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The purpose of this paper is to explore the relationship between time orientation and strategic practices in the context of an Arab country. Toward this end, the paper studies a conditional process model that assesses the role of visioning ability and perceived uncertainty in explaining how future-oriented managers may be better at strategic management.

The study adopts a quantitative research design with closed-ended questionnaires as the main mode of data collection, and applies bootstrapping technique to test the significance and validity of the conditional process model.

The results confirm that time orientation influences strategic practices in an organization through its impact on a manager’s visioning ability, when uncertainty in the environment is perceived as low-moderate. The study also notes that local managers in the United Arab Emirates (UAE) tend to be relatively future oriented and demonstrate a greater preference toward strategic work in comparison to operational tasks.

The scope of this study has been limited to UAE nationals, and generalization of these results should be done with caution. Future research is recommended on a wider geographical area, such that cross-national results can be used to better understand the concept of time orientation in Arab countries.

Findings of this paper contribute to the literature by studying the concept of time orientation in a unique cultural domain. Moreover, by providing a theoretically relevant model for understanding the relationship between time orientation and strategic practices, the study highlights the significance of environmental uncertainty, and the importance of developing the visioning abilities of those involved in strategic roles in an organization.

The purpose of this paper is to examine the merger of two distinct higher education institutions. The change process was studied from the perspective of multiple stakeholders, and its major outcomes were evaluated in terms of various dimensions of success.

The study uses a qualitative research design. For the purpose of data collection, semi-structured interviews with open-ended questions were used, targeting key decisions makers that led the change process. Additionally, university constituents, comprising students, faculty, and staff who were present during the merger, were invited to participate in an online survey.

Findings indicate that, although the merger deal appeared good on paper, it was not executed as well as it could have been, and the aftermath yielded lower than expected returns. The systems were not integrated properly, and cultural elements were overlooked, resulting in an anomic organizational environment, in place of what should have been a more cohesive academic community. The study establishes that institutions considering a merger should ensure that effective leadership is put in place to manage the implementation and that the cultures and identities are addressed and integrated as early as possible.

Although the findings of this study are limited to the case of one university, it forms an illustrative example for other institutions that are undergoing or considering major change. Recommendations are given to avoid the pitfalls of merger in areas such as integration, identity and, leadership.

Contemporary research establishes mergers as one of the most crucial change processes a university goes through. This study contributes to the literature by using a micro-level approach to study an institutional merger and targeting the perception of key university constituencies, thereby providing in-depth analysis and a multidimensional outlook.

This paper aims to investigate the nature and prevalence of environmental scanning as practiced by organizations in the United Arab Emirates (UAE) and explore the impact of perceived uncertainty on the way various information sources are used in managerial decision-making. Specifically, by targeting firms in the region, the paper examines whether the degree and frequency of scanning activities influence the relationship between perceived uncertainty and the use of environmental information in making strategic decisions.

The study uses a cross-sectional research design, with self-administered questionnaires as the main mode of data collection, and uses quantitative data analysis tools to answer the research questions.

The study finds that perceived environmental uncertainty significantly influences scanning efforts in an organization, which in turn influence the use of environmental information in decision-making. Additionally, findings suggest that while perceived source quality significantly influences frequency of scanning, the influence of perceived source accessibility on scanning is statistically insignificant.

The results of this study have several implications for academics in the field of strategic management and industry professionals involved in long range planning. Results indicate that scanning activities should be more extensive and frequent when perceived uncertainty is high and indicates the potential value of timely market research to assess demand, gather consumer feedback and respond to changing needs of the customers.

The study addresses an identified gap in the literature and adds to the existing body of work by exploring organizational practices in a unique cultural context and assessing a conceptual model that links perceived uncertainty and environmental scanning to strategic management practices.