Grasping the Concept of Wasta and Its Place in HRM in the Middle East (ME)

A change management roadmap for wasta‐free managerial practices in Arab organizations

“…Hence, if a wasta based HRM is ever to be replaced by a merit based HRM this will lead to change in their status in societies, which in turn will lead to their loss of influence; domination; prestige; social status; etc. (Alsarhan, 2021). Indeed, the process of change management as well as addressing individuals' resistance towards change in Arab organizations will not be an easy matter due the complexity of the issue itself.…”

“…In addition to these societal perspectives that indicate the root causes of wasta in Arab organizations, other factors make wasta prevalent in the Arab world. Those include high levels of unemployment and poverty (Alsarhan, 2021; Loewe et al, 2007; Ta'Amnha et al, 2016); legislative gaps and the absence of formal legal structures (Berger et al, 2015; Loewe et al, 2007); institutional voids (Cunningham & Sarayrah, 1993; Kilani & Sakijha, 2002; Loewe et al, 2007; Sidani & Thornberry, 2013; Teagarden & Schotter, 2013; Tucker & Bucton‐Tucker, 2014); lack of awareness and mutual trust between citizens and public institutions or even among citizens themselves (Loewe et al, 2008; El‐Said & Harrigan, 2009; Kropf & Newbury‐Smith, 2016; Ta'Amnha et al, 2016) as a result of the obtuse bureaucratic system and lack of delegation across Arab organizations (Ali, 1995); the nature of political systems alongside the patriarchal order (Alsarhan, 2021; Berger, Herstein, McCarthy, & Puffer, 2019; Loewe et al, 2007, 2008); and the nature of education system in Arab countries (Ta'Amnha et al, 2016). All of these perspectives align with recent research on wasta that accounts for its complexity (Ali & Weir, 2020; Alsarhan et al, 2021; Al‐Twal, 2021; Horak et al, 2020).…”

“…Some specialists even went so far as to coin it as a way of life (Al‐Ramahi, 2008; Cunningham & Sarayrah, 1993; Hutchings & Weir, 2006b). Thus, it comes as no shock that Arab nationals are quite used to resorting to wasta when it comes to any HRM practice, most notably recruitment and promotion (Afiouni, Ruël, & Schuler, 2014; Aladwan, Bhanugopan, & Fish, 2014; Alsarhan, 2021; Al‐Twal, 2022; Al‐Twal & Aladwan, 2021; Branine & Analoui, 2006; Budhwar & Mellahi, 2006; El‐Said & McDonald, 2001; Ezzedeen & Swiercz, 2001; Harbi, Thursfield, & Bright, 2017; Hutchings & Weir, 2006b; Loewe et al, 2008; Mohamed & Mohamad, 2011; Mohammad & Darwish, 2022; Sfeir, 2022; Tlaiss & Elamin, 2016; Tlaiss & Kauser, 2011; Valax & Alsarhan, 2021). Hence the difficulty to challenge the status quo, as many individuals (and even families and tribes) who benefit from the prevalence of wasta are not likely to be eager to give up their gains and privileges (Ta'Amnha et al, 2016).…”

“…As these individuals capitalize on preferential treatment, they will not be in any hurry to lose their privileges when and if a merit based HRM system would replace the current one they live off. As wasta is related directly to their success; social status; and prestige in the society (Alsarhan, 2021; Ta'Amnha et al, 2016), they are in no hurry to get rid of it.…”

“…Scholars point to the fact that this phenomenon is not likely to vanish as long as the dissatisfaction of those disadvantaged by wasta remains an insignificant political issue, or the concern for declining societal productivity resulting from wasta is not regarded as a national priority (Cunningham & Sarayrah, 1993). Although wasta depends on the reciprocity of mutual benefits (Sidani & Thornberry, 2013; Smith et al, 2012), and can produce social, political, or even economic returns, similar to other forms of favor exchanges in different contexts (Teagarden & Schotter, 2013), numerous empirical and conceptual studies show the negative outcomes and consequences of wasta in the workplace (see Abdalla, Maghrabi, & Raggad, 1998; Abosag & Ghauri, 2022; Al‐Husan & James, 2009; Alsarhan, 2021; Alsarhan & Valax, 2020; Alwerthan, Swanson, & Rogge, 2017; Arasli & Tumer, 2008; Cunningham, Sarayrah, & Sarayrah, 1994; Erdem & Karataş, 2015; Horak et al, 2020; Horak & Alsarhan, 2022; Loewe et al, 2007; Loewe, Blume, & Speer, 2008; Makhoul & Harrison, 2004; Mohamed & Mohamad, 2011; Padgett & Morris, 2005; Swailes & Al Fahdi, 2011; Tlaiss & Kauser, 2011).…”