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The resource curse literature suggests that firms operating in non-oil and non-gas industries in petrostates face considerable challenges in securing competitiveness and sustaining themselves. Based on a firm-level survey within a micro-petrostate, Brunei, the purpose of this paper is to explore the relationship between specific HR policies and practices and organisational performance; analyse, compare, and contrast oil and gas with non-oil and non-gas sectors; and draw out the comparative lessons for understanding the potential and performance consequences of HR interventions in resource-centred national economies.

Data for this study were generated from a primary survey administered amongst the HR directors in companies operating in all sectors in Brunei. A statistically representative sample size of 214 was selected.

The authors confirmed that firms in the oil and gas sector indeed performed better than other sectors. However, the authors found that the negative effects associated with operating outside of oil and gas could be mitigated through strategic choices: the strategic involvement of HR directors in the affairs of the company reduced employee turnover and added positively to financial returns across sectors.

Developing and enhancing the role of people management is still very much easier than bringing about structural institutional reforms: the study confirms that at least part of the solution to contextual difficulties lies within, and that the firm-level consequences of the resource curse can be ameliorated through a strategic choice.

The nature of the present investigation is one of few studies conducted in South East Asia in general and in the context of Brunei, in particular. It also contributes to the authors’ understanding whether HR interventions can ameliorate the challenges of operating in a non-resource sector in a resource-rich country.

This paper aims to explore the strategic and evolving role of human resource management (HRM) directors within the context of underdeveloped institutional arrangements. The study focuses on India and conducts a comparative analysis of the roles of HRM directors in both multinational enterprises (MNEs) and domestic firms.

Survey-based data from the HRM directors of 252 enterprises were gathered for the comparative analysis, including both multinational and domestic enterprises.

HRM directors in MNEs lack the proficiency required to effectively fulfil their strategic role. In addition, there has been a notable shift in the responsibilities of HRM directors in MNEs, with increased emphasis on labour movements and trade union negotiations, as opposed to traditional human resource (HR) activities. This shift suggests that the role of HRM in MNEs operating in India has been influenced by local isomorphic forces, rather than following a “pendulum swing” between home and host country institutional pressures. The prevalence of informality in the Indian institutional arrangements may act as a strong counterforce to integrating the strategic agency of MNEs' home country HRM directors into the organizational structure. Despite facing resistance from the local institutional context, HRM directors in MNEs are responding with a pushback, prioritizing labour movements and trade union negotiations over core HRM activities.

The study highlights the broader implications for theory and practice, shedding light on the challenges faced by HRM directors in navigating incoherent institutional arrangements. It emphasizes the need for a deeper understanding of local forces in shaping HRM practices within multinational settings.

We contribute to the comparative HRM literature by elaborating on power struggles that HRM directors face amid the dichotomies of formal power and authority that are encoded in the organizational structure versus culturally contingent power that can be accrued from engaging in informality. We also highlight their engagement in prolonged institutional mediation and change, which serves as a compensatory mechanism for the institutional shortfalls they encounter within the context of emerging markets.

The role of distinct institutional context in shaping employment practices is particularly evident in emerging markets where institutional measures are often evolving and not yet fully established. This presents several challenges, particularly for multinational corporations (MNCs) operating in such contexts. This research paper aims to provide a comparative analysis of HRM practices, specifically recruitment and selection, internal career opportunities and performance appraisals between domestic and multinational companies in a large emerging economy, that is India.

In this study, survey-based data was gathered from a diverse sample of 252 companies, comprising both domestic enterprises (DEs) and MNCs, to collect comprehensive data on HRM practices. The aim is to provide a nuanced understanding of the variations in HRM approaches between DEs and MNCs, taking into account the unique institutional context of the Indian market.

Contrary to initial expectations, the study’s findings do not support the hypothesis that MNCs would prioritize more rigorous and effective HRM practices compared to DEs in the Indian context. Instead, the results reveal that DEs place a greater emphasis on effective HRM practices than their MNC counterparts, despite the latter’s international reach and operational success. These findings shed light on the distinctive HRM strategies used by MNCs and DEs when navigating the complexities of the Indian market.

This study contributes to the existing IB literature by providing a comparative perspective that emphasizes DEs proclivity for institutional entrepreneurship and change. Exploring the resource dynamics for both MNCs and DEs, the study showcases them as divergent adaptive navigators within (in)formal institutional logics, adept at navigating and influencing institutional structures and shaping distinct HRM practices. The findings challenge traditional assumptions about HRM priorities of MNCs and DEs.

