Towards understanding the relationships between economics, tribalism and the use of thewastainformal network in the workplace

Abstract

PurposeThe aim of this study is to understand the relationship between economic challenges, tribalism and the use of the wasta informal network in the workplace across Middle East and North Africa (MENA) organizations, with Jordanian public organizations taken as an illustrative case.Design/methodology/approachA qualitative approach was applied, and a total of 28 semi-structured interviews were conducted with human resource (HR) officials working in different public organizations such as state-owned enterprises (SOEs), ministries, government agencies (GAs) the military forces and security agencies.FindingsThe authors' findings show that employees who live in rural areas are more likely to use wasta in public organizations than the counterparts living in the capital Amman. This contrast is accounted for by major differences between mentalities, the strength of tribalism, norms and living standards among residents of urban and rural areas. The authors argue that these differences play a pivotal role on the use of wasta informal networks in the workplace.Originality/valueThe outcomes obtained in this study have proven to be unique and important due to the authors' holistic theoretical understanding of wasta, which offers important insights into its emergence, evolution and use in the workplace. The outcomes of this study also serve as guidance for organizations in understanding the “hidden force” of wasta and the extent to which the organizations' businesses may be impacted by this, based on the type of employees the organizations already have or intend to hire and employees' tribal ties. This study accounts for the wide use of informal networks in managerial activities, based on important social and economic realities that have not been previously explored in the literature.

Talent retention challenges among non-family talented individuals: multiple case studies of family SMEs in Jordan

“…Consistent with the existing literature (Alsarhan and Al-Twal, 2023), due to family Wasta and the resulting lack of fairness and organizational justice, employees were not treated as first-class organizational citizens and were assigned general tasks that made them feel constrained by their jobs (work overloading). This was further reinforced by inappropriate talent deployment and underutilization.…”

“…According to the literature, employees become dissatisfied when they observe other employees, who, due to family connections, receive benefits and promotions (Alsarhan and Al-Twal, 2023), thus undermining equality by providing advantages to individuals who may not necessarily deserve them (Weir and Ali, 2022; Tlaiss and Kauser, 2011). The findings highlight that Wasta becomes problematic as it fails to meet the standards of justice and equality, as indicated by Weir and Ali (2022).…”

“…Historically, the process of Wasta was informally conducted by tribes and served as an alternative to the newly established formal institutions of the Transjordan state. Commentators have argued that Wasta provides an advantage for individuals who have developed social connections, enabling them to progress and attain desired positions by cultivating and nurturing relationships, and sometimes even becoming subservient to business owners and their families (Alsarhan and Al-Twal, 2023; Abosag and Ghauri, 2022; Ali, 2016).…”

Excellence in leadership in the Arab world: Islamic principles and tribal values. Evidence from Jordan

“…Furthermore, our study is limited to a public organisation, which limits its generalisability. Private sector organisations are also influenced by tribalism features (Alsarhan and Al-Twal, 2023). Therefore, future research should retest our model in the private sector, such as hospitality and healthcare organisations, to increase the generalisability of our findings.…”

“…Its use in organisations has influenced business activities and management styles (Baranik et al, 2021; Cunningham and Sarayrah, 1993). It has been effectively used to underpass the formal organisational process in favour of a client (Alsarhan and Al-Twal, 2023). The literature classified wasta as one of the greatest challenges to researchers and managers in the Arab World (Alsarhan, 2022; Berger et al, 2015).…”