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This chapter examines the competitiveness of the tourism cluster in the United Arab Emirates (UAE) by applying Porter's competitiveness of nation diamond model, with its four dimensions: factor conditions, demand conditions, the related and supporting industries, and, lastly, the firm's strategy and rivalry. Specifically, we provide a thorough analysis of the UAE's strategic plans, initiatives, and tactics to cultivate competitiveness in tourism across the nation. This includes the draft of a vision for the nation, decisions to build and reinforce their infrastructure, determination to develop and nurture skilled workforce, ability to respond innovatively to their customers' evolving demands, selection of the appropriate base for competition, and, finally, continuous melioration of related industries. Examining secondary data and by reviewing governmental reports, we find that UAE did not cultivate a national advantage by owning random natural resources, but rather by having a strategic intent to converge all their efforts and to deliberately build a coherent cluster in the tourism sector. The chapter also provides some limitations and recommendations for future research.

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of international organizations and relevant academic literature, including journal articles, conference papers and unpublished dissertations.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.

The purpose of this paper is to identify the elements of effective policies and processes to inform future health professional regulation reforms and practice in the Emirates.

This study is based on qualitative exploratory methodology. Methods of data collection and analysis included document analysis of the relevant literature, newspapers (as featured on their online websites), policy documents and official statistics. In-depth semi-structured interviews were conducted with key stakeholders, including employers in the health and higher education sectors in Ras Al Khaimah, human resources managers, regulators and public health professionals and scholars.

This paper brings to light the issues of maldistribution of the medical workforce, Emiritisation and examines implications for more effective medical workforce governance in the United Arab Emirates (UAE).

First, the study provides policy recommendations for medical workforce governance in the context of UAE. Next, empirical studies on health workforce governance in the Middle East’s Gulf Cooperation Council are lacking and primarily focus on the international mobility of expatriates. The study addresses the lack of empirical studies on this topic in the UAE. Third, the UAE is a fertile ground for research on medical workforce governance and, more broadly, the mobility of health professionals due to its economic diversification strategy and thriving medical tourism industry.

The subject areas are strategic management, transportation management and business management.

This case is useful for undergraduate and postgraduate level students majoring in strategic management, transportation management and business management.

Etihad Rail Company is planning to implement a mega infrastructure project in the United Arab Emirates (UAE). They have included freight rail system as part of the 2030 Abu Dhabi economic vision and the UAE national Charter 2021. The plan is to link the UAE’s main cities via the Gulf Cooperation Council (GCC) border. This ambitious project presents a formidable task for the Etihad Rail Company and the region, as there is no previous railway history of this kind. The project requires coordination of rail standards from East of Ghwefatet and the Northern Emirates cities and will ultimately be combined with the Western Saudi Arabia borders. The transportation system in the region will be improved greatly with the introduction of a cargo and passenger railway system in addition to the current road system and other means of transportation. The Etihad railway network is the first infrastructure project in the UAE, and it will bring economic, strategic, social and environmental changes to the country. This case aims to present an overview of the strategic management dimensions of the Etihad Rail and the processes involved. This case will analyze whether Etihad’s top management team should make a decision to focus only on freight rail or to include passenger transportation as well. Many questions will be addressed in this paper such as the following: What steps should Etihad take to start passenger rail? Will economical, strategic and environmental aspects affect it? And if so, how? The case will focus on the analysis of the different aspects of Etihad Rail by using strategic management tools as guidance for implementation and determining its success factors.

In this case, the students can learn and understand the purpose of commencing cargo rail projects in the region; discuss the mechanisms which help in promoting sustainability and the business growth of Etihad Rail; and identify the challenges and issues freight rail may face in terms of legal, economic and environmental aspects and identify and alternative solutions.

Teaching notes are available upon request.

CSS 11: Strategy.