This purpose of this paper is to explore variations in the extent of control mechanisms, according to country of origin and organizational characteristics, in a challenging country of domicile.

A survey research design involving the use of a questionnaire as the primary data source was adopted. A total of 350 subsidiaries were initially randomly selected and contacted in person, or via telephone and e-mail, of which 147 agreed to take part in the study and responded to the survey.

The authors find that Multinational Enterprises (MNEs) from highly financialized Liberal Market Economies will be associated with a greater reliance on formalized control mechanisms; this will enable the MNE’s headquarters to closely monitor subsidiary managers according to objective measures, to ensure that the maximum shareholder value is released.

This study reveals a greater reliance on control mechanisms in larger firms, reflecting a desire to maximize bureaucratic economies of scale.

The authors find that the presence of expatriates regardless of country of origin leads to greater decentralization, suggesting foreign firms do not trust local staff.

This is one of the few studies of this nature conducted for the region of Middle East – and the only one the authors are aware of for Saudi Arabia. Further, it sheds new light on the impact of contextual circumstances on how closely firms monitor their subsidiaries, the challenges of doing business in the Gulf region and the consequences of the large-scale usage of expatriates.

This study aims to explore the factors that influence job satisfaction among women in Jordan and contribute to the growing interest in women’s workplace happiness in the context of the Middle East.

The authors used an explanatory sequential mixed-method approach. During the first phase, 250 female respondents were surveyed from the private sector in Jordan. The authors analyzed the impact of various employment-related attributes and other variables, including educational level, position, work experience, daily work hours, income level, relationships with colleagues and supervisors and internal career opportunities on job satisfaction. During the second stage, the authors interviewed 23 supervisor female respondents and conducted a thematic analysis to explore in more depth the determinants of job satisfaction of females working in the private sector in Jordan.

The quantitative findings of this study indicate that job satisfaction is positively influenced by education level and income, while notably, it was negatively impacted by work experience and daily work hours. Relationships with colleagues and supervisors, as well as internal career opportunities, positively affect job satisfaction. The qualitative findings of the study indicate that positive corporate culture, developing subordinates, financial independence, self-worthiness, work-life balance, internal career opportunities and factors that spillover from the personal life domain contributed highly to job satisfaction.

The findings of this study can help employers in gaining a deeper understanding of the needs and behaviors of female workers in the Middle East, potentially resulting in decreased job turnover and heightened productivity.

This study offers valuable insights into the cultural dynamics at play and sheds light on the psychology of the Arab female workforce. Given the limited research on job satisfaction among women in the Middle East and the Arab world, this study holds significant importance for practitioners.

The purpose of this paper is to test empirically the relationship between the strategic involvement and the devolvement of human resource functions with organisational performance.

This paper is based on the primary data collected from the population of financial firms based in Jordan. The methodology adopted for the purpose of data analysis includes the use of basic statistics, zero‐order correlations, confirmatory factor analysis and hierarchical regressions.

The results provide strong support for the hypothesis that the involvement of human resource functions into the business and corporate strategy reduces employee turnover rate and enhances financial performance. The analysis does not support the second hypothesis that empowering day‐to‐day human resource functions to line managers impacts negatively on employee turnover and positively on financial performance.

Our results imply that financial performance can be enhanced and employee turnover rate decreased by involving human resource directors in the overall strategic decision‐making process of companies. However, our results also imply that the devolvement of routine human resource issues to line managers is neither positively related to the financial performance of the companies nor negatively related to employee turnover. This raises doubts as to whether, after having involved human resource functions into the strategic affairs of the company, they are empowered enough to make a positive impact.

This is one of few papers conducted on this topic in a non‐western environment, and the first of its kind for the country of Jordan. This paper contributes to the field through its approach to measuring and testing strategic human resource management theory. The paper also successfully links the core aspects of strategic human resource management with objective indicators of financial performance of the companies.

The purpose of this paper is to measure the antecedents of students' attitude and the impact of students' attitude on the intention to repay study loans.

Primary data from 428 students in universities in Malaysia are collected and six constructs from theory are identified: perceptions that loan repayment will affect the quality of life after graduation; awareness of loan repayment issues created by media; perceptions towards loan agreement; parental influence; students' attitude towards loan repayment; and intention to repay loan. Structural equation modelling approach is adopted to analyze the data.

