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The authors seek to explore the interplay between perceived training opportunities (PTOs) and knowledge sharing in the context of the emerging economic setting of the United Arab Emirates. The authors also examined the moderating role of intrinsic and extrinsic motivation and engagement in social interaction on the relationship between PTOs and knowledge sharing.

The study employed a survey method to collect the data and tested the proposed hypotheses by using the partial structural equation modelling (PLS-SEM) technique. Data is based on 815 responses across all sectors in the country context of the UAE.

The study findings indicate that PTOs are positively related to knowledge sharing. Notably, the results show that the proposed relationship between PTOs and knowledge sharing is negatively and significantly moderated by intrinsic motivation. Moreover, the moderating roles of extrinsic motivation and engagement in social interaction were insignificant.

At a theoretical level, this article provides an individual-level analysis, which indicates that PTOs pave the way for intraorganizational knowledge sharing; hence, they offer insights into the mechanisms in which PTOs impact on knowledge sharing. This article also contributes to our general understanding on human resource management (HRM) practices and knowledge sharing in the context of the emerging economy of the UAE; the latter has a number of implications for both theory and practice as delineated in this study.

Knowledge sharing behaviour is becoming one of the main priorities in organizations operating in emerging economies, as knowledge sharing behaviour may impact their competitiveness. The purpose of this paper is to examine the impact of: openness and trust; top management support; and the reward system on knowledge sharing behaviour. In addition, the paper investigates how knowledge sharing behaviour impacts firm’s competitiveness.

The analyses in this paper were based on data from more than 230 companies operating in five industries in an emerging economy in the Gulf area. Structural equation modelling (SEM) methodology was used to test the impact of the three independent latent variables of openness and trust, top management support and the reward system on the knowledge sharing behaviour as well as the impact of the later on firm’s competitiveness.

Exploratory factor as well as confirmatory factor analysis were used to assess the five dimensions of knowledge sharing behaviour and firm’s competitiveness. SEM was used to test the four main hypotheses in this study and to assess the structural relationships among these five latent variables. There was a moderate relationship between the knowledge sharing behaviour and the three independent latent variables of openness and trust; top management support; and the reward system. There was a strong positive association between knowledge sharing behaviour and firm’s competitiveness.

For academics, the paper offers an opportunity to further study knowledge sharing behaviour in other emerging economies. Academics who are interested in examining this issue further may extend our study in many directions. For practitioners, our findings should motivate practitioners to place emphasis on top management support, openness and trust and the reward system to create a proper culture for knowledge creation and sharing.

To the best of the authors’ knowledge, this study is the first attempt in its purpose and design to study knowledge sharing behaviour in multiple industries in an emerging economy such as that of Saudi Arabia.

The purpose of this study is to investigate the factors that influence the development of human capital by examining the interplay between different organizational mechanisms, including leadership, organizational culture and human resources management (HRM) practices. This study aims to enhance our understanding of how knowledge exchange influences human capital, with a specific focus on the unique context of Dubai, an area and context that have been underexplored in this research domain.

This study used a survey-based approach, involving 611 participants working across different sectors based in Dubai. This study used partial least squares structural equation modeling as the statistical analysis method.

The results of the study indicate that leadership behaviors have a predictive influence on organizational culture. In turn, organizational culture significantly affects knowledge exchange. Additionally, the study reveals that commitment-based HRM practices play a significant moderating role in the relationship between organizational culture and knowledge exchange.

This study contributes to the existing literature by providing valuable insights into the interplay between leadership, organizational culture and commitment-based HRM practices. By exploring these factors and their influence on knowledge exchange and human capital, the study enhances both the theoretical understanding and practical application in this field.

The pandemic emphasised the importance for society of the “hidden” workforce – cleaners, delivery drivers, security guards or hospital porters. This paper explores the well-being of low-status expatriates in the international workplace exemplified by the United Arab Emirates (UAE). This is one of the first studies examining the well-being of people at the bottom of the pyramid, living in difficult circumstances, and undertaking work that is hard and sometimes dangerous.

