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The purpose of this paper is twofold: first, to understand Emirati nationals’ perceptions of the role of workforce localisation policies in their professional aspirations and growth and, second, to determine the role of higher education and job attributes in the achievement of their goals. The study uses a hierarchy-based model/road map to improve localisation efforts by attempting to aid understanding of the relationships and barriers hindering these processes.

The study follows a two-stage process. In the first stage, a questionnaire-based survey was administered to 207 Emirati postgraduate students from public and private universities based in two major Emirates: Abu Dhabi and Dubai. The sample data were analysed by basic descriptive statistics in the form of cross-relationships and rank correlation tests. In the second stage, an interpretive structural modelling approach was used to develop a hierarchy-based structural model of the barriers to localisation.

Emiratis younger than 30 years old consider localisation as an enabling factor in their professional success in contrast to those older than 30 years old. The results also indicate that working female Emiratis have significantly more positive attitudes regarding the contribution of localisation towards their professional success than that of their male counterparts. However, both genders see a mismatch in efforts being made to better equip themselves for the workplace. The hierarchy-based model delineates variables that could contribute to making localisation a successful employment programme in the United Arab Emirates (UAE).

The findings of this study relate to the UAE. However, there are similar localisation programmes that have been implemented in other Gulf Cooperation Council states. Hence, while the results of this study are relevant to the UAE, they may not be generalisable to the entire Gulf region.

It is proposed that the research findings and the structural model of relationships may help policy makers develop suitable strategies to strengthen the Emirati localisation programme.

This study makes a contribution to the literature and can serve as a guide to policy makers for localisation programmes. This is achieved by analysing the attitude of UAE nationals studying at higher education institutions. Furthermore, the study presents a hierarchy-based model of the barriers to localisation that explains the root causes of the problem.

The purpose of this study is to quantify the impact of laws and regulations that govern the cross-border flow of data on the economies of five selected African countries, namely, Egypt, Morocco, South Africa, Kenya and Mauritius. Moreover, this study addresses the state of cloud computing in Africa. Finally, policy recommendations are provided in this respect.

To reach accurate finding the Global Trade Analysis Project (GTAP) data was used, and then the computable general equilibrium (CGE) was computed to estimate the total cost on the economy. Using the three data regulations linkages indexes (DRLs), the increased administrative cost effect was analyzed on five to six major economic sectors in the target countries. This was followed by estimating the loss in sector-wide total factor productivity (TFP) (for the five to six shortlisted sectors). Using this data, the computable general equilibrium model (CGE) was computed, in order to estimate the economy-wide impact. Based on these findings, a set of recommendations were offered to the policy maker, reflecting the obtained results and conclusions and their implications on drafting data-related policies.

The obtained data indexes reveal that Mauritius is the country with the most laws and regulations governing the cross border flow of data, followed by South Africa Egypt to a lesser extent and finally Morocco and Kenya both showing an obvious lack of data regulations. The small value of the estimated elasticity of the selected countries compared to the value of the estimated elasticity in the EU-0.347 shows that the impact of data localization is less in the selected African countries than in the other set of EU countries examined in the research paper. This is because the former has smaller economies with fewer linkages to the global economy and are less reliant on sectors that are heavy users of data. Thus, the overall impact of data localization was not as profound on TFP as is the case in advanced economies. This research paper arrives at the conclusion that fighting the trend of data localization is crucial. In fact, data localization hinders the necessary and essential role of global trade in realizing economic development. Specifically, this is evident in the increase in production costs as reflected in the increase of the prices of goods, which would lead to a decline in incomes.

Global studies looked at the impact of data localization on the EU, as well as China, India, Korea and Vietnam, providing some data on Asia Pacific. However, no study has ever been conducted on the Middle East and Africa. This study aims to fill this gap. The approach of this study is to capture the extent of data localization mandates encoded in the laws of each of the selected five African countries showing how these mandates govern their cross-border data flow and, in turn, affect their economies. Furthermore, the policy recommendations section of this research paper makes a contribution to the existing literature.

