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The purpose of this study was to explore the relationship between localization (Omanization) practices and financial performance in Oman.

Firms listed in the Muscat Securities Market were surveyed. Data were obtained from 73 firms. Financial performance data (average ratio of market value to book value) were obtained from published records.

Results indicated that localization practices were related to financial performance after controlling for size, type of firm, average price earnings ratio of the industry and Omanization levels.

The measure of localization did not specify the level at which Omanization practices are focused on. This is a limitation of this study, and future research must measure localization practices for different levels in the organization.

From a practical perspective, the results of this study suggest that organizations in the Arabian Gulf can enhance their performance by implementing systematic localization human resource management practices. The authors believe that this study makes a significant preliminary contribution to the understanding of localization practices and financial performance in the Arabian Gulf region.

These results are encouraging for managers who argue for integrating locals into the workforce rather than engaging in localization practices for public relations purposes. Sincere localization efforts develop local human capital.

Study was conducted in the Sultanate of Oman, an Arabian Gulf country. To the authors’ knowledge, this is the first study of localization practices and financial performance in the Arabian Gulf. This study therefore contributes to and extends the growing literature on localization practices in the Arabian Gulf in general and Oman in particular.

The purpose of this paper is to test the relationship between high‐involvement human resource management practices and organizational performance in the Sultanate of Oman, an Arabian Gulf country.

Companies listed in the Muscat Securities Market in the Sultanate of Oman were surveyed. The final sample consisted of 87 companies. Survey responses were subjected to statistical analysis. Financial measures of organizational performance were also used in the analysis for a subset of the sample for which these data were available.

Results of the statistical analysis indicated that, after controlling for size, type of firm (publicly traded or closely held) and average industry price‐earnings ratio, high involvement human resource management practices were positively related to subjective organizational performance and an objective measure of performance, ratio of market value to book value.

Research limitations include measuring high‐involvement HRM practices and subjective organizational performance from the same source, assuming that HRM practices are uniform across organizational levels and using a composite measure of high‐involvement HRM practices. Future research should address these limitations.

The results of the study suggest that organizations in the Arabian Gulf can enhance their performance by implementing high‐involvement HRM practices in spite of the unique national culture and special features of the labour market in the region.

To the best of one's knowledge, this is the first study of high‐involvement HRM practices and organizational performance in the Arabian Gulf using both subjective and objective measures of organizational performance. Unlike other studies on HRM in Oman, this study was based on data collected from private‐sector organizations.

The recent appointment of a number of women to leading policy making positions in the Arab Gulf State of Oman marks a significant departure from the traditionally exclusive male dominated decision‐making arena, and ushers an end to an era of exclusive patriarchal dominance in leadership positions. This study aims to shed light on this evolving phase of women's empowerment in Oman, and attempts to capture their traits, experiences and challenges as women leaders in conservative, male dominated work environments.

The study analyzes the views of ten Omani women who achieved extraordinary levels of career success. In depth interviews were conducted using an interview guide purposely designed to solicit responses pertaining to their early socialization patterns; personal traits; work/family role conflict and their vision of the challenges facing working and professional women in Omani society.

Contrary to social perceptions and stereotypes, Omani women in leading positions are highly motivated and ambitious. Their successful transition to elevated positions can be attributed to their early socialization experiences which valued education, supportive parents (particularly the father), and equal treatment with their male siblings. They are challenged by the incongruence of their roles as female leaders relative to the prevailing social values and expectations towards women and their traditional role in society.

The study does not investigate the extent to which such appointments may have transformed gender relations in Oman nor its impact on women's roles in Omani organizations.

Empowering women requires policies and human resource programs that support this goal. This paper has implications for gender policy development as well as diversity and leadership training for women.

Given the dearth of research on this topic, the study contributes to understanding the dynamics of female leadership in this increasingly important world region, and raises awareness among women (and men alike) regarding the unique experiences and challenges of Arab women leaders.

The purpose of this paper is to analyse the factors responsible for the rise and growth of smaller Islamic banks in the last decade.

Z‐score analysis is used to test the stability of both smaller and larger Islamic banks. The pooled ordinary least square (OLS) regression technique is also employed to examine the factors.

The results of this paper show higher z‐scores for smaller Islamic banks indicating that the latter have tended to be more stable than larger Islamic banks over the last decade. Z‐scores tend to increase with bank size for large Islamic banks, but decrease with size for the small Islamic banks. The OLS regression results confirm that larger banks have greater income diversity than do the smaller banks.

Islamic banking represents a radical departure from conventional banking, and from the viewpoint of corporate governance; it embodies a number of interesting features since equity participation, risk and profit‐and‐loss sharing arrangements form the basis of Islamic financing. Using econometric techniques, this paper provides valuable insights as to the stability of Islamic banks and the factors responsible for the growth of smaller such institutions that has been witnessed in the last decade.

This research paper comparatively reviews online accountability practices in public, private and nonprofit organizations, using the hospital industry as a case of analysis.