The paper concentrates on the administrative side of the United Arab Emirates (UAE) budgetary process and employs a quantitative approach to test two major hypotheses about the style of decision making and the impact of this style on annual estimations of public expenditures. Therefore, the major question of the paper is not concerned with the content of these decisions (annual estimations) in a substantive descriptive and normative manner, as in public finance studies, but rather with the analysis of the outcomes of these decisions. The paper uses data from annual budgetary allocations to test certain hypotheses and concludes that UAE budgetary decision-makers in United Arab Emirates Federal ministries use an incremental style of decision making to estimate their annual expenditure.

The world is confronted by various current development challenges, including global health security and climate change. The rapid growth of these challenges warned all nations regardless of their development or geographical position. As an emerging international power, the United Arab Emirates (UAE) was among these nations and is viewed as a proactive key actor.

This review was conducted as a thematic synthesis from 27 studies, reports and publications along with authors' insights. Using MS Word and Excel programs, three stages of data exploration, extraction and synthesis and analysis were applied. Data gathering, analysis and thematization and compilation.

The UAE is giving significant attention to global health and climate change. Over the past 20 years, multipolicies, strategies and bodies were developed to lead the national, regional and global SDGs. Global health and climate change became the most two notable priorities on the government agenda and its strategic thinking is that both priorities can no longer be overlooked. Nationally, the UAE has made significant economic, scientific, social and health growth. Building a resilient and world-class healthcare system was one of six national priorities of the achieved UAE National Agenda 2021. Globally, UAE has proved its global health leadership by ensuring lasting and collective multilateral partnerships and collaborations that led to remarkable achievements in global health and climate change. Examples on the global scale: partnership with the World Health Organization (WHO) to target billions of people of the world's population and ensure they get Universal Healthcare Coverage (UHC) without financial hardship, the partnership between UAE and Bill and Melinda Gates Foundation to establish the Global Institute for Disease Elimination (GLIDE) to fight diseases and put an end to polio. Additionally, the state's role in the COVID-19 global efforts such as vaccine development, supply chain and distribution targeted low- and middle-income countries (LMIC). The UAE has shown a constant commitment to climate change mitigation and building a sustainable ecosystem by hosting global organizations, leading initiatives, supporting countries and is now organizing the 28th Conference of the Parties (COP28) this year. Great opportunities can be exploited to promote the country's contributions through further investment in cooperation, research and technology for better knowledge, sound policies, and innovative solutions for all regional and global health and climate change challenges.

This review is a fresh evidence-synthesizing attempt to document the role of the UAE. This role is well placed to play an additional major role with all partners to address these pressing challenges by boosting its role, especially in the Middle East region and advancing a new regional-oriented revolutionary expanded developmental plan that centered on low-resource countries empowerment, multilateralism, intersectionality and lasting collaborations.

The purpose of this paper is to describe the principal reasons why Emirate women are under‐represented in the United Arab Emirates (UAE) information technology (IT) sector; and the barriers and challenges that national women have encountered while working in this sector of the national economy.

The paper draws on data from 20 structured in‐depth interviews conducted with Emirate women who had worked for a minimum of five years in IT.

Although national women have made remarkable inroads into almost all professions and occupations in recent years, they are still noticeably under‐represented in IT, particularly in the private sector. In addition, very few are in senior‐level positions and there are, at the time of writing, no Emirate women technology‐entrepreneurs. The results show that cultural and familial factors still inhibit many young Emirate women from choosing careers in this profession, and negative gendered attitudinal assumptions about women are still prevalent within the local IT sector.

The sample size was small, so we were unable to test specific research hypotheses, or compare our results with quantitative cohort surveys conducted in other countries. Nevertheless, the findings warrant additional research, as increasing numbers of Emirate women graduate from local universities with IT/MIS degrees, and further research on this topic is described.

Five practical strategies are identified to encourage more young Emirate women to embrace IT careers in the future.

This is the first research on this issue conducted in the UAE/GCC region.

The purpose of the paper is to show that the Arabian Peninsula, and the United Arab Emirates in particular, has not been spared by the trends of biodiversity loss observed on the world scale. The authors aim to present a rapid review of the challenges facing the biodiversity in the UAE and the solutions that this young country proposes to counteract the erosion of its biodiversity.