The authors adopt an exploratory approach. Using semi-structured interview data from 21 low-status expatriates, the authors examine their experiences in the UAE in relation to their well-being, allowing the authors to suggest the need to develop our understanding of the concept of well-being and the concept's application.

Low-status expatriates live restrictive lives, away from their family and friends for extended periods, and subject to rigid terms and conditions of employment. Difficult circumstances, long working hours, late or arbitrarily reduced salary payment and a lack of voice affect their personal well-being and sacrificed to consideration for their family well-being. Applying the concept of well-being in such cases requires the authors to develop the notion beyond the individual to encompass the wider family.

This exploratory analysis opens new avenues for well-being studies and highlights the need for contextualised research. Future research might benefit from quantitative methods being used alongside qualitative methods and collecting multiple perspective data, including the views of managers and policy makers and data from the “left-behind” families of these low-status expatriates.

There is plenty of scope for managers of low-status expatriates to improve the latter's well-being. Given the lack of interest in doing so, the authors suggest that policy makers may need to modify extant legalisation to ensure a greater focus on low-status expatriates.

The authors believe this to be the first study to examine the impact of family orientation on the well-being of low-status expatriates, encouraging the authors to challenge and suggest developments to current understandings of well-being.

This paper aims to explore the dynamics of workplace relationships between expatriates and host country nationals (HCNs) in international development organisations (IDOs) through the lens of the social comparison theory. These relationships are likely influenced by the way human resource management (HRM) practices are implemented among individuals from both groups.

The auhtors used an inductive approach and analysed qualitative data from ten expatriates and twenty HCNs employed by five IDOs in Nigeria, a risk-prone context.

The findings demonstrate that both expatriates and HCNs perceive that the HRM practices implemented by IDOs are more favourable to expatriates. This leads to further social comparisons between members of both groups, affecting their workplace interactions.

The way expatriates and HCNs perceive and act towards these differential practices matters for the operations of IDOs. As such, the authors recommend that IDO management may consider acknowledging diversity in their workforce, enact inclusive practices and make deliberate investments on learning opportunities and maximise the continued investments in expatriate use.

This study contributes to expatriation literature by clarifying the extent to which the enactment of differential HRM practices in a risk-prone context can exacerbate upward social comparisons and significantly influence working relationships. The authors explore this outside the context of multinational enterprises, focusing on IDOs that play a valuable role in local societies.

The purpose of this paper is to empirically investigate the role of knowledge management (KM) in creating a culture of learning and creativity in a non-western context. It further seeks to stimulate broader empirical and theoretical discussions on this topic.

As little is known about KM approaches in the regional context, the qualitative approach was chosen as an appropriate method of studying this phenomenon. The openness of the qualitative method enables data collection that is not constrained by predetermined categories of analysis, and thus allows for a level of depth and detail that quantitative methods cannot provide. The empirical investigation is based on semi-structured interviews and conducted in the KM department of Dubai Municipality.

Results indicate that the impact of KM on organisational learning (OL) is below expectations. Written official statements or policies are not sufficient to enforce learning and creativity. Notably, institutional changes at the extreme produce conditions that might reduce the rate of OL. The role of KM is to develop context-specific strategies to embrace learning and creativity.

The developmental process as it unfolds in Dubai has hardly been addressed by academics. However, because of the absence of research related to the regional context in general and KM and OL in particular the authors recommend future researchers to explore the impact of institutional settings on managing knowledge and learning. Researchers can identify in this regard the complexity of an emerging economy and attempt to develop a more fine-tuned understanding of its relationship to KM and OL.

In light of the institutional structures, the findings on KM and OL provide managers guidance in making decisions under extremely uncertain institutional settings.

KM and OL have been discussed within organisational and management research; however, the majority of these studies adopt a western-based perspective. This paper contributes to the understanding of the relationship between KM and OL in an emerging market setting, which has so far received insufficient attention.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

This paper identified that human capital is a key determinant in the success and performance of an organization. The paper also identified leadership as an important influence in terms of how human capital is managed.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.