The authors conducted a quantitative content analysis of 240 US hospital websites, sampled from the 2016 American Hospital Association (AHA) database. Online Accountability Practices (OAP) instrument was utilized, and it included five dimensions as follows: accessibility, engagement, performance, governance and mission.

There were statistically significant differences in online accountability practices among the three sectors. Nonprofit organizations were leading the way in their overall online accountability practices. They were more likely to score higher on engagement, performance and mission dimensions. We explain this finding through the prism of multiple accountabilities, guided by the stakeholder theory. Private organizations had the lowest scores on every online accountability dimension, except for accessibility. Consistent with previous literature, private organizations were more likely to make information accessible in the online sphere, but not necessarily meaningful or reliable for evaluating organizational performance. Public organizations had the strongest scores within the governance dimension, placing importance on disclosing organizational leadership and sharing information on their governance structures.

This project contributes to theory building on accountability in the online environment. It argues that the distinction between two forms of accountability (functional and holistic) is applicable in the online environment, while accessibility and performance dimensions of online accountability closely align with the functional (hierarchical) form of accountability, and a more holistic approach to accountability includes dimensions like engagement, governance and mission. In addition, this project is the first of its kind to apply the stakeholder theory to accountability practices in three sectors of the economy and how the stakeholder theory provides guidance as a basis of understanding the forms of accountability (functional and holistic) that are most likely aligned with organizations in three sectors of the economy.

The results of this study point to a number of implications for hospital patients, families, hospital administration, healthcare professionals and policymakers. These implications can be broadly divided into two groups as follows: policy implications and management implications. Policy implications pertain to the national dialog and interorganizational deliberations of sector-wide policy to enrich accountability practices; while management implications are concerned with local, intraorganizational discussions among administrators and organizational leaders on formulating specific strategies and tactics.

This research paper contributes to empirical studies on organizational accountability in the online environment. It enriches our understanding of how organizations in different sectors present themselves to the public.

This paper aims to evaluate the root causes of stagnation of the Islamic banking sector in Turkey in three steps and proposes solutions and policy recommendations.

First, global Islamic banking practices in terms of governance and instruments are summarised and compared with the Turkish experience. Second, the financial and efficiency ratios of Turkish Islamic banks (IBs) and conventional banks (CBs) are compared and analysed for the period 2005 to 2015. Finally, the long-term growth strategy of Turkish IBs is evaluated.

This paper asserts that Islamic banking in Turkey diverges from Islamic banking practices of prominent countries by not having a Sharīʿah governance framework at either a national or bank level. Turkey is thus immediately in need of a sound Sharīʿah governance framework. Increasing the variety of instruments and improving the perception of Islamic banking in the society are other critical points. Furthermore, regulatory and research institutions specifically focusing on Islamic banking are insufficient. A large number of financial and efficiency ratios reveal that the efficiency and profitability of IBs fall behind that of CBs. IBs should improve their business models, operational efficiencies and information technology infrastructure as these issues are undervalued in their growth strategy.

This study sheds light on the Turkish Islamic banking sector, which is a rarely studied topic. It is the first study that provides institutional differences of banking practices and evaluates the efficiency status and growth strategy of IBs in Turkey.

The study compared values represented in infomercials with values represented in conventional commercials. A total of 318 infomercials and 861 commercials broadcast in Israel in the late 1990s were coded to examine the prominence of value systems and of specific values. Of the three value systems examined – functionalism, hedonism and altruism – functionalism was over three times more frequent in infomercials than in commercials, and altruism was over three times more frequent in commercials than in infomercials. The frequency of hedonism in commercials was 25 percent greater than it was in infomercials. Joy, the most prominent value in commercials, ranked only third in infomercials. Overall, the results show that in spite of the fact that the infomercials are longer than the commercials, they present a more limited selection of values. Infomercials repeatedly mention only the product’s price, its basic qualities and its obvious uses.

The study seeks to examine how a short intervention, aimed at enhancing occupational choice skills, influences turnover during the early stages of organizational membership. It seeks to explore two theoretical rationales for this effect: social exchange and self‐determination.

The study is a “constructive replication” of previous research, and it employed a similar field experimentation methodology. Groups of candidates in the Technical School of the Israeli Air Force were randomly assigned to experimental (Decision Making Training) and control groups. Perceived Organizational Support and turnover were measured at two points in time.

The results showed that the intervention reduced turnover (relative to a control group) as measured at two points in time – at the end of a technical training program and six months later into their military service. Perceived Organizational Support was not enhanced by the intervention. The experimental results were consistent with the self‐determination explanation more than with the social exchange explanation.

The practical benefits of Decision Making Training during early encounters with the organization are discussed. Decision Making Training is recommended as an effective tool during the career exploration phase, to facilitate the integration of self and environment awareness and to enhance self‐determined career goals.

Provides further evidence of the usefulness of a simple intervention that reduces early turnover.