HRM and knowledge-transfer: a micro analysis in a Middle Eastern emerging market

Haak‐Saheem, Washika; Darwish, Tamer K.; Al‐Nasser, Amjad D.

doi:10.1080/09585192.2016.1138499

Cited by 27 publications

(29 citation statements)

References 120 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…More specifically, this study has significance for cross-cultural management and HRM practices in the UAE and in the wider Middle Eastern context (Afiouni, 2007), in general, where there is little culturally specific management literature (see, e.g. Budhwar and Mellahi 2007;Haak-Saheem et al, 2016;Steers et al, 2012). The proposed conceptual framework can serve as a basis for further empirical research on the Middle Eastern human resource model (Afiouni et al, 2013) and it could be used as a reference for cross-cultural management related research in the Middle Eastern region.…”

Section: Discussionmentioning

confidence: 99%

The notion of expatriation in the United Arab Emirates

Haak‐Saheem

2016

Int'l Jnl of Cross Cultural Management

Self Cite

View full text Add to dashboard Cite

Expatriation in emerging Arab Gulf States, specifically in the United Arab Emirates (UAE), is unlike expatriation elsewhere. In most of the Gulf Cooperation Council (GCC) countries, the workforce mainly consists of expatriates, with the local population forming a small minority. Given its previous role and expectations of a continuing need in the future, expatriation and migration have become a key topic in many political and socio-economic agendas in the GCC. In this respect, decision makers are grappling with often virulently controversial aspects in an effort to establish a balance between localization and expatriation. To date, research has not been successful in fully capturing the factors influencing this peculiar phenomenon and its consequences for expatriates living and working in UAE. Hence, this study suggests an additional approach and proposes a conceptual model to advance the understanding of the various forms and dynamics of expatriation, influenced and shaped by the national culture, institutional factors and localization policies within the UAE. This study has implications for cross-cultural management scholarship on expatriation in a region that has largely been ignored, in providing a more thorough appraisal of the cultural and institution context. It also provides a framework for contextualizing expatriation within cross-cultural management studies, which should be useful for scholars working in other regions.

show abstract

Section: Discussionmentioning

confidence: 99%

The notion of expatriation in the United Arab Emirates

Haak‐Saheem

2016

Int'l Jnl of Cross Cultural Management

Self Cite

View full text Add to dashboard Cite

show abstract

“…In this context, Millar et al (2015) outline the global nature of knowledge management and the associated cultural differences and leadership challenges. Most recently, the literature has outlined the role of contextual factors in shaping knowledge sharing (Haak-Saheem et al , 2016).…”

Section: Introductionmentioning

confidence: 99%

A structural equation model for knowledge sharing behavior in an emerging economy

Youssef

Haak‐Saheem

Youssef

2017

JKM

Self Cite

View full text Add to dashboard Cite

Purpose Knowledge sharing behaviour is becoming one of the main priorities in organizations operating in emerging economies, as knowledge sharing behaviour may impact their competitiveness. The purpose of this paper is to examine the impact of: openness and trust; top management support; and the reward system on knowledge sharing behaviour. In addition, the paper investigates how knowledge sharing behaviour impacts firm’s competitiveness. Design/methodology/approach The analyses in this paper were based on data from more than 230 companies operating in five industries in an emerging economy in the Gulf area. Structural equation modelling (SEM) methodology was used to test the impact of the three independent latent variables of openness and trust, top management support and the reward system on the knowledge sharing behaviour as well as the impact of the later on firm’s competitiveness. Findings Exploratory factor as well as confirmatory factor analysis were used to assess the five dimensions of knowledge sharing behaviour and firm’s competitiveness. SEM was used to test the four main hypotheses in this study and to assess the structural relationships among these five latent variables. There was a moderate relationship between the knowledge sharing behaviour and the three independent latent variables of openness and trust; top management support; and the reward system. There was a strong positive association between knowledge sharing behaviour and firm’s competitiveness. Practical implications For academics, the paper offers an opportunity to further study knowledge sharing behaviour in other emerging economies. Academics who are interested in examining this issue further may extend our study in many directions. For practitioners, our findings should motivate practitioners to place emphasis on top management support, openness and trust and the reward system to create a proper culture for knowledge creation and sharing. Originality/value To the best of the authors’ knowledge, this study is the first attempt in its purpose and design to study knowledge sharing behaviour in multiple industries in an emerging economy such as that of Saudi Arabia.

show abstract

“…Despite being among the wealthiest nations, as is common with many petro‐states, the Gulf countries face severe shortages in national human capital and remain over‐reliant on foreign knowledge and skills (Al Waqfi & Forstenlechner 2010, 2014; Haak‐Saheem, Darwish, & Al‐Nasser, 2016). Unlike other fast‐developing markets, the UAE began its growth trajectory without surplus labour and has relied to a significant extent on expatriates, both skilled and unskilled (Thorpe & Connell, 2013).…”

Section: Theoretical and Contextual Backgroundmentioning

confidence: 99%

The Impact of Leadership on Absorptive Capacity: New insights from the UAE

et al. 2020

Self Cite

View full text Add to dashboard Cite

This paper investigates the impact of transformational and transactional leadership on the absorptive capacity of firms within an emerging market setting. Unlike some findings from the Western world, the results indicate that both transformational and transactional leadership styles positively influence the learning processes of absorptive capacity. More specifically, the results indicate that transactional leadership style positively influences the exploratory and transformative learning processes, while the transformational leadership style positively affects the exploitative learning process. Given the unique context under investigation and the fluid institutional arrangements associated with it, the results reflect the need for leadership guidance. Implications for theory and practice are discussed.

show abstract

HRM and knowledge-transfer: a micro analysis in a Middle Eastern emerging market

Abstract: The University of Gloucestershire accepts no liability for any infringement of intellectual property rights in any material deposited but will remove such material from public view pending investigation in the event of an allegation of any such infringement.

Cited by 27 publications

References 120 publications

The notion of expatriation in the United Arab Emirates

The notion of expatriation in the United Arab Emirates

A structural equation model for knowledge sharing behavior in an emerging economy

The Impact of Leadership on Absorptive Capacity: New insights from the UAE

Contact Info

Product

Resources

About