International human resource management in the Arab Gulf States – an institutional perspective

Haak‐Saheem, Washika; Festing, Marion; Darwish, Tamer K.

doi:10.1080/09585192.2016.1234502

Cited by 42 publications

(39 citation statements)

References 91 publications

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“…In the Gulf States, the role of the state, the legal system and the employment market are critical forces and shapers of the international workforce (Haak‐Saheem et al, ). As outlined in the few available publications, people from outside these countries are the dominant element of the workforce across the Gulf countries, ranging from a low of approximately 50 per cent of the total population in Bahrain and Oman to a high of over 90 per cent in the UAE and Qatar (Malecki and Ewers, ).…”

Section: Expatriation In the Uaementioning

confidence: 99%

‘Hidden’ expatriates: international mobility in the United Arab Emirates as a challenge to current understanding of expatriation

Haak‐Saheem

Brewster²

2017

Human Res Mgmt Journal

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Expatriates are often assumed to have enhanced terms and conditions and, because that makes them expensive, to be in key managerial or technical specialist roles. Employees who come from abroad and are in more manual or even menial roles are usually referred to as ‘migrants’. However, there are millions of people around the world who are not migrants, their intended sojourn in a foreign country is seen by them and their employers as temporary, but their employment contracts are far from advantageous compared with those of locals. These ‘hidden’ expatriates are brought into focus in the emerging Arab Gulf States. In some of these countries, the population consists mainly of expatriates, with the local population a small minority: These expatriates include many in lower‐management or manual or menial jobs. We demarcate these expatriates from organisationally assigned expatriates, self‐initiated expatriates and migrants. We use qualitative data from such expatriates in the United Arab Emirates to explore the issues this raises for governments, employers and the expatriates – and for our understanding of the phenomenon of expatriation.

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Section: Expatriation In the Uaementioning

confidence: 99%

‘Hidden’ expatriates: international mobility in the United Arab Emirates as a challenge to current understanding of expatriation

Haak‐Saheem

Brewster²

2017

Human Res Mgmt Journal

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“…Moreover, the rapid economic and social development has created a large demand for foreign employees. Given the rapid emerging economy of the UAE and its demographic and social characteristics, organizations offer very different nature of jobs to a wide breath of expatriates (Haak‐Saheem and Brewster, ; Haak‐Saheem et al ., ). However, the government aims to enhance the national participation in the workforce by enforcing localization policies (UAE Vision 2021, n.d.).…”

Section: Introductionmentioning

confidence: 97%

Organizational Learning of Absorptive Capacity and Innovation: Does Leadership Matter?

Darwish

Zeng

Zadeh

et al. 2018

European Management Review

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Following the process-based definition of absorptive capacity, this study seeks to explore the mediating role of transformational and transactional leadership styles in the relationship between the three learning processes of absorptive capacity and innovation. Based on a survey in the United Arab Emirates (UAE), it was found that transformational leadership mediates the relationship between exploratory and transformational learning processes and innovation. It was also found that transactional leadership did not mediate the relationship between the internal exploitative learning process and innovation. While several researchers have noted a need to develop a better theoretical understanding of the mechanisms explaining the interplay between absorptive capacity and innovation, we provide theoretical explanations of the underlying mechanism and further offer explanations as to why some firms are better able to convert external knowledge into strategic innovations when compared with others. The implications of these findings for theory and practice are delineated.

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“…IHRM studies try to transfer the context of HRM action to a global scale to support multinational companies (MNCs) managing at that standard (Haak et al, 2017;Al Ariss & Sidani, 2016). Lately, the fast pace rapidity of internationalization and globalization result in various strategic turns for HRM (Novicevic & Harvey, 2000).…”

Section: Hr Role In Multinational Companiesmentioning

confidence: 99%

Managing International Assignments (Expatriates and Inpatriates): Effect of Cultural Diversity

Jawad¹

2020

IJBM

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Research on the management of expatriates and inpatriates’ international assignments within MNCs, such as tasks that include issues expatriates and inpatriates face in different environments. This study verified the challenges of managing expatriates and inpatriates within MNCs in an IHRM field. A qualitative semi-structured interview approach was used with 15 participants (professional engineer’s senior’s, juniors, and management staff, who held international assignments or worked in abroad positions within MNC (organisation A). The study results that expatriates and inpatriates management in cross-culture diversity allowed them to build their career aspirations. The study described cross-cultural career progression for expatriates and inpatriates management.

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International human resource management in the Arab Gulf States – an institutional perspective

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 42 publications

References 91 publications

‘Hidden’ expatriates: international mobility in the United Arab Emirates as a challenge to current understanding of expatriation

‘Hidden’ expatriates: international mobility in the United Arab Emirates as a challenge to current understanding of expatriation

Organizational Learning of Absorptive Capacity and Innovation: Does Leadership Matter?

Managing International Assignments (Expatriates and Inpatriates): Effect of Cultural Diversity

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