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Frame resonance and innovative tactics can substitute for a movement’s lack of important resources to sustain protests. This chapter shows how the insurgent groups in the 2011 Tunisian uprising that lacked mass-based organizations and national leaders maintained and spread the protests using frame resonance and innovative tactics. It argues that the activists’ strategy of frame resonance drew on the collective identity of the poor people in the interior regions, mainly their collective feeling of social marginalization. Activist organizers also relied on a motivational campaign aimed at converting the feelings of injustice held by those in the interior regions into anger against the regime. The innovative tactics of the activists included locating protests inside poor people’s neighborhoods, especially in coastal regions. The engagement of poor people in the protests sustained them in two ways: by spreading and intensifying protests through individual initiatives, and by weakening the Tunisian police in sustained disruptive actions and spontaneous riots. These findings are based on the narratives of 81 activists, insurgent groups’ documents, chanted slogans, and official state documents. The fieldwork research was conducted in Tunisia during the months of April and May 2012, and June 2013.

The purpose of this paper is to identify the effect of Islamic work ethics on the organizational citizenship behavior in Jordanian press organizations, and single out the most significant element of Islamic work ethics.

The present study adopted the descriptive analytical approach based on field survey. The population of the study consists of seven daily newspapers in Jordan in 2010. A stratified random sample of the top management and executive management was taken, proportionate to the size of each organization. In total, 66 questionnaires were distributed to 30 per cent of the 218 targeted managers, and 175 questionnaires were distributed to 15 per cent of the employees, who totaled 1,163. In total, 204 questionnaires were collected. Frequencies and percentages were used to identify the characteristics of the community, while means and standard deviations were used to answer the questions, along with the multiple regression and the single-factor analysis of variance.

The study found that the level of commitment on the part of workers in Jordanian press foundations to Islamic work ethics was high. In addition, there was a statistically significant effect of abidance by Islamic work ethics (kindness and forgiveness in dealing with employees and clients, obedience to the people in power and respecting job ethics in organizational citizenship behavior among employees in these organizations. Meanwhile, there was no statistically significant effect of abidance by the Islamic work ethics (proficiency, giving advice to Muslims, sense of responsibility, justice and fairness, integrity and teamwork) in organizational citizenship behavior.

The paper involves a set of components of organizational citizenship behavior derived from Islamic work ethics. These ethics can be integrated into the human resources systems in media organizations, and other types of entities. These ethics can be incorporated into any code of conduct, stating the behaviors expected from every employee.

The researcher conducted a comparative study based on related literature. Obviously, previous studies addressed work ethics generally, but they did not address the specific components of ethics which this study did). It is also worth indicating that all previous studies were conducted in foreign contexts, whereas this study has been conducted in an Arab context. Additionally, there are studies on organizational citizenship behavior, but this one linked between Islamic work ethics and organizational citizenship behavior.

The purpose of this paper is to examine organizational leadership in a traditional, non-western country where citizens’ happiness drives the practices of the public administration managers.

This study uses the Multifactor Leadership Questionnaire (MLQ) to examine leadership in a traditional, non-western country where organizational change dominates the public sector. Triangulation of quantitative and qualitative research methods is used.

Triangulation of quantitative and qualitative research methods reveals that the way managers respond to organizational change leads to utilizing an adaptive leadership style; a mixture of dynamic and rigid practices. Organizational change creates peculiar circumstances that make it thus imperative for managers to mix transformational and transactional practices in order to not only survive, but also excel. While some of the findings conform to those of previous studies, they indicate that the MLQ does not seem to adequately reflect the impact of organizational change on leadership. The study also provides evidence that adaptive leadership is driven by cultural and organizational necessities.

The limitations of the study can be avoided in future research. In particular, the number of interviews has limited the ability to better reflect all dimensions of the adaptive leadership style. Due to time and resource availability, the inability to focus more on the individual level of the cultural factor and its impact on leadership style may have limited the scope of the analysis. Finally, the present study did not examine the cultural variations within the United Arab Emirates universal culture especially in relationship with region, age group, and gender of the managers.

The paper examines leadership in the Middle East context where rare studies in leadership have been conducted. The study also examines the usability of MLQ in Arab context where organizational change persists.

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.

The purpose of this paper is to analyze the rationale for using social engineering as a tool to impact the nationalization of workforce in the United Arab Emirates (UAE).

Interpretative and exploratory approaches have been employed for this research. Accordingly, the study has extensively reviewed government documents, reports of international organizations and relevant academic literature, including journal articles, conference papers and unpublished dissertations.

The findings show that the UAE Government has initiated multiple policies and programs to enhance participation of indigenous Emiratis in the burgeoning labor market which has been hitherto dominated by the expatriates. However, while the Emiratization programs are on the verge of fulfilling the targets in the public sector job market, significant gaps exist between the targets and accomplishments in the private sector, causing policy concern.

This paper links theoretical insights from the social engineering model used in the social sciences research to analyze the dynamics of workforce nationalization. The study will be helpful to inform further empirical research in this area.