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The purpose of this exploratory paper is to investigate and understand the most important factors that influence Arab-origin brands to go global and to appear in brand valuation studies.

Initially, content analysis on current literature has been conducted followed by qualitative research in the form of in-depth interviews with marketing experts that own or work for successful Arab-origin brands in Muslim countries. Data has been collected related to brands from Qatar, United Arab Emirates, Egypt, Kuwait and Saudi Arabia. A total of 20 in-depth interviews have been conducted by using face-to-face/online voice recorded method. Interviews have been transcribed, coded and analyzed.

Findings revealed that the main factors affecting the global branding process for Arab-origin brands are internal as compared to external factors. Some of the factors are common with factors in current literature such as dealing with local competition, however, many new factors as well have been identified like brand essence/meaning, internal marketing, top management support and entering mature markets. Cultural heritage plays a significant role in the strategy, creativity and leadership related to building global brands in Arab/Islamic countries. A preliminary model has been proposed based on the findings.

This study is just a starting point for further research. The interaction and relationship between internal and external factors could be further investigated. For example, top management support can moderate the influence of local competition in global markets (Carpenter and Fredrickson, 2001). The proposed framework should be quantitatively measured across different brands for further analyzing the main factors that influence Arab/Islamic-origin brands to go global and generalizing findings. Furthermore, the role of each factor may differ from one industry to another. For example in service organizations, frontline employees are crucial to the success of the organization and challenging to standardize across global markets. Investigating the different combinations of strategy, creativity and leadership from one global market to another opens doors for further scholarly work in this area.

This is a pioneer study in attempting to understand the most relevant factors influencing Arab-origin brands to go global as compared to Western brands that are commonly researched in the literature. This study opens doors to further research related to Arab-origin brands globalization process as well as provides interesting insights to marketers and brand owners about the real reasons that may hinder and genuinely influence Arab-origin brands from taking their locally successful brands fully global.

A retail brand is an asset of value to the stakeholders. Nurturing it enhances quality and stability of earnings. Franchising it across emerging countries provides an opportunity for growth. The challenge, however, is to ensure that the brand stays “connected” with the local markets and “relevant” during changing times. Current research is highly inadequate in guiding the retail brands to stay vibrant when traveling to emerging markets. This research aims to look at how a successful fashion brand in the UK is struggling to grow its retail business through franchise in the Middle East. While the opportunity is vast, the retail brand has been struggling for it has not stayed “relevant”. The paper seeks to present a framework for monitoring its performance so the retail brand can “stay alive”.

Qualitative research was done to understand the profile of the walk‐in customers, their shopping behavior, spending motives, and lifestyles. Quantitative research was done to ascertain how the retail brand was perceived in comparison with other brands in the choice set. Further, the study investigated if the shoppers’ profile and preferences varied across different outlets located in different malls.

By carrying out the analyses, distinct segments were deciphered. It has been noticed that the customer profiles for the retail brand studied varied across different retail locations. Variations in their shopping preferences implied that different merchandising and in‐store promotion activities are required at different outlets to connect with different segments.

The research addresses the gaps in existing literature. The study emphatically confirms that a retail brand franchised cannot take its existence for granted. The study also presents a framework – a dashboard of retail metrics, for measuring, monitoring, evaluating and rejuvenating the performance of retail brands.

The purpose of this paper is to examine how the material nature of legacy technology makes its users passionately prefer it over its digital alternatives.

This ethnographic study uses data from 26 in-depth interviews with vinyl collectors, augmented with longitudinal participant–observation of vinyl collecting and music store events.

The findings reveal how the physicality of vinyl facilitates the passionate relationships (with music, the vinyl as performative object and other people) that make vinyl so significant in vinyl users’ lives.

As this study examines a single research context (vinyl) from the perspective of participants from three developed, Anglophone nations, its key theoretical contributions should be examined in other technological contexts and other cultures.

The findings imply that miniturisation and automation have lower limits for some products, material attributes should be added to digitised products and that legacy technology products could be usually be reframed as tools of authentic self-expression.

This study explains what can happen beyond the top of the “S” curve in the Technology Acceptance Model, furthering our understanding of consumers’ reactions to the proliferation of digital technology in their lives.

The first problem when diving into this topic is the confusion caused by a number of terms intended to designate the same concept, in addition to the lack of a shared interpretation on what Islam requires from tourism services to secure their acceptability. This paper aims to contribute to the clarification of what halal tourism is, as it seems to be the most appropriate term to refer to practices allowed when travelling, in accordance with the Islamic law.