This chapter addresses the topic of ‘localisation policies’ (measures and incentives for attracting and developing companies) in relation to the actual subjects of such policies, their aims and targets. The existence of business relationships and networks, and the ubiquity of interaction processes make contemporary policy measures problematic in all these three aspects. Conceiving the business landscape as interactive and heterogeneous business networks leads the authors to argue that policy measures become ineffective when these neglect the networked nature of the business landscape. It is argued that localisation policies consist of multiple initiatives and involve ‘a network of policy actors’, rather than only one institution. Acknowledging the plurality of policy actors and means leads to focus on the need to orchestrate multifaceted localisation policies. Incentives, regulatory frameworks and public investments are some of the elements of the toolbox of localisation policy. The authors also argue that the business network perspective translates into the need to tailor policy measures differentiated for specific companies.

The aim of this paper is twofold. First, to understand the degree to which the intended outcomes of Saudi’s Nitaqat labour market policy corresponds to the actual responses from private companies. Second, to investigate how these gaps between policy intentions and actual outcomes have informed recent changes to Nitaqat policy.

This paper uses a qualitative approach with a case study design and thematic analysis procedures. Data were obtained from the following three sources: semi-structured interviews completed during the early stage of Nitaqat in 2013–2014 with nine policymakers and 44 key stakeholders from six private Saudi companies; policy documents and gray literature on the aims and effects of the Nitaqat program; and available peer-reviewed literature on the subject.

This paper sets out and analyses the following four main goals of Nitaqat: First, to increase the Saudi national employment rate, second, increase company efficiency, third, improve human resource capabilities, and fourth, increase female labour participation. This paper reveals that although Nitaqat has certainly resulted in a positive change in some of these areas, in other areas, there remain gaps between the intentions and the actual effects of Nitaqat. This paper analyses recent changes to Nitaqat and argues that further changes may be needed to achieve the full goals of Nitaqat.

This paper’s originality lies in its analysis of the aims of labour market policies and organisational responses. It highlights the reasons for disconnections between the policy aims and organisational practices and explores how policymakers react and respond to these implementation gaps.

The purpose of this paper is to examine the multi-dimensionality of women managers’ turnover in the United Arab Emirates. The study argues that several factors besides public policy influence turnover.

A special survey was developed and administered to a convenience sample of 298 local women managers in both sectors. Descriptive statistics, Cronbach’s alpha, Pearson and multiple regression analyses were used.

The empirical analyses provided support to the multidimensionality of turnover. In addition, turnover was predicted by a model of eight factors (adjusted R² = 0.456), namely, economic needs, quality of work life, leadership type and practices, social needs, marital status, organisational satisfaction, organisational commitment and public policy.

The study was rich, empirical data were gathered and analysed along with qualitative literature. Gender remains salient in organisations as human resource policies alone are incapable of retaining women in leadership. Limited sample size and convenience sampling method may limit the generalizability of the findings.

Workplace conditions complement human resource policies; hence, the success of the latter relies on the success of the former. Economic incentives remain significant to motivating managers and retaining women in leadership jobs.

Human resource management policies, such as Emiratisation, cannot be successful without empowering women.

The originality of this paper is drawn from using first-hand data to examine the multi-dimensionality argument of turnover in addition to the advancement of gender studies in leadership and management. The study also provided evidence that rationality (i.e. economic means) remains important to retain women managers.

The purpose of this paper is to document and analyze the case of a public sector organization in the Gulf region, in which Arab‐expatriate relations worked well and sustained a positive and high‐performing organizational climate.

The research employed an embedded ethnographic approach to produce a case analysis of expatriate‐local work relations.

The study found that although there may be multiple sources of difference and potential conflict between Arab locals and expatriates in the workplace, there are circumstances where the effects of such divisions are neutralized, and a positive work environment is sustained. The paper identifies the key sources of division, and social cohesion, and shows how – in this case – these factors interacted so that the negative impact of cultural difference was neutralized, and good working relations were achieved.

The paper is new in two respects. It is the first ethnographic study of Arab‐expatriate work relations in a public sector organization in Oman. It is also the first paper to identify, and distinguish between, the factors emphasizing alterity between Arab and expatriate workers, and those encouraging social cohesion.

This paper aims to model a decision support system (DSS) that could overcome the oversimplified, subjective, compensatory decision logic of extant purchasing portfolio models (PPMs) by leveraging the firms’ procurement-related knowledge base.

