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Diversity management in the United Arab Emirates (UAE) is of particular importance given the fact the UAE is the sixth country in the world for hosting the largest number of international migrants in 2017. The purpose of this exploratory study is to understand how diversity is managed in the public and private sector and to identify the most important factors to diversity manangemet in the UAE context.

A Grounded Theory approach to research was used to explore this very sensitive issue for the case study. In the absence of robust data on diversity management in the UAE, this inductive qualitative method was preferred since it does not presuppose a hypothesis and allows a contextually relevant theory to be derived from the data, which were collected through interviews with the participants from the public and private sector. An open-ended interview schedule was emailed to the purposefully selected group. Careful thematic analysis was undertaken to identify the resonant issues related to diversity management in this context.

This heralds increased demographic diversity in the public sector, even if only at a strategic level in order to achieve political and social objectives. Further, as the UAE embarks on being a Smart nation, successful diversity management will be a critical indicator of public sector reform.

The study analyzed the perceptions of the participants using a qualitatitve method which might not be considered to be as objective. Hence a confirmatory follow up study using quantitatve design will be required to verify the findings.

This chapter will explore the diversity management in the public and private sectors of the UAE, the role leaders and managers have to play, challenges faced, and what is on the horizon in this new public–private partnership environment.

This chapter suggests the need for a unified understanding of diversity management among leaders in the public and private sector of the UAE as a crucial enabler of productivity, development and social cohesion.

This heralds increased demographic diversity in the public sector, even if only at a strategic level in order to achieve political and social objectives. Further, as the UAE embarks on being a Smart nation, successful diversity management will be a critical indicator of public sector reform. This chapter will explore the diversity management in the public and private sectors of the UAE, the role leaders and managers have to play, challenges faced, and what is on the horizon in this new public–private partnership environment.

This chapter presents through a case study detailed concrete experiences of the implementation of an entrepreneurship-focused MBA within the United Arab Emirates (UAE).

Review of the UAE context, the formation of Abu Dhabi School of Management, the development of its MBA program and components, and the impact to date of the MBA program. An analysis of the challenges associated with the design and delivery of the MBA program is also presented.

Launching an entrepreneurship-specific MBA in an emerging market based upon an existing world-class entrepreneurship MBA program is feasible and desirable. Specific cultural norms and practices need to be taken into account to ensure that the program and its delivery are fit for the local country.

Provides insight into specific MBA program attributes that need to be customized for the UAE, including assessment, case study use, and delivery format. Furthermore, it also emphasizes the importance of having local faculty for effective program delivery and the risks of, and approaches to, using international faculty who are not based in the country of delivery.

The UAE only officially formed in December 1971, now has seven Emirates joined together as a nation under one President. Since its establishment as a sovereign, independent country around just 50 years ago, the UAE has accelerated advancement across numerous sectors at notable speed, and science, technology, and Research & Development (R&D) sectors are no exception. Research Management and Administration (RMA) as a profession is in the relatively early stages of being recognised as a distinct and niche skill set; at present, the UAE largely imports experienced international talent to fill RMA roles. However, the country’s strides in progressing R&D infrastructure and goals of elevating ranks from regional to global R&D leader is beginning to generate a legitimate career ladder for RMA professionals across the country. This, paired with the UAE’s commitment to engage more Emirati nationals in the workforce, is cultivating a viable environment for the RMA profession to emerge more significantly from general administration and begin generating a skilled talent pipeline of RMA professionals within the UAE.

This chapter examines the competitiveness of the tourism cluster in the United Arab Emirates (UAE) by applying Porter's competitiveness of nation diamond model, with its four dimensions: factor conditions, demand conditions, the related and supporting industries, and, lastly, the firm's strategy and rivalry. Specifically, we provide a thorough analysis of the UAE's strategic plans, initiatives, and tactics to cultivate competitiveness in tourism across the nation. This includes the draft of a vision for the nation, decisions to build and reinforce their infrastructure, determination to develop and nurture skilled workforce, ability to respond innovatively to their customers' evolving demands, selection of the appropriate base for competition, and, finally, continuous melioration of related industries. Examining secondary data and by reviewing governmental reports, we find that UAE did not cultivate a national advantage by owning random natural resources, but rather by having a strategic intent to converge all their efforts and to deliberately build a coherent cluster in the tourism sector. The chapter also provides some limitations and recommendations for future research.

This chapter conceptualizes forms and processes of erasure and visibility of migrant domestic workers through the analysis of interview data, media coverage, and public policy. This chapter builds on the existing literature on foreign domestic labor by synthesizing a framework to better represent the mechanisms that produce instances of visibility and erasure; these include transnational forces of erasure like sexism, xenophobia, and domestic labor stigma that interact with country-specific policies and norms. Within this framework of visibility and erasure, we also delineate different aspects of each, such as spatial erasure, erasure in the media, and self-erasure. Finally, this chapter explores how each of these components interconnect into a system of erasure, each aspect enabling another aspect in dampening the individuality of migrant domestic workers. This chapter is intended to illuminate the realities of erasure with careful specificity, while still crediting domestic workers for their resilience and creativity in promoting their own visibility.

This appreciative inquiry study frames and reflects upon other ways of knowing: beliefs, values, and experiences of identity, diversity, and gender as lived in the Arab world and specifically in the United Arab Emirates. It emphasizes the paradigms informing ways of leading for western expatriate females and Middle East gulf region national females in leadership positions. Western ideology related to diversity, gender, and leadership are all reflected in ways of leading in the global society that is the United Arab Emirates but in some ways are contrary to Islamic notions of women as leaders in the Gulf region causing educational leadership female expatriates and nationals to shift paradigms and revisit their identity, gender, feminist beliefs, and ways of knowing leadership working in a global society.

Purpose: The chapter aims to discuss the importance of economic development tourism in the United Arab Emirates and the role of entrepreneurship in financial growth, as it is an important aspect in the business environment of tourism. Having said that, the UAE has made remarkable progress in sustaining its economic growth and tourism development over the past decades.

Methodology: To review the importance of the economic development tourism in the United Arab Emirates and the role of entrepreneurship in financial growth, the authors have explored journals from the Scopus, Science direct, Google scholar, and EBSCOHost databases. Furthermore, the Latest reports from UNO and UAE are also examined to find the tourism statistics of past years.

Findings: This study explored the contribution of the tourism industry in enhancing the economic development of the country. This chapter highlighted the past and current trends in tourism in the UAE. Entrepreneurship is considered to be one of the major important outcomes of increased tourism in the country. UAE has also focused on every subject linked to tourism. Furthermore, the country has noted entrepreneurship as a driving factor for tourism. Therefore, various steps have been taken to encourage tourism and entrepreneurship, such as developing infrastructure, along with the implementation of tourism and entrepreneurial education.

Limitations: Like other research studies, this study also has some limitations. The latest reports available were of 2017 to 2019; therefore, current year trends are not explored extensively. Also, due to the scarcity of literature on entrepreneurial tourism in the UAE, this study has reviewed limited articles from UAE.

Social Implications: A more “integrative destination-marketing” process should be promoted with a concerted focus on social identity, cultural sustainability, and religiosity. The overall objective would, therefore, be to develop positive perceptions of destinations such as Dubai that are consistent with its Islamic roots, indigenous peoples, and social and cultural bases.

Originality: To the best of the authors’ knowledge, this chapter is one of its own kind. There are no similar studies have been conducted in the context of the UAE. This study has opened the gates for future research in the tourism sector in UAE.