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This study presents the results of a field research designed to assess the seven bases of supervisory influence over respondents in industrial organisations working in Saudi Arabia. These seven bases of influence are: referent, experience, reward, coercive, legitimate, connection and information. The sample is composed of Saudi subjects as well as non‐Saudi subjects. The respondents ranked the seven methods of influence according to their importance. Results pertaining to factor analysis indicate that culture can decide the significance of an influence method over another. This points to the fact that Saudi participants and non‐Saudi participants have different sets of power bases.

A study is described involving the use of questionnaires to investigate the situational factors (economy, government, technology, competition, culture, demography) that affect the banking industry in Saudi Arabia. The results reveal that culture and technology are viewed as less important than the government and the economy. It is advisable for banking strategists to start thinking about the importance of culture, demography, and technology in Saudi Arabia. Considering the rise in Islamic awareness, bankers should in some way create an atmosphere to benefit from this trend and change it to a positive factor. More attention should be directed towards integrating technology, culture and demography.

Contends that managers from Saudi Arabia and other Middle East nations, as well as from other areas of the world, are becoming more conscious of the critical role that managerial values can play in today’s ever widening and increasingly competitive marketplace. Alignment of personal and organizational values has become a focal issue for many management theories and studies in recognition of the importance of value congruence. An organization’s productivity, success and/or failure can hinge on the degree to which the different levels and functions of its management share values. Reports on the results of a survey aimed at determining whether Saudi managers share common values, using several demographic variables to help clarify findings. Makes use of research on North American managers which is adjusted the better to fit the Muslim‐based culture of Saudi Arabia. A total of 144 Saudi managers of differing levels and functions participated in this survey. Finds overall that Saudi managers of all levels and functions generally shared the same values ‐ with one exception: marital status.

This chapter briefly explores selected English and general education policy documents, curricula, and textbooks within the context of Kingdom of Saudi Arabia (KSA) from a Critical Discourse Analysis perspective and examines how they have changed pre- and post-21st century. First, a policy document related to education in KSA in general (pre-21st century) is analyzed along with an English language teaching (ELT) policy document of the same period. Next, two general policy documents post-21st century are explored, followed by one related to ELT policy. Finally, one post-21st century document related to higher education is discussed. The “network of practices” within which these documents are situated are first detailed, as well as the structural order of the discourse, and some linguistic analysis of the choice of vocabulary and grammatical structures (Meyer, 2001). Issues which might be problematic to the learning and teaching identities of the students and teachers interpreting these documents are also highlighted. Finally, we consider whether the network of practices at this institution and KSA in general “needs” the problems identified in the analysis and critically reflect on the analysis.

The growth of international business persists, particularly in emerging economies. Business in these developing nations is heavily influenced by national culture. In the Middle East and North Africa (MENA) region, buyer-supplier relationships are often negatively influenced by “wasta” – a term associated with power, influence, connection and corruption. Technology-enhanced business processes diffuse as globalization increases. The purpose of this research was to explore whether and, if so, how electronic reverse auction (e-RA) use might be effective in a MENA national culture.

The authors use a case study method based on data collected from 13 interviews with supply chain members extending beyond the dyad to explain: why Middle Eastern bidders participated in an e-RA; the nature of a unique phenomenon in Middle Eastern culture called wasta; and (3) how wasta, e-RA use, and procurement integrity interact in a sustainable way.

This case study extends knowledge in the area of global supply chain management by identifying new opportunities and providing a mechanism to ameliorate risks. It demonstrated that e-RAs can ameliorate some of the deleterious effects of wasta by increasing transparency and procedural fairness associated with MENA-based buyer-supplier relationships.

E-RAs have been criticized as being unfair to suppliers. This study unveils cultural idiosyncrasies where e-RAs overcome a moral hazard associated with MENA buyer-supplier relationships and become a supplier's favored sourcing medium. As economic growth in MENA is expected to outpace all other regions, this study has implications for understanding how regionally specific cultural variables impact B2B sourcing strategy adoption and outcomes.

