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Doing Business in the Middle East : A Research-Based Practitioners' Guide.

The book explores the existing and emerging political and legal frameworks, socio-cultural patterns, national infrastructures, regulatory environment, and how to negotiate within them in the Middle East. Includes case studies, examples of effective and ineffective practices and clear take-aways.

Bibliographic Details
Main Author: Budhwar, Pawan.
Other Authors: Pereira, Vijay.
Format: eBook
Language:English
Published: Oxford : Taylor & Francis Group, 2023.
Edition:1st ed.
Subjects:
Investments, Foreign-Middle East.
Electronic books.
Online Access:Click to View
Table of Contents:
  • Cover
  • Half Title
  • Title Page
  • Copyright Page
  • Dedication
  • Table of Contents
  • List of Figures
  • List of Tables
  • Contributors
  • Preface
  • Part I: The Middle East Business Context
  • Chapter 1: The Middle East Context: An Introduction
  • The Middle East Context
  • Topics Covered in the Book
  • Useful Websites
  • References
  • Chapter 2: Economic Environment in the Middle East: Facts and Initiatives
  • Introduction
  • GDP per Capita
  • GDP Across Sectors of the Economy
  • Unemployment
  • Progress Toward Economic Diversification and Ease of Doing Business in the GCC Region
  • Conclusions
  • Notes
  • References
  • Chapter 3: The Political Environment in the Middle East: A Comparative Analysis of the UAE, Egypt, and Iraq
  • Introduction
  • Political and Economic Environment
  • The UAE
  • Advantages and Benefits of the UAE's Political and Economic Environment
  • Constraints and Disadvantages of the UAE's Political and Economic Environment
  • Egypt
  • Advantages and Benefits of Egypt's Political and Economic Environment
  • Constraints and Disadvantages of Egypt's Political and Economic Environment
  • Iraq
  • Advantages and Benefits of Iraq's Political and Economic Environment
  • Constraints and Disadvantages of Iraq's Political and Economic Environment
  • Regulations
  • The UAE
  • Advantages and Benefits of UAE's Regulations
  • Constraints and Disadvantages of UAE's Regulations
  • Egypt
  • Advantages and Benefits of Egypt's Regulations
  • Constraints and Disadvantages of Egypt's Regulations
  • Iraq
  • Advantages and Benefits of Iraq's Regulations
  • Constraints and Disadvantages of Iraq's Regulations
  • Conclusion
  • Useful Websites
  • References
  • Chapter 4: Changing Legal Framework of the GCC Countries
  • Introduction
  • Economic Diversification, Ease of Doing Business and FDI Flows to GCC.
  • Liberalization of FDI Law in GCC Allowing 100% FDI Participation
  • UAE Changes Nominee Shareholder Arrangement
  • Changing Commercial Company Law Structure to Host 100% FDI
  • Improving Governance in Public Joint Stock Companies and Protecting Composition Scheme
  • Extending Reform to Ownership Structure of Public Joint Stock Companies
  • Concluding Remarks
  • Challenges for Investment in the GCC and Broadly in the Middle East
  • Key Takeaway
  • Useful Websites
  • Appendix I: Reform in the Legal Framework in GCC - at a Glance
  • Appendix II
  • Appendix III
  • References
  • Chapter 5: Wasta in the Middle East: A Corruption or an Opportunity
  • Introduction
  • Wasta and Business
  • Scale Development (with 14 Items) - Phase 1 of Study
  • Wasta Legitimacy
  • Pragmatic legitimacy of Wasta
  • Item 1: Wasta is offered to companies' clients to keep and enhance their relationships with them
  • Item 2: Wasta is used to speed up certain processes especially when dealing with governmental institutions that suffer from ineffective bureaucracy
  • Item 3: Wasta is used because it leads to recruit and hire well-connected employees in the market who bring business to the employing companies
  • Item 4: Wasta is used in doing business and getting best offers and deals such as getting tenders
  • Item 5: Wasta is used to hire family's members because their competences and experiences are well known by the recruiters
  • Item 6: Wasta is used to hire family's members because they are more likely to be committed to their family business and give it a maximum effort
  • Normative Legitimacy
  • Item 1: Wasta is used to show the commitment and obligation to the families and their members
  • Item 2: Wasta is used to meeting friendship expectations of supports
  • Item 3: Wasta is used to practices Islamic principle "shafa'a"
  • Item 4: Wasta is used as an act of charity.
  • Cultural-Cognitive Legitimacy of Wasta
  • Item 1: Wasta is exercised because it gives status and feeling of satisfaction to the Wasta person
  • Item 2: People who have strong Wasta (supplicant) feel powerful and protected in the society
  • Item 3: People use Wasta as a result of absence of the social justice
  • Item 4: People use Wasta because they believe that nothing can be achieved or reached without Wasta in the labor market
  • Discussion
  • Phase 2: Scale Validation
  • Expert Opinion
  • Scale Testing
  • Data Analysis
  • Exploratory Factor Analysis (EFA)
  • Confirmatory Factor Analysis (CFA)
  • Takeaway
  • Case Study
  • References
  • Part II: Conducting Business in the Middle East
