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The purpose of this paper is to investigate the impact of perceived satisfaction with mobile payment applications based on use experience, and subsequent stated expectations on brand loyalty and future use behavior using a theory-based research integrative model of factors that influence Arabs’ intentions to use mobile payment application(s).

A conceptual model was developed using the mixed research method approach. The focus group approach was used for the qualitative study and structural equation modeling for the quantitative study. Primary data were collected online. Participants were 305 Arab consumers from nine countries in the Middle East.

Satisfaction with the quality of mobile payment application(s) increased use experience and enhanced consumers’ expectations, which in turn positively affected loyalty and purchase intentions.

The study encompassed mobile payment application(s) in nine countries rather than focusing on one market, or on one product type and business. The paper did not perform a comparative study between sampled Arab countries, but rather it sees all countries and respondents just as Arabs.

Service providers should build mobile application(s) based on the features of usability, availability, reliability, adaptability, accessibility, responsiveness and security.

This study is one of the first studies that empirically examines mobile payment consumer’s usage behavior from nine countries of the Arab world where there is scarce research on the topic in the region.

The COVID-19 pandemic resulted in the compulsory quarantine of many of the world's inhabitants, and by staying at home, several functional developments emerged in residential spaces in Jeddah that affected the role of the house as a contributor to individuals' quality of life under the pressures of quarantine. Given the necessity of the apartments to adapt to these emerging developments, this study explores the determinants associated with the flexibility of residential apartments by looking at the extent to which they meet the new psychological, social and cultural roles required by their users post-COVID-19.

The qualitative approach (1) extracted concepts related to the flexibility of housing from the available literature and (2) extrapolated the flexibility of the residential apartments from the participants' study (12 families) in different areas of Jeddah by analyzing the results of targeted interviews.

There is a gap in the participant's understanding of the quality of housing and the level of satisfaction with a housing design that differs before and after their quarantine experience. The participant's adaptation to self-quarantine was mainly through furniture distribution, and housing flexibility was less reliant on the physical transformation of the place than on the change in the inhabitants' perceptions. There was an indication that the deficiencies of flexibility in design relates to the functional, cultural and structural aspects of residential buildings.

This study generated suggestions to develop the foundations for flexible housing design and activate its role under the post-quarantine context according to social and cultural variables. Some proposals should become future requirements for residential apartments to benefit officials and stakeholders to develop housing flexibility.

Aramex PJSC: carving a competitive advantage in the global logistics and express transportation service industry.

Entrepreneurship, International Business, Strategy.

Post-graduates, Practitioners.

This case chronicles the Aramex PJSC story of entrepreneur Fadi Gandhour. The case looks at the new start-up, its growth and financing plans for expansion and how it got a competitive advantage in an industry dominated by big players. Aramex, as of 2012, was the only Arab company to have successfully listed on the NASDAQ Stock Exchange. After 30 years at the helm of the company, Fadi Ghandour, the Chief Executive Officer (CEO), was stepping down and was being succeeded by regional head, Hussein Hachem, the CEO of Middle East and Africa. Aramex had a competitive edge in emerging markets, and Fadi and Hussein knew that the route to sustainable growth was to capitalize on this opportunity using organic growth, acquisitions and strategic alliances.

Strategy included looking at gaining a competitive advantage in the Middle East, North Africa, South Asia and other emerging markets. Lessons are provided on capitalization of opportunity, funding and creating an organization culture that is sustainable and reflects the Founder's ideal.

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