The DSS was developed through a fuzzy-based approach, whose design and application were framed within a case study in a multinational company.

The application of the fuzzy-based DSS to a product class suggests investing in the relationship with two specific suppliers and to loosen the relationship with a third one.

Exploiting the fuzzy set theory and fostering the elicitation of procurement-related knowledge from the decision-makers, the DSS effectively tackles the concerns about the existing PPMs by including strategic-oriented priorities and contextual constraints in the evaluation.

The recommendations in output from the DSS are feasible, more analytical and easy to interpret, enabling knowledge sharing, group decision processes and better decision-making.

To the best of the authors’ knowledge, this manuscript is the first attempt to effectively integrate traditional PPMs with contextual, strategy-related factors to refine the purchasing directions and make them objective.

Begins by tracing the efforts that have been undertaken to establish an agricultural information programme in Southern Africa. Argues that in order to develop an appropriate agricultural information programme in the Southern African Development Community (SADC) there is need to establish in each SADC country an agricultural information policy which supports both the generation of agricultural information and the development and training of agricultural information specialists. Gives an illustration of a programme which will provide the necessary professional training. Stresses that existing agricultural libraries need to be empowered in such a way that they are able to carry out their function effectively. A regional network should also be established to provide for the speedy delivery of information to end‐users. Concludes by calling for stability in the region to enable the agricultural information programme to succeed.

Large multinational companies (MNCs) are strongly formalized, often standardized and complex with multiple hierarchical levels. Over the past few decades, MNCs have strengthened their coordination and control systems by creating regional headquarters (RHQs). This study aims to investigate how MNCs rearticulate control dimensions at RHQs, to coordinate and exert control over subsidiaries in the Asia-Pacific region.

Based on a survey of 86 French MNCs in the Asia-Pacific region, this study applies a structural equation model to determine RHQs’ roles in the field of regional decision-making, coordination and control.

Large MNCs, with a significant presence in Asia, transfer coordination and control to RHQs, in a way that leads us to propose the use of the expression “regio-centralization.” RHQs become socialization hubs, where most regional decisions are taken and where international managers meet. MNCs mobilize at the same time expatriates, short-term assignees and local managers who intensively interact at RHQs. Thus, informal control at RHQs increases, partly substituting formal control by HQs. Smaller MNCs, without RHQs, on the contrary, base their control and coordination on the formalization of HQs-subsidiary relations, especially through strong reporting, in combination with centralized decision-making at HQs.

This study is based on MNCs from one specific country, France, and focuses only on the dynamic Asia-Pacific host region. Coordination and control in less dynamic regions may reveal different results.

This study leads to a better understanding of how large MNCs reorganize dispersed activities in the Asia-Pacific region by creating RHQs, where important control and coordination functions are relocated.

The purpose of this paper is to examine the significance of some barriers in Saudi organizations from the perspectives of marketing executives.

A range of contemporary literature is presented to help define the term “organizational creativity,” and describe “barriers to creativity” from the marketing executives' perspective within the organizational culture of Saudi Arabia.

Self‐confidence and task achievement are the most significant barriers to the creativity of marketing executives in Saudi Arabia.

This paper is primarily based on a survey questionnaire, the contents of which were derived from previous studies on this subject or related themes. The barriers to creativity surveyed in this study were identified by Osborn. They were grouped into six constructs: self‐confidence; need for conformity and risk taking; use of the abstract; use of systematic analysis; task achievement and physic1al environment.

Throughout this paper the concept of “barriers to creativity” was explored. The results indicated that self‐confidence is considered a slightly higher barrier to creativity among Saudi executives compared to non‐Saudis who rate task achievement higher. To improve self‐confidence among executives, both Saudi and non‐Saudi organizations must improve positive behavioral elements such as optimism, passion, and self‐image and minimize negative behavior elements such as sarcasms, destructive criticism, status consciousness and fear of evaluation.

The celebrated Osborn model is used to identify the creativity barriers among organizations from the perspective of marketing executives. This paper concludes that creativity is an important issue for any organization to survive and excel, and knowing the barriers that diminish creativity is an essential step towards the objective of creating a culture of creativity within an organization in the Saudi Arabian context.