A change management roadmap for wasta‐free managerial practices in Arab organizations

Abstract

Wasta, which is the typical informal network style pervasive in the Arab world, has long been believed to constitute an intrinsic feature of managerial activities and practices in Arab organizations. With a long and intertwined history on one side, and a large widespread on the other, this practice seems near impossible to dissociate from the social and professional landscape of this part of the world. While more and more studies are emerging in order to understand the mechanisms of this practice, the conditions of its emergences, the factors which stand behind its widespread, and the consequences it brings forth, less attention has been directed towards proposing a solution for this problem. Some scholars have nonetheless attempted to offer practical indications on dealing with wasta in order to limit its spread and disintegrate its operational systems. This paper, which falls in line with these works, proposes a roadmap towards a wasta‐free management system in Arab organizations. Through formulating holistic and comprehensive measures in different levels and areas, this study hopes to contribute a clear roadmap, ready for use by global business leaders, managers, HR practitioners, and government executives alike.

Excellence in leadership in the Arab world: Islamic principles and tribal values. Evidence from Jordan

“…Furthermore, while previous research examined the influence of Arab cultural values (e.g., wasta ) on HR practices (Al-Twal et al, 2023) and employees’ outcomes (Alsarhan and Valax, 2021), the current study provides evidence for the influence of these values on leadership perceptions. By so doing, the current study responds to Alsarhan (2022) and Zaim et al (2022) calls for further investigations into Arab values and Islamic principles in organisations.…”

“…It has been effectively used to underpass the formal organisational process in favour of a client (Alsarhan and Al-Twal, 2023). The literature classified wasta as one of the greatest challenges to researchers and managers in the Arab World (Alsarhan, 2022; Berger et al, 2015). We follow previous literature and define wasta as an informal social network tool used to achieve desired interests via a patron, usually, the patron is a relative or friend (Cunningham and Sarayrah, 1993; Hutchings and Weir, 2006).…”

Towards understanding the relationships between economics, tribalism and the use of thewastainformal network in the workplace

“…In Jordan, HRM policies are primitive and lack any real foundation, and HR departments have a lower status in the organizational structure (Al-Rasheed, 2001). It is also argued that wasta exerts considerable influence on the recruitment process in public organizations and plays a leading role in the various aspects of recruitment (Alsarhan and Valax, 2021; Alsarhan, 2022). Likewise, the influence of wasta is not only limited to a specific stage in recruitment such as the interview or the trial stage, but also extends to all the different phases of this process (Alsarhan, 2021).…”

“…The ever-increasing interest in understanding these different informal networks in general and their form in the Middle East and North Africa (MENA) region (wasta) in particular is due to the crucial role that wasta plays in most aspects of managerial and business practices (Abosag and Ghauri, 2022; Afiouni et al ., 2014, 2020; Khakhar and Rammal, 2013; Zhang et al ., 2021). Indeed, the most important epicenters of wasta are in the workplace, where issues such as finding a job, interference in recruitment decisions, obtaining good remuneration and rewards, achieving good performance appraisals and being rapidly promoted all greatly depend on workers' access to wasta (Alhussan and Al-Husan, 2022; Alsarhan and Valax, 2021, 2022; Alsarhan, 2022; Branine and Analoui, 2006; Budhwar and Mellahi, 2006; El-Said and McDonald, 2001; Harbi et al ., 2017; Hutchings and Weir, 2006b; Loewe et al ., 2008; Mohamed and Mohamad, 2011; Mohammad and Darwish, 2022; Sfeir, 2022; Tlaiss and Kauser, 2011). Moreover, wasta is not limited to any one sector, as it is present in government, health services, academia and many other types of organizations (Al-Twal and Cook, 2022; Berger et al ., 2019; Cunningham and Sarayrah, 1993).…”

Informal interorganizational business relationships, satisfaction, and firm performance: Case of Arab Maghreb countries

“…To mitigate and reduce the effects of Wasta , Al-Twal (2022) suggests that solid governance and value systems need to be established, as well as fostering the creation of professional networks within organizations. On the other hand, Alsarhan (2022) proposed a roadmap for containing and combating Wasta in the various areas where this practice is developing. To this end, he suggests starting with the family, schools and universities, the media and public opinion, decision-makers, and even the state, by applying three main aspects: the stages of implementing change, an effective human resource management policy, and short- and long-term measures.…”