The Middle East context: an introduction

Budhwar, Pawan; Mellahi, Kamel

doi:10.4337/9781784719524.00007

Cited by 13 publications

(14 citation statements)

References 41 publications

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“…It can also be used to earn good marks at school, get a bank loan or financial support from the government, and be granted tax exemptions or an acquittal at court (Loewe, Blume, & Speer, 2008). Wasta can and does influence many aspects of people's lives, as well as how business and organizational life is conducted (Andrews, 2017; Budhwar & Mellahi, 2016). It is argued that wasta can also influence employee relationships, which plays a role in shaping the organizational culture (Sfeir, 2019).…”

Section: What Is Wasta?mentioning

confidence: 99%

“…When it comes to the business world, where decisions have to be made, wasta plays a very important role. Research has shown that it affects various human resources management decisions such as selection, hiring, promotion/career advancement, and retention (Ali & Weir, 2019; Budhwar & Mellahi, 2016; Tlaiss & Kauser, 2011). This may raise issues of equality, fairness, and ethics (Aldossari & Robertson, 2016; Barnett et al, 2013; Loewe et al, 2008; Mohamed & Mohamad, 2011).…”

Section: Confusion About Wastamentioning

confidence: 99%

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Narrative inquiry: A proposed methodology for Wasta research

Al‐Twal

2021

Thunderbird Intl Bus Rev

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Wasta is a controversial subject that has received increasing research interest in recent years, including exploratory studies seeking to define its nature and scope and to understand why people use it. This article explores the potential applicability of using narrative inquiry in wasta research. It is premised on that intuitive assumption that analyzing individuals' experiences and perceptions of phenomena enable an “insider view” and a deeper understanding of the subject under investigation. This is particularly apt for emerging areas of research, such as wasta, which has not been deeply studied in terms of how it manifests and how it is perceived among people and organizations. It is suggested that narrative inquiry offers a new way to develop knowledge about wasta, which contributes to simplifying the academic understanding of the phenomenon. It is useful in uncovering characteristics of wasta that would have otherwise remained hidden when using other methodological approaches.

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Section: What Is Wasta?mentioning

confidence: 99%

Section: Confusion About Wastamentioning

confidence: 99%

Narrative inquiry: A proposed methodology for Wasta research

Al‐Twal

2021

Thunderbird Intl Bus Rev

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“…Across the Middle East and North Africa, the human resource function, although developing, is still in its infancy (Budhwar & Mellahi, 2016), whereby its role is personnel administration rather than strategic management (Afiouni et al, 2013; Yahiaoui & Zoubir, 2006). Local values and conventions (centering on strong notions of clan and community) underpin HRM practices (Darwish, Singh, & Wood, 2016).…”

Section: A Culture‐bound Practicementioning

confidence: 99%

Culture and performance appraisal in multinational enterprises: Implementing French headquarters' practices inMiddle East and North Africasubsidiaries

Yahiaoui

Nakhle

Farndale

2021

Human Resource Management

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Performance appraisal requires interactions between managers and employees and as such can be highly sensitive to differences in cultural values. This can be challenging when multinational enterprises (MNEs) are active across different institutional contexts, particularly when operating in the culturally complex Middle East and North Africa (MENA) region. In this qualitative study, we apply institutional theory to explore how performance appraisal practices are implemented and internalized in MNE subsidiaries in the MENA region through manager-employee interactions. A total of 117 interviews were conducted with different headquarter and subsidiary stakeholders (managers and employees) of four French MNEs operating in Lebanon and Tunisia. The findings indicate that, during implementation, performance appraisal criteria, evaluation, and feedback were adapted based on socio-cultural values to achieve internalization. Such values include the emotional relationship between managers and employees, the fear of losing face, high power distance, the desire to avoid confrontation, and high-context communication. Insights for future research are presented regarding the viability of MNEs operating in the MENA region implementing corporate performance appraisal practices. K E Y W O R D Shost country, human resource management in multinational enterprises, institutional theory, Middle East and North Africa, national culture, performance appraisal | INTRODUCTIONPerformance appraisal involves interactions between managers and employees, which include multiple touchpoints through the setting of performance criteria, the use of different sources to evaluate performance, and the giving and receiving of feedback (Peretz & Fried, 2012). As such, the relationship between the two parties involved can influence the process' outcomes (Pichler, 2012;Ratkovi c & Orli c, 2015). As performance appraisal is known to be highly sensitive to institutional and cultural differences (Myloni, Harzing, & Mirza, 2004), the manager-employee relationship is further complicated when the fundamental cultural values of the individuals vary (Varma, Budhwar, & Singh, 2015). Multinational enterprises (MNEs) largely operate with performance appraisal practices designed initially by members of one societal culture (e.g., at corporate headquarters) to manage employees in that same culture (Schneider, 1988), but these practices are then rolled out across other cultures. A better understanding of how socio-cultural values affect the implementation of performance appraisal practices in MNEs when operating across diverse contexts can thus contribute both to improved human resource management (HRM) practice in MNEs and a theoretical extension of the HRM practice internalization literature. Performance appraisal is arguably the most national culturebound HRM practice (Namazie & Venegas, 2016), acting as a tool to ensure consistency in information between MNE headquarters and subsidiaries (Schlegel & Britzelmaier, 2011), to sustain control (Claus,

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“…Negative elements of organizational culture, such as nepotism or discrimination, can damage the ability to resolve conflicts (Ahmed, 2015). Some of these behaviors are prevalent across organizational cultures in the Muslim world (Budhwar and Mellahi, 2016). These behaviors can be offset by implementing Islamic principles as part of the organization’s culture (Abdalla, 2001; Abu-Nimer, 2001).…”

Section: Literature Reviewmentioning

confidence: 99%

Islamic principles of conflict management

Cader

2017

Int'l Jnl of Cross Cultural Management

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This article explores and analyzes Islamic principles that govern conflict management within the Islamic human resource management (HRM) context and provides new insight into the theoretical development of conflict management from an Islamic HRM perspective. Current models are analyzed through Islamic principles and integrated into a comprehensive Islamic framework that can function as a guide for HRM toward developing a proactive nonlinear conflict management strategy. This study shifts the dialogue of Islamic conflict management from intervention to organizational culture. The premise of this study is to develop a model for HRM practitioners among a Muslim workforce. The proposed model suggests that conflict is referred back to Quran and Sunnah, the two primary sources of Islam. Islam mandates selection of Shura (council) and appointment of a Muslih (mediator) whose function is (1) al-tathabbut (verification) and (2) nasīhah (advice). HRM must consider proactive organizational traits based on Islamic principles: (1) ta'awun (cooperation), (2) sabr (patience), (3) al-ta'akhi (brotherhood), and (4) husn al-dhann (good assumptions).

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The Middle East context: an introduction

Cited by 13 publications

References 41 publications

Narrative inquiry: A proposed methodology for Wasta research

Narrative inquiry: A proposed methodology for Wasta research

Culture and performance appraisal in multinational enterprises: Implementing French headquarters' practices inMiddle East and North Africasubsidiaries

Islamic principles of conflict management

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