Introduction

Pereira, Vijay; Neal, Mark Anthony; Temouri, Yama; Qureshi, Wardah

doi:10.1007/978-3-030-42211-0_1

Cited by 2 publications

(2 citation statements)

References 35 publications

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“…In their study on Lebanon et al (2013) highlight the unique cultural setting of the country in terms of religious diversity, languages and cultural influences that are fused with the broader Arab culture of the region. The varied effects pose challenges for management in the region (Budhwar et al, 2019;Pereira et al, 2020;Singh et al, 2021). For these reasons, Hofstede (1991) stated that he would have treated Lebanon separately from neighboring countries had the IBM data for Lebanon not already been merged with other Arab countries when he received it for analysis.…”

Section: Methodsmentioning

confidence: 99%

Biculturals in international business negotiations: moving away from the single culture paradigm

Khakhar¹,

Rammal

Pereira

2023

JOCM

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PurposeBiculturals possess higher cultural intelligence than monocultural individuals. This study explores biculturals' key factors and attributes and how their cultural knowledge and identification influence International Business Negotiations (IBNs) and help their firms outperform others.Design/methodology/approachData were collected from semi-structured interviews with 35 bicultural senior managers in Lebanon.FindingsThe findings highlight three essential qualities and behaviors that allow biculturals to act as a bridge between the parties during IBN: adaptability, cultural frame switching (CFS) and creativity.Originality/valueThis study explores the notion of bicultural personnel using their understanding of multiple cultures to be innovative, avoid groupthink and generate new creative ideas that help overcome stalemates during IBNs.

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Section: Methodsmentioning

confidence: 99%

Biculturals in international business negotiations: moving away from the single culture paradigm

Khakhar¹,

Rammal

Pereira

2023

JOCM

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“…Performance in healthcare sector basically depends on employee motivation and job satisfaction since their role is mainly focused toward patient care. Reward systems are a way of driving these employees to do better be it through intrinsic rewards, extrinsic rewards or by total reward systems (Pereira, Neal, Temouri, & Qureshi, 2020). Speaking about how human capital can be enhanced in the UAE, Pereira, Neal, Temouri, and Qureshi (2020) further highlight the need for trainings to develop required skills.…”

Section: Introductionmentioning

confidence: 99%

Unbundling the complexity of performance management of healthcare providers in the Middle East

Vaz

Qureshi

Temouri

et al. 2023

IRJMS

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Purpose Previous research provides adequate evidence on performance management (PM) for hospitals and healthcare providers; however, less is known about their individual and PM appraisal process. Additionally, there is limited research exploring PM in the Middle Eastern context. This study investigates PM practices in the Middle Eastern healthcare industry.Design/methodology/approach This study adopts the qualitative research methodology through semi-structured interviews of healthcare professionals in Kingdom of Saudi Arabia and the United Arab Emirates. Thematic analysis was adopted for analyzing this qualitative data.Findings The main findings have uncovered different facets of appraisal challenges for both the appraiser (i.e. manager) and the appraisee (i.e. employee). These challenges include communication deficits, lack of goal setting standards and regular meeting updates in order to ensure employee satisfaction and motivation in the workplace.Research limitations/implications This study has significant implications for policymakers in Middle Eastern hospitals in terms of implementing PM for their staff. Moreover, future studies can conduct in-depth analysis and provide comparison between public and private sectors in the Gulf countries.Originality/value This study is one of the first to portray challenges involved in conducting PM in the Middle East healthcare sector specifically in the UAE and Kingdom of Saudi Arabia (KSA), both from the perspectives of the appraiser and appraisee.

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Introduction

Cited by 2 publications

References 35 publications

Biculturals in international business negotiations: moving away from the single culture paradigm

Biculturals in international business negotiations: moving away from the single culture paradigm

Unbundling the complexity of performance management of healthcare providers in the Middle East

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