Objectives This study aims to explore the perceptions of different stakeholders about the privatisation of the Saudi health care system. Methods Using a qualitative case study design, we interviewed 21 administrators and clinical staff of a public hospital in the Eastern Province of the KSA and analysed all official documents relevant to this study. The analysis followed a thematic approach to provide an in-depth interpretation of the data. Results Our analysis generated three main themes. The first was pertinent to the changes in the governance structure, with gradually increased autonomy from the government. The second reflected the necessity to introduce accountability within hospitals. The third described the cooperative relationship among the E1-Cluster hospitals as well as its competitive relationship with the private sector. Conclusion Our study demonstrates the interplay between newly introduced concepts of autonomy and accountability within the Saudi health care system. The findings of this study and their implications for research, practice, and policy are elaborated. Such an understanding is essential to improve the implementation process of privatisation and to recognise new dynamics that are shaping the health care system. The study contributes to the current scarce literature on health care reforms in KSA by reporting perceptions and experiences of key stakeholders.

This study investigates the impact of talent management practices in Saudi Arabian oil and gas organizations and assesses their impact on talent management outcomes including employees' satisfaction and commitment. Although talent management is a new concept for increasing employee on employees' satisfaction and commitment, it is rapidly becoming of great value for academics and managers. The literature review identified the gaps in TM literature; prompting the development of a framework for understanding the relationship between TM, its outcomes. A cross-sectional online-based survey was conducted with employees from major oil and gas organizations, achieving a total sample of 417 participants. Results have indicated various issues such as the need to adopt formal approaches for identifying the talent and lack of opportunities for development that exist in TM practices. Furthermore, the majority of the participants reflected poor satisfaction levels, and a lack of strong commitment was observed among the young employees. Based on the findings, it can be concluded that poor TM practices adopted in Saudi Arabian oil and gas industries in a few instances, especially in relation to talent development and retention by creating a supportive environment through transformational leadership.