Republic of Tajikistan — EEU: Economic Transformation, Expected Effects, and Potential Losses
Abstract
The presented study addresses the problems of further expansion of the Eurasian Economic Union through the potential accession of the Republic of Tajikistan and analyzes the positive and negative effects of such accession for the Union members and for Tajikistan.
Aim. The study analyzes the economic effects of further integration of Eurasian countries through the potential accession of the Republic of Tajikistan into the EEU.
Tasks. The authors determine the prospects for EEU expansion and analyze the impact of economic transformation in Tajikistan on its potential accession into the EEU.
Methods. This study uses the dialectical and systems approach to the examination of integration processes in the Eurasian space and opportunities for EEU expansion.
Results. Examination of transformation processes in the economy of Tajikistan shows that the country has not achieved high economic indicators. Structural changes have led to a reduction in the share of industrial products, increased unemployment and poverty rates. The reforms introduced to resolve these issues have failed to produce a meaningful effect. Analysis of the regional trade between Tajikistan and the EEU member states indicates close cooperation with only two EEU members, which does not contribute towards deep integration.
Conclusions. Heavy reliance of Tajikistan’s economy on donor assistance and foreign investment calls into question the country’s rapid and full-fledged accession into the EEU. Therefore, the geopolitical interests of this relatively small mountainous country prompt it to maintain multidirectionality in economic relations as a priority.
About the Author
Zarina A. Dadabaeva
Institute of Economics of the Russian Academy of Sciences
Russian Federation
Russian Federation
Nakhimovskiy Ave 32, Moscow, 117218
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Review
For citations:
Dadabaeva Z.A. Republic of Tajikistan — EEU: Economic Transformation, Expected Effects, and Potential Losses. Economics and Management. 2019;(5):21-27. (In Russ.)
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