Despite a plethora of literature on organizational climate for innovation and the persuasive arguments establishing its link to organizational performance, few studies hitherto have explored innovative work behavior of managers. Specifically, limited attention has been paid to explaining how organizations perceive the importance of stimulating innovative work environments. Drawing from organizational climate theory, this study investigates the mediating effects of innovative work behavior on the relationship between organizational climate for innovation and organizational performance. Our findings from a survey of 202 managers working in Malaysian companies demonstrate that innovative work behavior plays a mediating role in the relationship between organizational climate for innovation and organizational performance. Implications of these findings and avenues for future research are discussed.

PurposeThe purpose of this study was to determine the level of workplace “job burnout” experienced by expatriate managers in Papua New Guinea (PNG). The study also examined the relationship between job burnout and intention to quit, and findings suggest that expatriates are affected by job burnout.Design/methodology/approachThe study has assessed three key job characteristics (role conflict, role ambiguity and role overload) and their association with three dimensions of job burnout (emotional exhaustion, depersonalisation and reduced personal commitment). Data were collected from 189 respondents who were stratified via industry, age, size of organization, education and nationality. LISREL VIII was employed to evaluate the fit of the measurement model, and to examine the relationship between “job burnout” and expatriates “intention to quit”.FindingsThe results demonstrate that the three job characteristics are significantly associated with job burnout with role conflict being the main reason. Whilst role ambiguity was also a key issue, job burnout was least effected by role overload.Research limitations/implicationsThe research has only begun to address the many issues that are of importance to the expatriates working in PNG and developing countries more generally. Also, this study was based on expatriates at a management level only; hence it is difficult to generalise beyond this.Practical implicationsProvides insights into the effects and consequences “job burnout” on expatriates in a developing country.Originality/valueThis paper contributes to understanding on relationship between the job burnout and expatriate failure.

Purpose – This study aims to examine the effects of human resource management (HRM) practices on organisational commitment (OC) in the Middle Eastern context. Design/methodology/approach – Survey data were collected from 493 front-line employees across a variety of industries in Jordan. A structural equation modelling analysis was performed to delineate the relationship between HRM practices and OC. Findings – A test of the model was conducted using a path analytic approach hypothesising that HRM factors influence OC. The findings indicate that the causal model is consistent with the data and contributes to a fuller understanding of the association between HRM practices and OC. Originality/value – This is the first study that represents a little-researched area of recent times and even less so in Middle Eastern countries. The findings of the study offer new perspectives on how HRM practices have direct and indirect effects on employees’ OC and would assist in reshaping the HR policies in organisations located in the Middle Eastern regions.

PurposeThis paper seeks to provide an overview of the concept of “localization” of human resources in Qatar. Relative to the rest of the Gulf Cooperation Council countries (GCCCs), economic development began late in Qatar due to political and economic factors such as the influx of an immigrant labour force and changes in the education system. Now, with one of the fastest growing economies in the world, and the highest per capita income, Qatar has vigorously embraced rapid economic expansion. However, in a small country awash with natural resources, and with a population engulfed by expatriates, the issue of “localization” is a pressing economic and social issue.Design/methodology/approachThis paper reviews the national human resource situation in this atypical context, and seeks to determine the factors that impact on “localization” in this small, yet important Gulf nation.FindingsThere are some common barriers to “localization” throughout the GCCCs. These can be summarized as: an inefficient quota system; a culture that is focused more on prestige than performance; strict cultural practices concerning women in the workforce; education systems that are not market driven; and an inequitable social contract and distribution of oil and natural gas wealth in the GCCCs.Originality/valueWhile much attention has been directed to the concept of “localization” in developing countries, “Qatarization” has received no attention in the scholarly literature, despite the resounding political and economic role that Qatar has in the GCCCs.

This paper examines the issue of localization or the replacement of expatriates with host country staff following a period of staff development in a developing country, namely Papua New Guinea (PNG). Whilst the use of expatriates appears to be increasing in the PNG private sector, ineffective employer localization programmes remain in PNG. This situation demands operational interventions. The aim of this study was to determine obstacles to localization in private sector organizations in PNG. A total of 114 PNG senior managers responded to a survey designed to determine the factors that were perceived to hinder localization practices. Results suggest that a significant number of managers identify the prevalence of said obstacles, which were categorised into (i) socio-economic circumstances; (ii) recruitment and selection; (iii) local staff performance; (iv) lack of training and development; and (v) compensation. A diagnostic model of localization has also been proposed. The model provides a detailed process for redesigning a localization programme for a developing country. Policy recommendations are also offered for implementation of a more strategic localization programme.Expatriation has traditionally been considered the most common form of international career advancement and mobility, and is a significant career decision for those embarking on such roles. Fish and Wood (1997) identified some critical factors such as professional development, monetary satisfaction and international career support that motivated managers to undertake cross border assignments. As more and more multinational organizations assign staff to cross-border assignments, researchers have become concerned with the many challenges that are associated with cross border assignments. An important challenge of recent times -resulting