Analyzing business-to-business relationships in an Arab context

Berger, Ron; Silbiger, Avi; Herstein, Ram; Barnes, Bradley R.

doi:10.1016/j.jwb.2014.08.004

Cited by 86 publications

(147 citation statements)

References 63 publications

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“…An additional important key feature of most economies in this configuration is their emphasis on public welfare. Based on the "Wasta" social organizing principle where powerful families in these societies are guardians of key resources but are also expected to provide a safety net for the lower levels of society (Berger, Silbiger, Herstein, & Barnes, 2015), this is a very paternalistic institutional system. Many of these societies are still quite tribal in nature and tend to take care of their own within the extended clan.…”

Section: Resultsmentioning

confidence: 99%

Varieties of institutional systems: A contextual taxonomy of understudied countries

Fainshmidt

Judge

Aguilera

et al. 2018

Journal of World Business

286

268

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Section: Resultsmentioning

confidence: 99%

Varieties of institutional systems: A contextual taxonomy of understudied countries

Fainshmidt

Judge

Aguilera

et al. 2018

Journal of World Business

286

268

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“…In order to function well, the practice must involve one party who is structurally powerful, controls access to resources, or both. The basic tenet of business in the Arab world, as in other emerging and transition economies, is the need to establish a relationship first, then to build connections, and come to the heart of the intended business activity at a later stage (Pramanik, 2014;Berger et al, 2014). Those who achieve positions of authority and power are expected to oblige their ingroup members (Priyan & Rammal, 2013).…”

Section: Wasta In the Arab Worldmentioning

confidence: 99%

“…These foundations are interrelated and include the role of the family, trust within these societies, and the use of social networks as being fundamental to business interactions. The Arab constructs of Wasta identified in previous research that correspond to three general cultural constructs are then described: Mojamala, Somah, and Hamola (Berger, et al 2014). Three distinct groups of Arab respondents are then discussed (leaders, business people, and students) to better understand the workings of Wasta among each.…”

mentioning

confidence: 99%

Doing favors in the Arab world

Berger

Herstein

McCarthy

et al. 2019

IJOEM

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This qualitative study analyzes the role of Wasta, a culturally based system of social networks of exchange among in-group members in the Arab world, as exemplified by three groups of Arabs in the Palestinian Authority, and then compares it to Guanxi (China), Sviazi (Russia), and Jaan-Pechaan (India). The use of social networks is a common business model around the world to accomplish business objectives and is especially relied upon in emerging economies where formal institutions are weak. It is important to understand the commonalities and differences in the use of reciprocity in various cultural contexts in order to conduct business effectively. Little research, however, has focused on the use of Wasta in the Arab world, a gap which this article addresses. We do so by analyzing the views of Wasta held by three important groups -leaders, business people, and students. While each type of reciprocity has its own unique characteristics, we focus on three interrelated constructs that have been found to underlie the use of reciprocity in various cultures. In the Arab world, these are Hamola, which incorporates reciprocity; Somah, that incorporates trust; and Mojamala, which incorporates empathy through social business networks. The aim of the paper is to illustrate the structure of Wasta and how it is perceived and constructed among three Arab social groups, and then compare and contrast it with social business models in three other high context cultures.

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“…Although, Arab world is of major significance to the west due to its strategic, geopolitics, natural resources, and its lucrative investment opportunities (Berger et al, 2015), Cross-cultural researches focusing on Arab business culture are scant. Notwithstanding, recent attention paid to cross culture management, few research papers have been forthcoming on the topic of national Arab culture characteristics and values (Hall, 1976;Barakat, 1993;Patai;Trompenaars, 1996Trompenaars, , 2000Schwartz, 1999;Nydell, 1996;Hofstede, 1980 (Trompenaars & Turner, 2000).…”

Section: Understanding Arab Culturementioning

confidence: 99%