Islamic hospitality in the UAE: indigenization of products and human capital

Abstract

Purpose

The purpose of this paper is to examine the challenges faced by the hospitality industries in developing an Islamic hospitality identity and indigenous styles of management, particularly in the context of the United Arab Emirates (UAE) – especially Dubai. It also aims to identify and comprehend the socio‐cultural implications of Islamic hospitality in terms of products and marketing.

Design/methodology/approach

This conceptual‐based paper critically reviews and amalgamates a diverse range of literature concerning Islamic hospitality (and tourism), Arab management and leadership qualities, human capital and nationalization of employment, industry skills and educational directives in hospitality and destination and product strategies.

Findings

The work critically accounts for the changing nature of skills needed by localised hospitality managers and the industry in general, especially to keep pace with dynamic customer demands and an increasingly sophisticated market and consumer. The outcome of the paper concerns the operationalisation of soft skills and managerial expertise attuned to ethnic and religious attributes of the host society. The evaluations propose ways in which the education sector can extend the career development and progression pathways for UAE nationals. The work also indicates how product development, innovation, transformation and marketing have a crucial role to play in advancing an Islamic and cultural approach to hospitality.

Originality/value

This paper uniquely concerns an under‐developed area of academic study: the role Islamic‐based principles and practices of hospitality and ways in which they can be developed through an indigenous‐led workforce, and Islamic and Arab styles of management, leadership and service sector operation.

Citation

Stephenson, M.L., Russell, K.A. and Edgar, D. (2010), "Islamic hospitality in the UAE: indigenization of products and human capital", Journal of Islamic Marketing, Vol. 1 No. 1, pp. 9-24. https://doi.org/10.1108/17590831011026196