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The case takes place in the city of Dubai, United Arab Emirates, a booming regional tourist and commercial center located on the Arab (Persian) Gulf coast of the Arabian Peninsula. The story describes Vijay, the Indian (East Asian) entrepreneur, his personality, background, motivations and management style. The focus of the case is on how this entrepreneur grows the business over the seven years leading up to the decision to launch a travel club targeted toward East Asian travelers in the region. The details of the new venture are chronicled from inception to its eventual closure four years later under desperate financial circumstances. The richness of the case is enhanced by the inclusion of details of the legal, economic and cultural factors that define the business context and business risks. The case provides an interesting and informative view of a part of the world that is “in the news” but largely remains a mystery to the typical North American student.

This study examines organizational citizenship behavior (OCB) in a non‐Western context. Job satisfaction, organizational commitment, job characteristics and demographic variables were tested as predictors of OCB. Data were collected (n=153) from public and private‐sector organizations in the Sultanate of Oman. Results indicated that job satisfaction and normative commitment were significant predictors of OCB, while job characteristics were not. Age also proved to be a resilient predictor in this sample, with younger Omanis reporting lower satisfaction and OCB than older workers. Managerial and research implications are discussed.

This exploratory study used data from three industrial companies (N = 85) in the Sultanate of Oman to assess the values and altitudes of entry‐level Omani and expatriate (primarily Indian) employees. Results reveal strong differences between the two groups on several variables related to life, work, and attitudes toward each other. In contrast to expatriate respondents, Omanis showed a strong preference for more ethnocentric work situations. Additionally, evidence suggested that Omani respondents were less committed to work and their current jobs. Further, personal life value rankings diverged significantly with Omanis ranking more abstract or ideal values higher than expatriates. Managerial and research implications are discussed.