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Frequently used in fostering the career progression of individuals this paper aims to explore the concept of wasta and its significance in the career advancement of individuals in the Middle Eastern region. The paper also seeks to compare wasta with networking and mentoring.

The argument is based on relevant literature, the authors' own knowledge through conducting research in the Arab world, informal interviews and survey data conducted across the Middle Eastern Region.

The research clearly shows that on balance wasta remains traditional in its influence in the career advancement of individuals and business life and social life and is unlikely to diminish in the near future, despite the perception that it is an unfair practice. Wasta also displays similarities and differences with networking and mentoring.

Fundamental knowledge on wasta is limited precluding reliable conclusions on how wasta compares with networking and mentoring. Further research needs to be conducted with a larger sample, across a range of industries.

The paper suggests the need for human resource departments of Middle Eastern organizations to create conditions that encourage managers to develop social relationships given the lack of interactive support mechanisms.

Given the token status of systematic management studies in the Arab world, this research is important as it extends knowledge in wasta practices in the region, and also in comparing wasta with networking and mentoring. Overall, the paper argues that wasta is a lucrative area for future research.

With the current trend toward globalisation and the increasing competitive and technological challenges of today's environment the formation of international strategic alliances has become an important part of many firm's international business strategies. Experience with international strategic alliances has shown that they face a number of problems, which can often result in the termination of the alliance. This study, therefore, aims to assess the impact of both behavioural and organisational characteristics on the success of international strategic alliances. The results show that behavioural characteristics play a more significant role in explaining overall alliance performance compared to organisational characteristics. High levels of commitment, trust, coordination, interdependence and communication are found to be good predictors of international strategic alliance success. Conflict, meanwhile, is found to hamper good performance. By contrast organisational characteristics such as structure and control mechanisms are found not to strongly influence the success of international strategic alliances.

The purpose of this paper is to explore how women managers in Lebanon account for their career satisfaction and construct their career success.

A review of literature along with a survey‐based quantitative approach is adopted for understanding the perception of the Lebanese Arab women to their career success. The questionnaire was administered to women participants in managerial and executive roles in different occupational sectors.

The findings suggest that despite the glass ceiling that the Lebanese women managers face, they perceived themselves as successful. However, their success was mainly attributed to their satisfaction with the subjective rather than the objective aspects of their careers.

The value of this paper is three‐fold. First, and in view of the Western focus of similar research, this study contributes to the understudied area of research of women managers and their careers in the Arab Middle East. Second, through empirical research stemming from Lebanon, this paper confirms the salience of the glass ceiling in the non‐traditional Middle Eastern research locale. Third, it challenges the widespread notion that the subjective and the objective dimensions of career success are correlated. Although the findings cannot be generalized to the entire Middle‐Eastern Arab region, they demonstrate important differences in the concept of self‐perceived subjective and objective career success.

The purpose of this paper is to address the research gap on Lebanese women managers and to demonstrate how gender, work, and family factors influence the career advancement of women managers.

The research is qualitative in nature. A total of 32 in‐depth face‐to face interviews were conducted with 32 women managers.

Interview data reveal that Lebanese women managers do not perceive gender‐centered factors as obstacles to career advancement. The women in the study used different terms to describe the impact of gender, work, and family factors on their career progression to those found in existing literature. Their responsibilities towards their families were not perceived as barriers hindering their career progress. In addition, their personality traits, aspirations for management, levels of educational attainment and work experience, and family‐related factors were also not perceived as inhibiting their careers.

The paper provides new practical insights into the relationships and the interconnections between Arab society, women, and their managerial careers. A strong theme is the significant role of Wasta, the reliance and dependence on social connections versus personal education and achievements to achieve career progress, in enhancing career progression and how gender is less of a criterion in the presence of Wasta.

This paper contributes to the limited knowledge about women and management in Lebanon, as well as the Middle Eastern region in general.

The purpose of this paper is to address the research gap on Lebanese female managers and to examine female managers' perceptions of their organizations in relation to women's career progression.

The research was quantitative in nature. A survey questionnaire was used to collect data from 450 female managers. Measures included personal and demographic characteristics, organizational culture, organizational practices, organizational networks, mentoring and role modeling, tokenism, and the usage of wasta.

Descriptive statistics and analysis of variance were used to explain the results. The results reveal that female managers perceive their career progression to be affected by organizational culture, practices, and networks, while mentoring and tokenism were shown to be less critical. In addition, the women in this sample perceived wasta to be a powerful determinant.

The findings contribute to a wider appreciation of the implicit barriers to women's career development and retention, will help organizations engage with the diversity agenda in this region and provide a better understanding of how these companies and their members can make progress, will help inform managerial interventions to make managers better able to make the most of the issues faced, and will help organizations make a much more concerted effort to manage junior female managers through helping them accelerate in their progression and development.

The paper contributes to the limited literature on women in management in Lebanon as well as the Middle Eastern region in general.