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The staffing policy of most multinational corporations (MNCs) is increasingly criticized as being discriminatory and counter to multinationalization. Despite professed adherence to the principle of staffing top positions according to merit rather than nationality, MNCs tend to do otherwise. They prefer to reserve the top positions in their subsidiaries for parent‐country managers (PCMs), or to limit the managerial staff in their subsidiaries to host‐country managers (HCMs). Naturally, these policies do not represent a multinational approach; the first gives preference to PCMs at HQ and in the subsidiaries, and the second makes it almost impossible for HCMs to reach top positions at HQ or in subsidiaries outside their home country.

This paper aims to examine the regional dynamics that further consolidated Israel’s national security in the Middle East in the aftermath of the Arab Spring, reflecting upon the nuclear challenge between Iran and Israel and Iran's expanding activities in the region.

To prove the central argument, the study uses a conceptual framework that centers on deterrence as the main approach used by states to consolidate their influence in the Middle East region.

Iran's nuclear progress and influence in the region has strengthened Israel’s security and fostered an unprecedented open rapprochement led by USA efforts with the Gulf regimes.

The paper draws particular attention to the Iran–Israel nuclear competency, and the Israeli preferred policy options regarding Iranian activities in the region amid turbulent Middle East. In addition, the paper offers insight to the regional dynamics that further consolidated Israel’s national security in the region while maintaining a status of Arab vulnerability and backwardness.

The purpose of this paper is to highlight important aspects of adopting a lifelong learning mindset as a way to improve entrepreneurial employability and self-employment capabilities among older workers, and to examine their practicality in enterprise services.

This paper takes a two-method research approach that synthesizes an original conceptual framework based on current gerontological and work psychology literature with qualitative organizational case study in the Israeli labor market.

The process of lifelong learning and accumulation of employability underpins a fulfilling career in self-employment later in life, through continuous self-acquisition of necessary knowledge and complementary skills. Adopting a lifelong learning mindset may contribute to older workers developing lifelong employability by self-realizing their meaningful life wisdom alongside becoming lifelong learners, and consequently, by becoming protean career owners capable of acquiring entrepreneurial competencies and skills. Program analysis of social and business enterprises established in Israel to meet the demand for the acquisition of later life skills demonstrates the various ways in which they play a role in supporting this process.

The need for future research and practice on the conceptual framework presented in this paper is analyzed and discussed in the Israeli context.

This paper contributes to the ongoing discussion on third-age entrepreneurship, by conceptually linking the core concept of lifelong learning to entrepreneurial employability, and demonstrating its application in the Israeli work culture.