The authors gathered and compiled published and unpublished information from governmental and non‐governmental sources.

Despite being regarded as a vast desertic and unfertile area with one of the lowest human populations in the world, the UAE hosts a unique and remarkably adapted fauna and flora. Adding to natural causes (drought), the main threats facing biodiversity identified were: coastal development and urbanisation, as well as over‐exploitation of natural resources (fishing, hunting, grazing and water extraction) that are linked with the tremendous population increase and changes in lifestyle. Traditional systems of resource management in the UAE have been abandoned. Over the last few decades, the UAE has lost most of its big fauna and is witnessing the remaining Arabian leopard, Mountain Gazelle, Arabian Tahr, Arabian Sailfish, groupers and shark populations at the brink of extinction.

The paper proposes the inclusion of environmental issues in the development planning (with proper environment impact assessments), the involvement of local communities in the decision making and the improvement of federal and international trans‐boundaries collaborations. Highlights that an urgent step would be the implementation of integrated costal management zoning to stop the current extent of coastal development that contributes through physical alteration of habitats to the disappearance of key resources and habitats.

Teaching notes are available upon request.

The purpose of this paper is to enable tourism management and strategic management students to evaluate and analyze tourism activities in the United Arab Emirates by TCA. Students will gain a comprehensive understanding of developing tourism in rural areas in the United Arab Emirates and to build up proper strategies. They will be able to perform the organization’s competitive standing using Porter’s Five competitive forces and analyze its business strategies as well. They will be able to analyze the current status of the organization using SWOT analysis and to design alternative strategies for the company using TOWS analysis.

The Department of Tourism and Culture – Abu Dhabi, also known as the TCA, is a governmental tourism authority in the Emirate of Abu Dhabi established 14 years ago as part of an economy-diversifying strategy for the non-oil era. The TCA is responsible of creating tourism activities to generate new tourists in Abu Dhabi, which will increase the revenue of the authority and as well increase the gross domestic product of the United Arab Emirates (UAE) economy. Tourism activities have been focused on Abu Dhabi City as is it considered the capital city of the UAE. However, other cities are also part of this strategy, e.g. Al Ain City, which is located in the eastern region of the Emirate of Abu Dhabi, and Al Dhafra City, which is located in the western region of the Emirate of Abu Dhabi, both of which lack the required infrastructure, population, and tourism activity, due in part at least to the fact that the TCA’s strategy plans have been focused on Abu Dhabi City. Sultan Al Mutawa Al Dhaheri (Al Dhaheri), the TCA’s Executive Director of Tourism, has been responsible for developing tourism in Al Ain City and Al Dhafra, but due to the current situation of the two cities regarding the low revenue growth (and the consequent lack of investors willing to invest) and no critical mass (i.e. a sufficient number of hotel rooms available), Al Dhaheri is facing a dilemma regarding achieving TCA strategy in Al Ain City and Al Dhafra City.

This case study will be useful for undergraduate and postgraduate level students majoring in Tourism and Hospitality Management, Business Administration and Strategic Management.

CSS 12: Tourism and Hospitality.

The purpose of this paper is to examine the potential impact of Arab national culture (NC) on the style of organizational culture (OC) in the United Arab Emirates (UAE).

An empirical study that uses a conceptual framework which is well‐grounded in social science theory measuring NC and OC.

The paper finds that NC appears to have some influence on the style of OC in the UAE.

The sample size is relatively small (17 firms), and each firm is represented by only one member. Future research will need to expand on this research base and should obtain broader firm representation in the sample survey.

Organizations in the UAE can use aspects of this methodology to better comprehend the variability of performance in their key outcomes, at the individual, group, and organizational levels.

This study collected primary data from a wide sample of firms in the UAE, specifically designed to measure OC and some causal dimensions (NC). This is an emerging research area, both in the Middle East and worldwide. Its value lies in improving our understanding of a key dimension of corporate performance, culture.