A synthesis of the current situation was carried out, based on the papers contained in Web of Science and Scopus databases. Moreover, a consultation of tourism experts was implemented to extract a number of practical implications for the promotion and development of this segment.

As the literature review suggested, halal tourism is a field of study that is still in a very early stage. In spite of this fact and the ambiguity found, halal tourism can be understood as the offer of tourist services designed to meet the needs of Muslim tourists in accordance with their religious obligations.

It is imperative to offer halal services (food, worship facilities, etc.) to attract this type of tourists. However, the diversity of interpretations has prevented the existence of one single certification. The lack of knowledge on this market is the main obstacle to overcome.

This paper contributes to clarifying the conceptualization of halal tourism. It takes a theoretical review and experts’ view as a preliminary step to study this topic in more depth.

Biculturals possess higher cultural intelligence than monocultural individuals. This study explores biculturals' key factors and attributes and how their cultural knowledge and identification influence International Business Negotiations (IBNs) and help their firms outperform others.

Data were collected from semi-structured interviews with 35 bicultural senior managers in Lebanon.

The findings highlight three essential qualities and behaviors that allow biculturals to act as a bridge between the parties during IBN: adaptability, cultural frame switching (CFS) and creativity.

This study explores the notion of bicultural personnel using their understanding of multiple cultures to be innovative, avoid groupthink and generate new creative ideas that help overcome stalemates during IBNs.

Examines the barriers caused by cultural differences when marketing goods in the Middle East. Highlights the growth of Islamic countries in the international marketplace – exports soared from $15,000 million in 1973 to $78,000 million in 1978. Draws on the results of research with companies actively involved in marketing in the Arab world. Defines the concept of culture. Describes how custom and tradition, language, literacy and symbolism can impact on the marketing mix. Concludes that to carry out a successful marketing policy in the Middle East, companies must: Approach cultural problems in an organized and systematic way; Carry out in‐depth market research; Consider employing Arab national in senior marketing positions; Observe tradition and avoid offending beliefs; Observe tradition and avoid offending beliefs; Recognize sub‐cultures within the Arab world and the speed and scope of change in the region.

This chapter critically focuses on Islamophobic practices that are embedded in travel and tourism environments. Muslims, especially those journeying to other Western nations, are finding that their freedom of movement is restricted within environments perceived to be hostile, particularly in the context of post-September 11. The premise of this chapter is to illustrate the role of travel and tourism in continuing to reinforce Islamophobic attitudes of the West to Muslims worldwide. Importantly, the discussion critically highlights ways in which religious abhorrence, orientalist perspectives, ethnic detestation, and xenophobic intolerance significantly affect tourism experiences. These factors marginalize communities from appreciating the global attributes of tourism, especially elements that express the importance of cosmopolitan forms of citizenship.

This paper aims to propose a normative framework focusing on the need to enhance the roles of the four fundamental environmental forces of management – socio‐demographic, techno‐economic, politico‐institutional, and cultural. The objective is to create a business climate of certainty so that Kenya can achieve its goals of national and private sector development and of elevating its global competitiveness in terms of foreign direct investment and exports.

The paper uses secondary data to describe Kenya's development goals, its current level of private sector development, its position in the global economy, and the historical and cultural dimensions of its management practices. Against that backdrop, the article combines systems thinking and broad‐based reasoning to develop a normative management framework for policy makers and for domestic and international business managers. After using data to describe Kenya's status with respect to the four environmental forces, the article explains how Kenya – through reforming private and public institutions and implementing enlightened national development polices – could shape its management system and its prevailing climate of uncertainty in order to enhance its competitiveness in the present global economy.

The paper concludes that, if Kenya takes policy actions necessary to redirect and enhance its environmental forces, it would improve the efficacy of its resource management system and reduce the uncertainty inherent in the system. This would also promote openness to international trade and business and reduce the “cost” and other real or perceived barriers to business in the country to world levels, leading Kenya to become more competitive in the present global economy in terms of both increased foreign investment and export. As a result, Kenya should experience higher levels of private sector development, economic growth, and employment and, consequently, reduced poverty and higher standards of living for its citizens.

The paper introduces a normative, broad‐based management framework for national and private sector development in a cross‐cultural context. This framework should prove particularly useful to governments, policy makers, and business managers in countries that are in the early stages of private sector development and who are charged with achieving national development goals and with increasing the global competitiveness of their countries' economies.