Wasta: Advancing a Holistic Model to Bridge the Micro-Macro Divide

Abstract

This article offers a synthesis of understandings of wasta, seen as a form of social network prevalent in the Arab Middle East. Whilst there has been increasing interest in this practice, research remains fragmented and has been criticised for its limited theoretical rigor. To address this issue, a systematic review of peer-reviewed journal articles exploring wasta published between 1993 and 2019 was conducted. We analysed the identified papers according to the theoretical lens from which wasta was viewed, creating a bridge between a theoretical focus on the macro aspect of wasta and an alternative focus on its micro aspects, leading to the development of a holistic model of wasta. The model also helps us to understand the complexity of wasta, both as the network itself and as the social ties that exist among its members, and sheds light on the complex nature of the role and interactions of the wasta. The findings respond to calls for more holistic and inclusive research to inform social networks research and bridge the micro–macro divide. This article offers recommendations to future researchers to build on the holistic and emic approach to wasta research adopted here.

Impact of gender on use of wasta among human resources management practitioners

“…We still adopt a general view of social capital though, and we use it to explore wasta through the networks, actors, and capital that gets exchanged among actors. This perspective aligns with recent research on wasta that accounts for its complexity (Ali & Weir, 2020; Horak et al, 2020).…”

“…As a noun, it denotes a person who mediates or intercedes to achieve gain (Ali, 2016; Ali & Weir, 2019; Cunningham & Sarayrah, 1993). The process of wasta consists of three parties: the person in need (e.g., someone seeking a job), the provider (i.e., a person in a position of power, such as an HR manager), and an intermediary between them (i.e., a person with the ability to influence the provider) (Aldossari & Robertson, 2015; Ali & Weir, 2020; Alsarhan & Valax, 2020; Tucker & Bucton‐Tucker, 2014; Weir et al, 2016). However, the third party is needed only when the first two parties are not strongly acquainted or related and the third party is strongly related to both of them.…”

“…The word wasta in Arab countries refers to the practice of receiving preferential treatment from relatives, friends, or other acquaintances who are in positions of power or authority, to achieve gains such as getting a job or promotion (Loewe, Blume, Schönleber, Seibert, & Voss, 2007). Although wasta depends on the reciprocity of mutual benefits (Sidani & Thornberry, 2013; Smith et al, 2012), providers do not necessarily receive favors immediately from their beneficiaries; rather, they help others without being certain they will receive reciprocal favors (Ali & Weir, 2020). Moreover, reciprocal favors do not have to be extended to providers themselves; they can be delivered to any members of their families, friends, or acquaintances (Cunningham & Sarayrah, 1993; Hutchings & Weir, 2006a).…”

“…Understanding how wasta pervades business activities also is relevant, for both managers and researchers (Iles, Almhedie, & Baruch, 2012), considering the growing economic significance of the Arab world, which offers investors and exporters lucrative opportunities across many business sectors and markets (Hutchings & Weir, 2006b; Weir, Sultan, & Van De Bunt, 2016). To ensure the effectiveness of their subsidiary operations in the region, international managers need to understand its mechanisms (Ali & Weir, 2020; Weir et al, 2016). In a recent systematic review of peer‐reviewed journals, Ali and Weir (2020) demonstrate that despite studies of wasta in various contexts and according to different aspects and theoretical lenses, a research gap remains with regard to factors that affect its use, especially by human resources management (HRM) practitioners.…”

“…To ensure the effectiveness of their subsidiary operations in the region, international managers need to understand its mechanisms (Ali & Weir, 2020; Weir et al, 2016). In a recent systematic review of peer‐reviewed journals, Ali and Weir (2020) demonstrate that despite studies of wasta in various contexts and according to different aspects and theoretical lenses, a research gap remains with regard to factors that affect its use, especially by human resources management (HRM) practitioners. Those factors, both individual and collective, include gender, age, origin, social class, and place of residence.…”