Aims and objectives To compare the communication and practice experiences of migrant nurses in geographically distant, culturally dissimilar countries in Eastern and Western contexts. Background Considerable research has focused on the experience of acculturation of migrant nurses into geographically diverse locations. However, there remains scant comparative research which considers the ways in which migrant nurses interpret their experience through making “sense” of events encountered in their practice. Design An exploratory qualitative study was conducted using face‐to‐face interviews with 36 migrant nurses currently practising in New Zealand and 20 migrant nurses practising in the United Arab Emirates. Methods The same question schedule was used to explore influences on communication and practice in both settings. Thematic analysis and sensemaking theory guided coding and analysis of data. COREQ guidelines informed the reporting of qualitative data. Results Qualitative analysis resulted in five representative themes, three illustrating similarities across diverse cultures and two that demonstrate the differences migrant nurses require to navigate across contrasting cultural environments successfully. Conclusion Cultural value‐based differences in both locales caused both systemic and interpersonal sensemaking challenges for migrant nurses that emphasise the importance of orientation and education programmes for internationally qualified nurses. However, cultural conflicts also exist within groups. Orientation programmes should address culturally patterned responses among different groups of internationally qualified nurses. Relevance to clinical practice Findings demonstrate a need for migrant nurses to be willing to embrace ambiguity in order to acculturate into a collaborative team culture in each of the geographical locations in this study. As registered nurses (RNs) also carry their cultural imprint, orientation interventions targeting the cultural variations of nurses in less standardised orientation programmes may be more beneficial in enhancing acculturation and in turn, staff retention.

This paper explores empirical data from human resources practitioners and employees to define the ways in which organisations respond to complaints about workplace bullying in New Zealand. Despite recommendations that organisations take workplace bullying seriously and increasing research in recent years, little evidence exists of improvements in the management of this problem. Indeed, this study adds to the gloom by providing an account of the ways in which a group of organisations failed to take responsibility for the welfare of their employees and members. A selection of disappointing responses to requests for help, and some possible explanations for these responses, is presented. Crucially, a set of terms for identifying organisational inaction towards full resolution of workplace bullying is introduced, resolving some aspects of denotative hesitancy in this area. Defining the approaches that hinder resolution of workplace bullying may contribute to its reduction.

Purpose Bullying is a persistent, damaging feature of neoliberal workplaces, despite the increased use of third-party interventions (TPIs). The purpose of this paper is to investigate how TPIs relate to individualisation of the employment contract, whether TPIs deflect attention away from bullying and the impact for targets. Design/methodology/approach Data were gathered from focus groups and interviews with members and officials of three large UK trade unions. Findings TPIs individualise bullying allegations and such interventions are further characterised by impotence, injustice and lack of impartiality, serving to deflect bullying claims and exacerbate targets’ suffering. Practical implications Recommendations are made to improve the efficacy of interventions. Originality/value This paper increases the limited research into the efficacy of TPIs and makes a significant contribution to debates on neoliberal individualism.

Purpose The purpose of this study is to understand the impact of gender in the sport business by investigating gender differences in entrepreneurial leadership and cultural values using quantitative methods. Design/methodology/approach In total, 241 surveys were completed by sport business owners in 4 countries in the Middle East. Findings The results revealed that gender differences and similarities are not only widely affected by national cultural values but also the effects of national cultural values vary between countries in the Middle East, despite these countries being similar in terms of habits, traditions, history, language and institutional systems. Additionally, it was found that entrepreneurial leadership is a role, task or responsibility that is related to both men and women in the sport business in the Middle East. Research limitations/implications Theoretical and practical implications of the findings are discussed, together with limitations and suggestions for future research. Originality/value This is the only study in the field of entrepreneurial leadership that examined the concept of entrepreneurial leadership in Middle East sport businesses.

The United Arab Emirates (UAE) has a very small population of national citizens, so it relies on foreign workers who bring a range of cultures with them, resulting in a unique multi-cultural context. Unlike Western countries, such as the UK, Canada and Australia, workers are unable to permanently migrate to the UAE, so instead they hold temporary, expatriate status. This exploratory study focuses on the experiences of internationally qualified, expatriate nurses in hospitals in Al Ain, gathered by qualitative interviews. Twenty-one registered nurses participated in this study. The nurses faced challenges associated with language requirements and differing cultural expectations, and displayed limited acculturation, which compromised their ability to provide appropriate care for patients. The temporary nature of the work, cultural expectations, language difficulties and potential improvements are discussed. The findings have important implications for organizations that employ large groups of staff from overseas in all sectors. This article contributes to knowledge of expatriates’ challenges in the UAE and highlights the difficulties of working in a diverse environment, leading to a range of actions being recommended for managers.