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The purpose of this paper is to explore the status of corporate performance management (PM) in the Middle Eastern context, represented by the United Arab Emirates (UAE) and the Kingdom of Saudi Arabia (KSA). In addition, the current study investigates the effects of the adoption of the balanced scorecard (BSC) and aims to explore the impact of the BSC on workplace attitudes and behaviors, as shown by accountability, inspiration, and motivation.

Due to the limited knowledge about the subject matter and the limited number of companies adopting the BSC in the Middle East, this study has adopted a descriptive approach to verify the significance of the BSC and to explore the causal relationship amongst the performance perspectives and the different dimensions of the BSC. The sample was drawn from five major business sectors in the UAE and KSA.

The results indicate that the BSC indicators are effective tools to evaluate and reflect on corporate performance. The concept of the BSC is considered good practice in the UAE and the KSA. Because of the concept’s compatibility with the local culture and business practices, it can be used to balance shareholder and stakeholder demands.

One of the main limitations of this study is that the sample is drawn from only two countries from the Middle East and, hence, cannot be generalized.

This study is one of the first attempts to explore the status of the corporate PM systems in a non-western context using a BSC technique created and typically applied in the western world. In addition, this study is considered a valuable attempt at exploring the effects of the adoption of this technique on an organization’s performance.

This study is an academic attempt to bridge the gap between Western theories and the under-researched non-western contexts by studying the characteristics of traditional and modern performance management systems (PMSs) in the United Arab Emirates (UAE). Drawing on the expectancy theory, this study aims to discuss the significant causal relationship between the implementation of single-rating, multi-rating 360° performance management (PM) and organizational outcomes such as trust, commitment, satisfaction and intention to leave.

Using the self-reported measures and survey method, data were collected from 439 employees from different organizations across the UAE. Explanatory factor analysis, simple linear regression and multi-group were used to test the proposed conceptual model and examine the mediation and moderation impact.

The study explored the best-practices attributes of the traditional single-rating, multi-rating 360° PM within a non-western context. This study also provides empirical evidence on the significant role of uncertainty avoidance and power distance orientation as a mediator between the relationship between these PMSs and trust, commitment, job satisfaction and intention to leave. Finally, this paper examined the effect of many demographic variables (such as gender, age, industry type […]) on the relationship between the independent variables and the dependent variables.

This study extends research on PM theories and models. Another important aspect of this study is that its model has been tested on the UAE’s data, an underrepresented geographic region in the management literature. Given all the PM’s positive characteristics, the way that this feedback is viewed and interpreted by employees may be moderated according to the employee’s management level, age, gender and many other demographics.

This paper aims to examine the relation between resonant leadership (RL) and organizational citizenship behaviors while testing for the mediation effects of followers’ resilience (FR) and gender as a moderating effect, all within the United Arab Emirates (UAE) business environment.

The paper uses cross-sectional data collected through a questionnaire from 467 employees working at various organizations in the UAE. The data were analyzed using the Statistical Package for the Social Sciences (SPSS) software. The mediating and moderating effects were tested using Preacher and Hayes’s (2008) macro models.

Results confirmed that RL positively affected employees’ organizational citizenship behaviors (OCBs). It also confirmed the mediating role of FR between RL and organizational citizenship behavior. Gender moderated the relation between RL and OCB but not between RL and FR.

Managers can use RL styles to improve workers’ resilience and OCB of employees, especially females.

It is important to understand the relation between such variables in times of crisis, such as the COVID-19 pandemic, where the relationship between the leadership style of the organizational managers and employees can greatly impact employees’ behaviors and organizational performance.

This study aims to examine the interplay between person–environment fit (PE fit), empowerment and leader–member exchange (LMX) in the United Arab Emirates (UAE).

The final sample consisted of 733 respondents collected randomly from various business sectors in the UAE. Data was analysed and tested for moderation using Smart-PLS.

