Mapping and interpreting a decision-making framework for the implicit managerial theory in the Arab Gulf States

Galanou, Ekaterini; Farrag, Dalia Abdelrahman

doi:10.1177/1470595814561700

Cited by 9 publications

(7 citation statements)

References 173 publications

(196 reference statements)

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“…These results reflect prior reports of performance appraisal conduct within businesses and other organizations in this region. Face-to-face communication is favoured, workers avoid disagreement with managers and strive to please those in positions of authority who are perceived to value personal and political relationships over accomplishments 28 - 30 …”

Section: Discussionmentioning

confidence: 99%

Student feedback experiences in a cross-border medical education curriculum

2019

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ObjectivesTo determine non-Western situated health professional student experiences and preferences for feedback in workplace-based settings. MethodsWe conducted five focus groups with 27 students of Arab-origin enrolled in a Canadian-accredited cross-border pharmacy program in Qatar. Transcripts of recorded discussions were analyzed using the framework method. Hofstede’s and Hall’s cultural dimension models were employed to understand described feedback encounters and behaviours. ResultsWe identified three themes associated with cultural influences on student feedback experiences, namely: 1) collectivism; 2) power distance; and 3) context. Trainees described clinical supervisors who inadequately recognized individual performance, rejected critique, and insufficiently documented feedback onto the written in-training evaluation report. Conversely, students expected specific and timely feedback, invited criticism for learning, and desired clear written commentary. ConclusionsFeedback behaviours of clinical supervisors, but not those of trainees, were consistent with local cultural norms as described by Hofstede and Hall. Instead, feedback expectations of pharmacy students in Qatar largely echo those of other trainees enrolled in professional curricula situated outside the Middle East. Principles for optimal feedback in clinical training largely arise from Western perspectives but are not necessarily universal. Our work demonstrates that practices, in part, may be subject to local socio-cultural influences. This is of particular importance in the experiential training component of cross-border medical education programs adopted by overseas institutions. Our findings also further add to the growing body of literature reporting suboptimal feedback in workplace-based learning, reinforcing the need to cultivate more student-centered practices in health professional training globally.

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Section: Discussionmentioning

confidence: 99%

Student feedback experiences in a cross-border medical education curriculum

2019

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“…Integral to the study of culture is the examination of cultural values, which we will define as "a broad tendency to prefer certain states of affairs over others" (Hofstede, 2001, p.5). Additionally, research conclusively demonstrates that culture plays an influential role in the decision-making process (Galanou and Farrag, 2015;Weber and Morris, 2010).…”

Section: Global Leadershipmentioning

confidence: 95%

“…Research consistently indicates that individual managerial styles are influenced by their organizational and national cultural attributes. For example, Galanou and Farrag (2015) suggest that cultural background is the main influencing factor in decision-making styles. Likewise, Lung-Tan (2006) and Hofstede (2010) confirm the impact of national culture on decision-making styles.…”

Section: Culture Diversity and Decision-makingmentioning

confidence: 99%

Expatriate managers decision-making practices within the UAE: a qualitative study

AlMazrouei

Zacca

Bilney

et al. 2016

IJOA

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Purpose Managing across cultures is vital for international business success. Leaders need to make decisions in a way that suits the new culture in which they are placed. This paper aims to explore how expatriate managers in the UAE make decisions in respect to their contextual environment. Additionally, the study investigates the approaches expatriate managers use to adjust their decision-making and how they manage local staff in contrast to home country staff. Finally, the study investigates the factors that contribute to the situation-specific environment of the expatriate leaders’ experience. Design/methodology/approach Structured personal interviews of expatriates drawn from stratified sampling were used to discover the styles of decision-making that were effective in the UAE. Findings The consultative management style of management enhanced by a hybrid approach of melding the strongest aspects of the expatriates’ decision-making style with the strongest aspects of the local decision-making style met with much success managing in the UAE. Additionally, the expatriate managers’ expression of appreciation towards local staff provided motivation and encouraged cooperation. Moreover, it was found that expatriates can face difficulties in expressing their wishes and requirements accurately to local staff because of their unfamiliarity with the Arabic language. Practical implications This research provides practical guidance for expatriate managers charged with successfully leading organizations in UAE. It also offers guidance for employers seeking to recruit or employ appropriate management talent to UAE. Originality/value The paper concentrates on expatriate managers’ decision-making practices within the UAE.

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“…The GCC countries are located in the Middle East and consist of six Arab nations that possess many similarities, such as Islam and the Arabic language, which shape the norms and values of their citizens (Galanou and Farrag 2015). Economically, the GCC countries depend mainly on their oil production and have recently faced the double impact of COVID-19 and low oil prices (International Monetary Fund 2020).…”

Section: Research Settingmentioning

confidence: 99%

Strategic Decision Making and Implementation in Public Organizations in the Gulf Cooperation Council: The Role of Procedural Rationality

Al-Hashimi

Weerakkody

Elbanna

et al. 2021

Public Administration Review

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Based on Herbert Simon's conceptualization of bounded rationality, this article develops and tests an integrative model of the strategic decision‐making process (SDMP) and outcomes in public organizations. The model integrates different SDMP dimensions—procedural rationality, intuition, participation, and constructive politics—and examines their impacts on the successful implementation of strategic decisions. Additionally, it analyzes the influence of implementation on the overall outcomes of strategic decisions. The model was tested with data from multiple sources on 170 strategic decisions collected from senior executives working in 38 public organizations in Qatar—a context in which studies on decision making are rare. With the exception of intuition, this study shows a positive impact of all SDMP dimensions on the successful implementation and outcomes of strategic decisions. Successful implementation fully mediates the relationships between procedural rationality, participation, and constructive politics and the outcomes of strategic decisions. Evidence for Practice The study shows how managers decide on strategic issues for public organizations. There is a positive relationship between procedural rationality, participation, and constructive politics and the successful implementation of strategic decisions. Public managers can influence the success of strategic decisions by establishing formal processes to ensure that all relevant information is collected and analyzed and that people with experience and diverse perspectives participate in decision making. Developing effective implementation processes is necessary for improving the outcomes of strategic decisions in public organizations.

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Mapping and interpreting a decision-making framework for the implicit managerial theory in the Arab Gulf States

Cited by 9 publications

References 173 publications

Student feedback experiences in a cross-border medical education curriculum

Student feedback experiences in a cross-border medical education curriculum

Expatriate managers decision-making practices within the UAE: a qualitative study

Strategic Decision Making and Implementation in Public Organizations in the Gulf Cooperation Council: The Role of Procedural Rationality

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