  • Chapter 6: Entry Modes to Middle East-GCC Markets: The Case of the UAE
  • Introduction
  • Legal Frameworks Governing Market Entry in the GCC
  • Investment Promotion Policies in GCC Markets
  • Free Trade Zones
  • Foreign Direct Investment
  • Trade Routes
  • Human Capital
  • Theoretical Lens
  • Risk Mitigation in GCC Market Entry
  • Promoting Responsible Conduct in GCC Markets
  • Sector-Related Concerns for Investors
  • Renewable Energy Sources
  • Development of Smart Cities
  • Outward Foreign Direct Investment (OFDI)
  • Sovereign Wealth Funds (SWF)
  • Property Ownership
  • Conclusions
  • References
  • Chapter 7: Employment Relations in the Middle East and North Africa (MENA)
  • Introduction
  • Countries and Clusters
  • Labour Markets and Regulation
  • Management in Practice
  • Collective Employee Relations
  • Legislative Frameworks
  • Freedom to Associate
  • Collective Bargaining and Social Dialogue
  • Right to Strike
  • Labour Protection
  • TU Membership
  • Conclusions
  • Websites
  • References
  • Chapter 8: Banking and Financial Institutions in the Gulf Cooperation Council Region
  • Introduction
  • Source of the Asymmetric Difference in Knowledge.
  • Banking Regulatory Framework Is Universal and Not Unique to the GCC
  • Different National Legal System Is Not Necessarily a Deal Breaker
  • Example of the Usage of English Law in Dubai International Financial Centre (DIFC)
  • Implications of the Difference in the Legal Systems
  • Can History Provide the Strategic Advantage of Doing Business in the Middle East?
  • The Role of Central Banks in the GCC Are Like Any Other Country Except for Islamic Banking and Possibly Fintech
  • Types of Financial Institutions Supervised by the Central Banks in the GCC
  • GCC Has the Characteristics of an Emerging Equity Market
  • Like the Developed Countries the GCC Is Vulnerable to Crises
  • Conclusions
  • Note
  • References
  • Chapter 9: Accounting and Taxation Systems in the Middle East
  • Introduction
  • Taxation
  • The Middle East and MENA Countries
  • History of Taxes and Types of Taxation
  • An Overview of the Current Taxes in the Middle East
  • Challenges for Foreign Investors and MNCs
  • Accounting
  • Accounting Systems in Middle Eastern Countries
  • Challenges Facing Governments and MNCs
  • Conclusion
  • Useful Websites
  • References
  • Chapter 10: Managing Human Resources in the Middle East
  • Introduction
  • Developments in HRM in the Middle East
  • Case Study: UAE and Technology in HRM
  • Challenges for HRM in the Middle East - Key Takeaway
  • References
  • Chapter 11: Conflict Management and Negotiation in the Middle Eastern Workplace
  • Introduction
  • Interests and Aspirations
  • Sources of Power and Influence
  • Informational Sources of Power
  • Power Based on Position in an Organization
  • Personality and Individual Differences
  • Networks and Referent Power
  • Contextual Sources of Power
  • Conflict Resolution Styles
  • Trust and Relationship in Negotiations
  • Conclusion
  • Recommendations: Way Forward
  • Useful Links
  • Note
  • References.
  • Chapter 12: Performance Management in the Middle East
  • Introduction
  • Factors and Sub-factors Affecting PM in the Middle East
  • Impact of External Factors on PM in the Middle East
  • Collectivism
  • Wasta/Nepotism
  • Power Distance
  • Impact of Institutional Factors on PM in the Middle East
  • State-Owned Enterprises (SOEs)
  • Family-Owned Enterprises (FOEs)
  • Foreign Invested Enterprises (FIEs)
  • Impact of Internal Factors on PM in Middle East
  • Technology
  • Leadership
  • Uses of Performance Appraisal
  • Legal Uses of Performance Management in the Middle East
  • Features of Performance Appraisal in the Middle East
  • Conclusion
  • Case Study
  • FAHR
  • Relevant Websites
  • References
  • Chapter 13: Expatriate Management in the Middle East
  • Introduction
  • Key Contextual Considerations for People Managers and Expats
  • Sociocultural Context of Host Country
  • Economic Context of Host Country
  • Political Context of Host Country
  • Recommendations for Excellence in the ME
  • Recommendations for Human Resource Professionals
  • Recommendations for Expats
  • Conclusion
  • References
  • Part III: Emerging Themes
  • Chapter 14: Gender Issues at the Workforce in the Middle East
  • Introduction
  • Women's Employment in the Middle East
  • Social-institutional Challenges
  • Visible and Invisible Inequalities within the Workplaces
  • Country Context: Saudi Arabia's Structural and Institutional Changes
  • Recommendations to Promote Gender Equality in Middle Eastern Workplaces
  • Case Study - Saudi Aramco and the Gender Gap
  • References
  • Chapter 15: Innovation: The Unconventional Gateway to the Middle East
  • Introduction
  • Technology Transfer
  • Technology Transfer Reality
  • Indigenous Technological Capability
  • Innovation
  • Background
  • The Global Innovation Index (GII)
  • Egypt
  • Saudi Arabia
  • UAE
  • Conclusion
  • References.
  • Chapter 16: Government e-Services and Reputation: Case of UAE.

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