Culture and economic settings are often perceived as key influential elements in formulating the entrepreneurial ecosystem, either on the organizations level or the entire social system. In their different forms, culture and economic conditions have always been critical drivers for innovation and entrepreneurship. Understanding the community's cultural traits and economic status helps entrepreneurs map their entrepreneurial objectives and define enablers and deterrents. This chapter investigated the cultural and economic environment within the Gulf Council Countries (GCC), mapped their Corporate Social Responsibility (CSR) practices and entrepreneurial performance. It was evident that some cultural traits, such as tribalism, could play an adverse role in supporting entrepreneurship. However, the economic system, which mainly relies on oil and gas production, could be the best enabler for entrepreneurship, which has a unique nature in the GCC and receives high government reinforcement through massive capital surpluses generated from the oil revenue. The latest statistics ranking the global entrepreneurship performance indicated that the GCC lay in the middle area among other countries worldwide. Qatar came on the top of the GCC with a global rank of 22, while Saudi Arabia came last, at position 45 globally. The government legislative and economic support for entrepreneurship activities contributes to preparing a proper authoritative climate that promotes entrepreneurship and could be a golden opportunity for entrepreneurs in the GCC.

The purpose of this study is to measure the Arab States? innovation and imitation levels to understand the factors affecting their diffusion processes. The authors argue that sampling Arab States provides the literature on international diffusion with the ability to contrast between developing and developed countries regarding the diffusion process and to represent a different region with different characteristics both economic and cultural. As such, the authors investigated the diffusion patterns of seven Arab States, namely, Kuwait, the Kingdom of Saudi Arabia (KSA), the United Arab Emirates, Lebanon, Iraq, Libya and Egypt.

The present study mapped the respective Arab States’ diffusion patterns by applying the Bass model on their mobile cellular subscriptions data.

The paper’s contributions include estimating the Arab States diffusion patterns and distinguishing them according to their innovation and imitation coefficients. Findings indicate Kuwait and Libya as the most innovative countries, whereas Egypt and Lebanon ranked as laggards. The present study also reviewed each Arab State’s telecommunication sector which provided a theoretical interpretation for the differences found in their diffusion patterns.

The paper extends diffusion theory to encompass a region otherwise excluded from the literature’s generalizable findings. The present study’s sampling of countries from the Middle East and North African region and subsequent findings provide a stronger basis to draw empirical generalizations about international product diffusion process than previously suggested by the literature.

The purpose of this paper is to report on the nature and practice of strategic planning in organizations working in the United Arab Emirates (UAE).

Given the nature of the data, questionnaires are collected from managers only. Personal delivery and pick‐up system is used to collect the questionnaire. Sampled organizations are divided into 47 percent from the public sector and 53 percent from the private sector.

A high percentage of organizations in the sample have moved beyond daily managing and are strategically planning for the future. Surprisingly, the findings indicate that there are relatively few significant differences among the four groups included in the paper, public versus private organizations and small versus large organizations. The paper also shows that the resources required for adopting a strategic planning approach do not form a significant obstacle; and the higher the position, the more likely is participation in the strategic planning process.

This paper, which can be considered as among the first studies to report on the practice of strategic planning in the Arab region, provides us with a profile of organizations working in the UAE regarding the practice of strategic planning within them.

This study is an academic attempt to bridge the gap between Western theories and the under-researched non-western contexts by studying the characteristics of traditional and modern performance management systems (PMSs) in the United Arab Emirates (UAE). Drawing on the expectancy theory, this study aims to discuss the significant causal relationship between the implementation of single-rating, multi-rating 360° performance management (PM) and organizational outcomes such as trust, commitment, satisfaction and intention to leave.

Using the self-reported measures and survey method, data were collected from 439 employees from different organizations across the UAE. Explanatory factor analysis, simple linear regression and multi-group were used to test the proposed conceptual model and examine the mediation and moderation impact.

The study explored the best-practices attributes of the traditional single-rating, multi-rating 360° PM within a non-western context. This study also provides empirical evidence on the significant role of uncertainty avoidance and power distance orientation as a mediator between the relationship between these PMSs and trust, commitment, job satisfaction and intention to leave. Finally, this paper examined the effect of many demographic variables (such as gender, age, industry type […]) on the relationship between the independent variables and the dependent variables.

This study extends research on PM theories and models. Another important aspect of this study is that its model has been tested on the UAE’s data, an underrepresented geographic region in the management literature. Given all the PM’s positive characteristics, the way that this feedback is viewed and interpreted by employees may be moderated according to the employee’s management level, age, gender and many other demographics.