This study’s results show LMX to be a negative moderator. They reveal that LMX plays a crucial role in the relationship between PE Fit and job satisfaction, particularly when the fit is poor. Moreover, LMX was found to be a significant negative moderator between empowerment and satisfaction, highlighting its importance when empowerment is lacking.

It is important to note that the current study is cross-sectional, which means it cannot establish causation. Only a pure experimental design can provide such conclusive evidence. This limitation should be considered when interpreting the findings.

This research highlights a significant finding in turbulent times when PE fit and empowering practices are often lacking: LMX can play a compensatory role. This insight can be invaluable for human resources managers, offering a practical solution to maintaining employee satisfaction in challenging times.

The positive impact of enhanced job satisfaction and improved work relationships extends beyond the organization to stakeholders and society at large.

This research fills a gap in the existing literature by investigating the interaction between the PE fit variable and other variables, such as LMX. This novel approach offers a new perspective for HR managers, potentially enabling them to enhance their strategies for improving employee satisfaction.

Entrepreneurship and/or Strategic management/International Business Management.

This case is intended for teaching entrepreneurship/Strategic management/International Business Courses at the undergraduate level.

This is a field-researched case about a budding Emirati female entrepreneur “Azza Al Qubaisi” who established the ARJMST Jewelry brand in Abu Dhabi, United Arab Emirates (UAE). The ARJMST brand, a UAE-based jewelry design and art pioneer company in the local art and craft is one of the most popular jewelry brands in the United Arab Emirates. Azza, the entrepreneur faces many challenges and hurdles if she is to successfully sustain her business in the long term. She is considering what her next step ought to be in light of the competition. Should she expand? If yes, where and how? This case will enable students to critically think about the various issues and reach a decision based on the facts provided. The case is based on primary and secondary data collection and has been tested in an International Business Management class at BBA level, with great success.

This case study illustrates the journey of an Emirati female entrepreneur who uses simple things in a creative way to build a business. The case will help the students to identify the start up motivation and evaluate the business strategy for further growth. This will also enable the students to critically think about the various factors and reach a decision based on the facts provided.

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 3: Entrepreneurship.

The purpose of this study is to analytically extend the understanding of leadership styles and organisational coaching and their influence on organisational outcomes and workplace counterproductive behaviours within a non-Western context, i.e. the United Arab Emirates (UAE).

In this study, a sample size of 656 participants from 14 different business sectors in the Emirates was used. The meta-analysis concept of latent variables and non-linear principal components analysis, along with the corresponding methodology of structural equation modelling, were implemented.

The study finds that organisational coaching has a significant positive effect on transactional leadership and has a significant influence on job alienation. Interestingly, coaching has a significant effect on commitment and counterproductive workplace behaviours. The detailed data analysis using F tests and independent t-tests, when applicable, indicated that there was a tendency for older employees to have more favourable attitudes towards transformational leadership or commitment but not towards coaching.

Despite the popularity of the presented topic in today's organisations, research in a Middle East context has not kept pace with its counterpart in Western areas of the world. The present study attempts to bridge the gap between Western theories in developed countries and under-researched Eastern countries, namely, the UAE, and to test the impact of leadership styles and organisational coaching and their influence on employee commitment and trust mediated by job bullying and job alienation.

The purpose of this paper is to understand the implications of psychological contract on employees’ intention to leave and their relationship with employee commitment and satisfaction. The study focuses on measuring these attributes in the United Arab Emirates’ (UAE) multicultural workforce.

Data were collected from a total of 373 employees from government, semi-government and private organizations covering different hierarchical levels across various industries. Structural equation modeling was used to test the predicted relationship.

The study reveals that the relational component of psychological contracts plays a significant role in developing strong employer–employee relationships and reducing employee intentions to leave the organization. The study has also demonstrated the partial mediation effect of organizational commitment and employee satisfaction between the independent and dependent variables. Finally, our finding stresses the moderating effect of gender and citizenship demographics on the relationships between the independent and dependent variables.

