The state of HRM in the Middle East: Challenges and future research agenda

Budhwar, Pawan; Pereira, Vijay; Mellahi, Kamel; Singh, Sanjay Kumar

doi:10.1007/s10490-018-9587-7

Cited by 134 publications

(178 citation statements)

References 121 publications

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“…Van Esch, Wei, & Chiang, 2018). However, the strength of the training and organisational performance relationship may also depend on external institutional factors within which the organisation operates (Budhwar, Pereira, Mellahi, & Singh, 2018; Farndale & Paauwe, 2018).…”

Section: Introductionmentioning

confidence: 99%

Training and organisational performance: A meta‐analysis of temporal, institutional and organisational context moderators

Garavan

McCarthy

Lai

et al. 2020

Human Res Mgmt Journal

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Drawing on systems theory, we conducted a moderated meta‐analysis of the training and organisational performance relationship using 119 primary studies. We examined the moderating effects of quality versus quantity of training, time, institutional and organisational context factors in the relationship between training and organisational performance. Our findings reveal that training is positively and directly related to organisational performance with no statistically significant difference between measures of training quality and quantity. We found that the relationship was stronger over time and that country performance orientation and country labour cost moderate the training and organisational performance relationship. We found no evidence for the moderating effects of the three organisational context moderators we examined (i.e. industry sector, organisational size and technology intensity). Finally, our results reveal that training type (i.e. general or firm‐specific) does not moderate the training and organisational performance relationship.

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Section: Introductionmentioning

confidence: 99%

Training and organisational performance: A meta‐analysis of temporal, institutional and organisational context moderators

Garavan

McCarthy

Lai

et al. 2020

Human Res Mgmt Journal

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“…Furthermore, the rapid economic expansion in the UAE led to a shortage of local talent and that resulted in filling the talent gap by recruiting expatriate employees (Forstenlechner & Mellahi, 2011). Like all HCN supervisors, UAE HNCs draw on their UAE's socio-cultural lens characterized to be high on group-orientation, hierarchical structures, and collectivism (Branine & Pollard, 2010;Budhwar, Pereira, Mellahi, & Singh, 2018;Mellahi & Budhwar, 2006). Such characteristics influence how HNCs interacts with SIEs.…”

Section: Introductionmentioning

confidence: 99%

Host country nationals characteristics and willingness to help self-initiated expatriates in the UAE

Singh

Pereira

Mellahi

et al. 2019

The International Journal of Human Resource Management

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This study investigates the role of host country nationals' (HCNs) motivation to offer role information and social support in adjustment experience of self-initiated expatriates (SIEs). We draw on social identity theory (SIT) and its variant, social categorization theory (SCT), to examine the determinants of support provided by HNCs to SEIs through survey data collected from 543 HCNs. The results of our study show that HCNs have a tendency to categorize SIEs based on certain salient characteristics, namely ethnocentrism and collectivism, whilst providing necessary role information and social support to the SIEs.

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“…We justify the use of an institutional logic perspective for our study, since an institutional framework helps reveal how contextual forces (e.g., cultural, economic, political, legal) influence change in the nature of organizational practices according to change in the institutional environment of an organization (Budhwar, Pereira, Mellahi, & Singh, 2018;Kostova, Roth, & Dacin, 2008). Essentially, institutional logics are "symbolic constructions" and "material practices" which influence actors' interpretation of organizational reality and behavior in social situations (Friedland & Alford, 1991: 248).…”

Section: Institutional Logics and Institutional Theorymentioning

confidence: 99%

Coping with Commodification: Hybrid strategies in Asian law firms

Chow

Tsui‐Auch

2019

Asia Pac J Manag

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Research has indicated that many organizations are located at complex boundary zones which are guided by differing institutional logics. As varied institutional logics overlap, there may be strains on organizations which are trapped within shared boundaries. To reduce such strains and to respond to institutional logic clash, organizations within different fields tend to resort to hybrid strategies of action. However, despite the plethora of studies, there is still a lack of a coherent body of research that addresses the question of how and why organizations experience institutional complexity differently. In response to calls for research on how particular organizational attributes of firms would matter to the experience of firms in situ, we examine how a particular organizational attributeorganizational size-matters, by conducting comparative research on a large versus small Singapore law firm. We thus contribute to the research by showing how hybrid strategies enable organizations to resolve institutional logic clash. Also, we reveal the structural condition underlying the firms' hybrid strategies in response to commodification pressures. Contrary to extant research that suggests otherwise, our findings demonstrate that small, rather than large firms, are in fact better suited to adapt to institutional change, so long as they can carve out a particular niche market for themselves. Additionally, unlike extant research in international business that may have hypothesized a rather large impact of MNCs on a country's competitive landscape, we find that there are limits to the influence that an MNC has, especially on smaller local players.

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The state of HRM in the Middle East: Challenges and future research agenda

Cited by 134 publications

References 121 publications

Training and organisational performance: A meta‐analysis of temporal, institutional and organisational context moderators

Training and organisational performance: A meta‐analysis of temporal, institutional and organisational context moderators

Host country nationals characteristics and willingness to help self-initiated expatriates in the UAE

Coping with Commodification: Hybrid strategies in Asian law firms

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