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This study aims to examine the relationship between cultural intelligence and organisational commitment and its effect on learning goal orientation and turnover intention within the expatriate society of the United Arab Emirates (UAE).

A survey instrument was developed to collect data from 173 non-management expatriates employed by multinational corporations located in Dubai, UAE. SmartPLS bootstrap software was used to analyse the path coefficients and test the research hypotheses.

The results demonstrate that cultural intelligence enhances both learning goal orientation and turnover intention of expatriates. Moreover, organisational commitment partially mediates the relationship between cultural intelligence and turnover intention/learning goal orientation.

This study contributes by advancing extant knowledge with regard to cultural intelligence and organisational commitment effects on turnover intention and learning goal orientation of expatriates within a context of high cultural heterogeneity.

This study aims to investigate how learning goal orientation (LGO), participative decision-making (PDM) and leadership member exchange (LMX) influence innovative work behaviour (IWB) through expatriate employee creativity (EC). This research study further contributes to the extant literature by investigating team potency’s (TP) potential interaction effect on the expatriate EC–IWB relationship.

Data were gathered via survey from 175 expatriate employees in non-managerial positions in the United Arab Emirates. Partial least square structural equation modelling was used for analysing the collected data.

The statistical results show that PDM, LGO and LMX have a direct positive impact on IWB. The statistical findings also reveal that EC mediates the LGO and IWB relationship. Furthermore, TP has a significant positive moderating effect on the EC and IWB relationship.

This work adds to the literature in the field on innovation work behaviour and its antecedents by analysing data within the expatriate employee context, where empirical examinations are limited.

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.

Structured personal interviews of expatriates drawn from stratified sampling were used to discover the styles of decision-making that were effective in the UAE.

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.

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.

The paper concentrates on expatriate managers’ decision-making practices within the UAE.

This paper aims to investigate the relationship between learning goal orientation, empowering leadership, participative decision-making and organizational citizen behavior and its effect on post-pandemic job performance within the expatriate UAE community.

The study proposes a theoretical model based on responses from survey data collected from 314 expatriates working in private sector organizations in Dubai, UAE.

The findings indicate that both learning goal orientation and participative decision-making have a significantly positive direct relationship with organizational citizenship. Furthermore, organizational citizenship is demonstrated to have a significant positive impact on job performance. However, the study reveals that there is no significant relationship between empowering leadership and organizational citizenship.

This study adds to extant expatriate management theory relating to international business by examining the effects that organizational citizenship behavior, learning goal orientation, empowering leadership and participative decision-making have on expatriates’ job performance.

The purpose of this study is to investigate the relationship between empowering leadership (IMP) and participative decision-making (PDM) and its effect on learning goal orientation (LGO) and creative work involvement (CWI) within the expatriate society of the UAE.

The paper suggests a theoretical model derived from survey responses gathered from expatriates used in multinational organizations located in the Jabal Ali Free Trade Zone of Dubai.

The results show that participative decision-making partially mediates the relationship between IMP and learning goal orientation. Furthermore, the results show that participative decision-making partially mediates the relationship between IMP and creative work involvement.

This research adds to the existing body of knowledge on international business by investigating the effects that PDMand IMP have on CWI and LGO of expatriates.

The purpose of this study is to investigate the relationship between empowering leadership and organizational commitment and its effect on job performance and creative work involvement within the expatriate society of the UAE.

The paper suggests a theoretical model derived from survey responses gathered from expatriates used in multinational organizations located in Dubai city in the UAE.

The results show that organizational commitment partially mediates the relationship between empowering leadership and job performance. Furthermore, the results show that organizational commitment partially mediates the relationship between empowering leadership and creative work involvement.

This research adds to the existing body of knowledge on international business by investigating the effects that organizational commitment and empowering leadership have on creative work involvement and job performance of expatriates.

The purpose of this paper is to study the influence of organizational justice and decision latitude on expatriate organization commitment and job performance.

Data were collected from 175 nonmanagerial-level expatriate employees in Dubai, UAE using a purposive sampling approach. A structural equation model with partial least squared analysis was utilized to test the hypotheses.

The results show that decision latitude partially mediates the relationship between organization justice and organizational commitment and fully mediates the relationship between organization justice and job performance.

Data were collected from a cross sectional sample in UAE, and hence, the generalizability of the results to other contexts may be limited.

The research study suggests ways in which human resource managers and practitioners can develop a stronger awareness of the importance of decision latitude in employee decision-making and the role it plays in promoting employees' commitment and job performance given perceived organizational justice.

The present research is among the first of its kind to examine the study variables within the nonmanagerial expatriate context.

The COVID-19 pandemic has challenged leaders to alter the way they manage their organization's employees, such as requiring them to quarantine, self-isolate or practice social distancing so that they comply with government health directives. The purpose of this study is to investigate the impact of the quarantine on the workplace.

Structured interviews containing open-ended questions were conducted with fifty Australian public sector executive managers to gauge the effect of the COVID-19 pandemic on their organizations.

The study reveals the effects that the virus had on the organizations' teamwork as well as individuals' learning. It finds that organizations experienced both positive effects, such as increased creativity and initiative, and negative effects, such as reduced satisfaction with work teams, from the pandemic.

This study also adds to the still-developing body of knowledge regarding the effects of the virus on individuals' levels of work team satisfaction as well as a variety of other factors specific to public sector organizations

The purpose of this study is to examine whether team potency moderates the effect of the leader member exchange (LMX) on the expatriate's creative work involvement such that the effect of leader member exchange on creative work involvement becomes less when team potency is high.

Data were gathered via a printed survey instrument, using a purposive sampling approach and administered directly to 150 expatriate (non-Emirate nationals) employees located in the Jabal Ali Dubai Free Zone of the United Arab Emirates (UAE).

Our findings indicate that the higher the level of team potency the less the effect of LMX on expatriate creative work involvement.

The findings suggest that, team potency, which is an asset in certain situations, can be a liability suppressing the effect of LMX on the expatriate employees creative work involvement. Expatriate employees experiencing satisfaction and fulfillment through the leadership exchange feel sufficiently empowered in their abilities to engage in creative work behaviors.

Testing a theoretical model within the intranational cultural diversity of an expatriate workforce may be a stronger source of diversity than other sources, providing for an original theoretical contribution to the extant literature. Moreover, the UAE, with its prominent network of expatriate employment integrated within the national economy presents a highly relevant contextual environment in which to study expatriate behavior.

The purpose of the study is to investigate the relationship between cultural intelligence (CQ) and job satisfaction and its effect on creative self-efficacy and turnover intention within the expatriate manager community of the UAE.

The study proposes a theoretical model that was tested using a survey instrument administered to expatriate managers working in multi-national organizations in Dubai’s Jabal Ali Free Trade Zone.

The results show that job satisfaction fully mediates the relationship between CQ and turnover intention. Furthermore, the results indicate that job satisfaction partially mediates the relationship between CQ and creative self-efficacy.

The study contributions to the literature on international business by examining how expatriate manager’s job satisfaction is affected by CQ and its effect on turnover intention and creative self-efficacy within the expatriate manager context, which is seldom investigated.