A limitation of this study was the fact that data collection was conducted in the context of economic crisis which is accompanied by downsizing of organizations. Another factor being the survey is restricted to the UAE which limits the generalizability of the results outside the region.

As little is known about the potential effect of psychological contracts on the intention to leave in the Middle Eastern context, this paper is expected to provide empirical evidences that will make significant contributions to the employee engagement literature in the Middle Eastern contexts.

The global spread of the COVID-19 pandemic has affected businesses worldwide. Arguably, one of the most affected industries is the hospitality sector, where the world has seen a substantial drop in personal and professional travel owing to severe lockdowns, which has particularly harmed the hotel and tourism industries by lowering occupancy and profits. The purpose of this research is to investigate the impact of the COVID-19 epidemic on the emotional and mental well-being of hospitality workers in Dubai, United Arab Emirates.

A quantitative cross-sectional technique was used, with 517 respondents drawn from Dubai's major hotels.

Fear of the COVID-19 pandemic was found to be positively connected to employees' emotional weariness, which is then positively related to their intention to leave their organizations.

The paper gives suggestions to managers on how to best deal with their employees, especially the more competent ones, as they are more likely to leave during a pandemic.

Contrary to suggestions in the literature and our predictions, this paper found that self-efficacy positively moderated the relationship between fear of COVID and emotional exhaustion such that workers with high self-efficacy were more prone to emotional exhaustion as a result of their fear of COVID. Furthermore, the results of the research suggest that it is the more competent workers who are more likely to be affected, during a pandemic, and thus their loss is expected to cause greater loss to their organizations.

The purpose of this study is to examine the role of specific human resources (HR) practices (leadership, employee relations, employee safety, rewards and incentives and career opportunities) on organizational performance in the context of the Middle Eastern market, with a specific focus on the United Arab Emirates (UAE) hotel sector.

A comprehensive research methodology was used for this study. Two distinct questionnaires were crafted: one targeting 338 hotel employees who completed the HR practices survey, and the other for 109 general hotel managers who completed the organizational performance survey. All respondents were from five-star hotel establishments in the UAE. To validate the hypotheses, a multidimensional approach was adopted. This paper first applied factor analysis to understand correlations and groupings among the factors. This paper then undertook validity assessment by examining factor loadings, average variance extracted and the reliability values for all parameters. Discriminant validity was also carefully evaluated.

The results found that there is a direct correlation between leadership, employee relations and career opportunities, with boosted organizational performance. Contrary to prevalent assumptions, the data showed no discernible link between employee safety, rewards and incentives and the actual performance of organizations. The results highlight the crucial role of social exchange in interpreting the indirect relationship between HR practices and organizational performance. This insight offers a fresh perspective on the often-discussed 'black box' in HR research.

The novelty of this study lies in its intricate exploration of human resource management practices within a region experiencing swift socioeconomic transformations due to factors such as the significant expatriate presence and economic diversification. By underlining the significance of social exchange as a mediating factor, this research significantly contributes to the ongoing dialogue on HR-performance relationships, offering insights for both theoretical and practical applications in HR activities formulation in the context of the UAE.

This study aims to investigate the impact of business ties, political ties and dynamic capabilities on balanced and combined ambidextrous innovation within the knowledge-intensive business services sector using the dynamic capability view framework. It explores the mediation role of dynamic capabilities in the relationship between business and political tie with these forms of innovation. In addition, it examines how innovation climate moderates the relationship between dynamic capabilities and ambidextrous innovation.

Multilevel analysis was conducted on 520 individuals from 61 KIBSs firms in the UAE using AMOS 26.

Results showed that BT indirectly affect both balanced and combined AI, with a greater impact on combined innovation. However, DCs did not significantly mediate the relationship between PT and AI. In addition, the IC was found to moderate the effects of DCs on both types of AI, with a stronger effect on combined innovation.

This study contributes to the literature by highlighting the importance of DCs and climate in the context of innovation and ambidexterity and by advancing the understanding of how these capabilities and organizational factors promote superior innovation.