Purpose -This paper aims at exploring, for the first time in the Arab World, the role of emotional intelligence (EI) in affecting work outcomes. Design/methodology/approach -A self-administered questionnaire was used to survey 500 employees from 19 organizations in the United Arab Emirates. The findings are discussed in the paper along with some recommendations for managers and researchers. Findings -The results revealed significant differences between employees' perceptions of emotional intelligence, conflict and readiness to create and innovate.Research limitations/implications -The sample represented only financial and service sectors. The implications of the findings for researchers together with some future guidelines are discussed in the paper. Practical implications -The paper provides practitioners with some advice about understanding and managing climate and conflict. Originality/value -The paper is the first study in the Middle Eastern context that explores the link between the multifaceted concepts of EI, satisfaction and performance.

Attempts to shed light on some of the leading works in the field of strategic planning. Presents the findings from research into the existence of strategic planning in United Arab Emirates business firms, asking whether any planning has relationships with feature or characteristics of the business and finding out who is involved in the process. Suggests that the prevalence is low and not seen as beneficial. Proffers some suggestions which may explain why this may be the case.

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This study is aimed at investigating the degree to which business managers in developing countries adhere to business ethics with special reference to the case of Jordan and comparing results with findings of previous studies. This comparison is done to assess whether business managers in different countries make compromises in their ethical stance under pressure of practical reality; and exploring the links (if any) between each of company's features and manager's characteristics and ethical orientations of business managers. Achieving the above objectives can help in assessing the universal theory of business ethics. Results indicate that the ethical orientations of Jordanian business managers are positive on certain aspects and negative on others. For instance, padding an expense account was considered unethical with a mean of 5.30 reflecting relatively high ethical orientation. On the contrary, giving gifts to purchasing agents was not perceived unethical. The mean for this vignette was 3.29 indicating unethical stance of the respondents. The findings seem to converge with previous studies in the region. Results also validate the practical reality theory, which is based on the notion that business managers make compromises in their ethical beliefs under pressures of reality. Recommendations are made to upgrade the ethical awareness of subjects and incorporate business ethics in their companies’ policies and plans.