Constructs of parental influence and perceptions that loan repayment will affect the quality of life after graduation are found to have a direct relationship with students' attitude towards loan repayment; perceptions towards loan agreement is found to influence belief that loan repayment will affect the quality of life after graduation; and awareness of loan repayment issues created by media is found to affect parental influence. The relationship between students' attitude and intention is found to be statistically positive and significant.

The study has been conducted in aggregate form. Future studies could account for ethnic, gender, and regional differences.

The primary users of the results of this study would be the countries that provide education loans, and keen to cut down on student loan defaults.

The study is first of its kind to approach the issue of student loan defaults in a multi‐method manner and develop a comprehensive theoretical model that can be put to empirical test by future researchers.

The purpose of this paper is to contribute to the understanding of the HRM and organisational performance (OP) nexus by drawing attention to the complex interplay of internal and external factors affecting OP, and to further provide an integrated framework for the testing of this nexus.

Relevant literature is reviewed and assessed critically. A theoretical framework is provided with the objective to measure the HRM‐OP nexus.

Whilst the majority of the extant literature on HRM has focused mainly on internal factors, the authors suggest that the domain of the internal factors considered thus far needs to be widened and external factors need to be acknowledged explicitly. They provide a schematic model portraying the intricate nature of internal and external factors. They subsequently provide an integrated framework of factors in order to measure HRM practices' effects on OP.

The suggested framework is theoretical pending empirical testing. The framework can serve as a template for future research.

The framework can be put into a universally testable template for use by researchers.

The paper, for the first time, schematically brings together and discusses the elements affecting the HRM‐OP nexus, and further provides a framework in the form of a set of exhaustive factors – which will facilitate this nexus being put to empirical test.

The paper aims to draw on rational choice theory (RCT) to explore factors underpinning the decision by female entrepreneurs in Nigeria to enter self‐employment.

A survey research design involving the use of questionnaire and structured interviews to obtain primary data was adopted. Primary data pertain to 300 female entrepreneurs currently engaged in their businesses in three states within the south‐west of the country. A model developed from reviewed literature and multivariate logistic regression analysis was used to analyse data.

Findings suggest the significance of “educational” and “family” capital, an “internal” orientation to social recognition as well as an “external” environment characterised by deregulation of the economy. Results broadly conform to RCT theory postulates of rational behaviour.

Inter‐regional variances could not be addressed since the data are analysed in aggregate. Analysis of disaggregate data are required to study these differences and also those at the inter‐sector (manufacturing/services, etc.) levels.

Results from the study indicate that the government measures such as de‐regulation which may as yet be in small measures have started to work and that these should be continued. The government can go a step further and identify entrepreneurs with characteristics described in this paper and provide them with the requisite help to get them started on the entrepreneurship route.

The study makes a theoretical contribution by applying the lens of rational choice to this specific context. It also makes an original empirical contribution by focussing on an under‐researched group by examining the influence of personal, social, market and environmental factors on the probability of females becoming entrepreneurs.

The purpose of this study is to examine the influence of the structural, relational, and cognitive dimensions of knowledge‐sharing in subsidiaries of multinational enterprises (MNEs) located within the Kingdom of Saudi Arabia (KSA), and the impact of knowledge flows on the performance of such subsidiaries.

A cross‐sectional survey research design, involving the use of a questionnaire to acquire the primary data, is adopted. The analysis is based on 147 completed questionnaires. Descriptive statistics and multivariate regression analysis are used in the analysis of the data.

Formal control mechanisms are widely used as opposed to informal channels of control. Knowledge flows are associated with personalised or bureaucratic controls. Both mechanisms are negatively associated with performance, whilst output control and informal coordination are positively associated. Increased local presence and subsidiary R&D is positively associated with performance.

The methodology adopted for this study can be extended for similar studies in the Middle East or in GCC countries. Policy makers in host countries in which MNE subsidiaries operate may find the results an important leverage for negotiating with MNEs for R&D to be conducted in their countries. Possible spill‐overs and diffusion effects of such R&D could then also benefit domestic firms.

This is one of few studies of this nature conducted in the Middle East, and the only one in the context of KSA, which has explicitly investigated the connection between knowledge flows, controls, and performance.