The Agricultural Development Fund (ADF) is the Government agency responsible for financing farmers in the Saudi Arabian agricultural sector. The ADF provides short-term loans and medium-term loans and funds specialised projects, as well as providing subsidies for some types of loans. From its establishment in 1962 until 2012, the ADF has lent more than £7.7 billion and the total number of loans exceeds 439,000. However, in spite of the facilities provided by the ADF, its annual reports show that the outstanding debt increased from £579 million in 1990 to £840 million in 2012; moreover, the reports reveal that some project areas have been receiving more funding than others. This thesis aims to assess the efficiency of the collection of loan repayments by the ADF. This aim will be achieved through four objectives: 1) analyse the current status of the regional distribution of agricultural loans to determine the optimal distribution of loans among regions to achieve development objectives, 2) examine the determinants of the efficiency of loan collection to identify and quantify factors that affect loan repayment, 3) explain the variation in collection rates among the ADF's branches and 4) provide recommendations to improve the probability of repayment and achieve the optimal distribution of loans. Variation in the current distribution of agricultural loans among regions has been observed. Using Multiple-Attribute Analysis, this variation has been identified as sub-optimal with respect to achieving development objectives. The highest priority regions for agricultural loans are the Northern, Jazan and Baha regions. Logistic modelling approaches have been used to determine factors affecting the repayment of short-term loans, medium-term loans and specialised projects; the empirical results of the overall model for short-term loans show that the age of the borrower and four regions have a positive significant effect on loan repayments, while the grace period, the loan value, the financial guarantee and three regions each have a significant negative effect. The results of the analysis of medium-term loans reveal that five variables have a significant effect on loan repayments: age, the grace period and loan value have a negative effect. Financial guarantee and three regions have a positive effect. The results for the specialised projects showed that the Hail region, feed and wheat project have a positive effect, while the Eastern region and greenhouses, livestock and vegetables projects have a negative effect on loan repayments, whereas the age of the borrower, the grace period, financial guarantee and loan value have no significant effect.

This thesis addresses the problem of the cultural change in the Israeli Kibbutz, its relevance to the Kibbutz ideology and its implication on Management patterns in the Kibbutz. The thesis is based on four hypotheses. Two of the hypotheses address the cultural changes and two address the changes in management patterns. The cultural change is hypothesised by assuming a change in life style and a change in the attitude to work as a value. The change in management patterns is hypothesised by assuming a change, at a policy level, of resource allocation and a change in the decision making process. The research includes several stages: • A literature research which established the historic cultural and ideological roots of the Kibbutz movement. • A collection of general statistics of the Kibbutz movement. • Five case studies - An in depth analysis of five individual Kibbutzim. A model of the Kibbutz values and principles is developed and used in analysing the changes in values and principles in the Kibbutz. The outcome of the research reveals that the Kibbutz is changing from an ideology based commune, which prefers values over matter and is ready to sacrifice individual freedom for the ideals, to a more bureaucratic organisation alming for profits that prefers individual freedom on equality and communality. The Kibbutz movement is turning from an agrarian closed system to a technically advanced community with open economy and culture. The research outcomes enhance Bertalaruy's claim that a culture within a culture has to change in order to survive. It also demonstrates that a cultural change is an incremental change. What seems to be a radical change is an aggregate result of several incremental changes. It is suggested that a radical change can not be implemented successfully in an organisation unless broken to incremental changes.