should hold international business
and investment conference and they should invite multinational companies from
all over the world to participate in that conference. It will allow grabbing
the attention of media from different countries, and when investors will visit
Oman, they will feel more comfortable after feeling the situation on ground.
References of Identifying Strategic Issues in Oman Chamber of Commerce and Industry
Al-Jebouri, M. F. et al., 2017. Toward a national
sustainable building assessment system in Oman. Assessment categories and
their performance indicators. Sustainable Cities and Society, Volume 31,
pp. 122-135.
Al-Jumeily,
D., Hussain, A. & Crate, S., 2014. The impact of cultural factors on
technology acceptance, students point of view.. n Proceedings of the
International Conference on Frontiers in Education.
Burger, M.,
Ianchovichina, E. & Rijkers, B., 2013. Risky business: political
instability and greenfield foreign direct investment in the Arab world. The
World Bank.
Ennis, C.
A., 2015. Between trend and necessity: Top‐down entrepreneurship promotion in Oman and Qatar. Between
trend and necessity: Top‐down entrepreneurship promotion in Oman and Qatar.
The Muslim World, Volume 1, pp.
116-138.
Herrala, R.
& Ariss, R. T., 2013. Credit constraints, political instability, and
capital accumulation. s.l.:International Monetary Fund.
Jeremy
Jones, N. R., 2015. A History of Modern Oman. s.l.:Cambridge
University Press, 2015.
Obeidat, B.
Y., Tarhini, A., Masa'deh, R. E. & Aqqad, N. O., 2017. The impact of
intellectual capital on innovation via the mediating role of knowledge
management: a structural equation modelling approach. International
Journal of Knowledge Management Studies, pp. 273-298.
Peterson, J.
E., 2016. Oman in the twentieth century: Political foundations of an
emerging state. s.l.:Routledge.
Roy, D.,
2011. Strategic Foresight and Porter's Five Forces. s.l.:GRIN Verlag,
2011.
Sonja Nebel,
A. v. R., 2016. Urban Oman. s.l.:LIT Verlag Münster, 2016.
Valeri, M.,
2015. Simmering unrest and succession challenges in Oman.
W. Chan Kim,
R. M., 2015. Blue Ocean Strategy, Expanded Edition: How to Create
Uncontested Market Space and Make the Competition Irrelevant. s.l.:Harvard
Business Review Press, 2015.