The influence of the UAE context on management practice in UAE business

Andre de Waal and Miriam Frijns

International Journal of Islamic and Middle Eastern Finance and Management, 2016, vol. 9, issue 2, 236-253

Abstract: Purpose - This paper aims to investigate whether the United Arab Emirates (UAE) business context as described in the literature still matches with the UAE business context in practice. In many managerial publications, and even in quite a few academic ones, warnings are given about the different and difficult business environment which exists in Arab countries. This environment is allegedly characterized by a high religious influence, a definitive centralization of power, a strong family and tribal culture and a strong role ofwasta, which makes doing business in the Middle East arduous. However, the context of the UAE is not typical Arab, as it is very much multicultural with many expatriates working in both local and foreign companies. Design/methodology/approach - The theoretical aspects of the UAE business context were derived from a literature study. The aspects of the UAE business context in practice were collected during interviews with 36 Emirati and Western and Eastern expat managers working in the UAE. Subsequently, the theoretical aspects were matched with the practical aspects. Findings - The matching shows that the typical Arab business setting is still there but that it exists next to the international business setting. Research limitations/implications - Because of the coexisting cultural business settings, more nuance is needed in describing the typical Arab elements of the UAE business context, to fully understand the way of operating in the UAE. Originality/value - As during this study a cross section of nationalities working in the UAE, including Emirati, was interviewed, it gives an unique insight into the current state of affairs in the UAE.

Keywords: United Arab Emirates; Culture; Business context (search for similar items in EconPapers)
Date: 2016
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Persistent link: https://EconPapers.repec.org/RePEc:eme:imefmp:v:9:y:2016:i:2:p:236-253

DOI: 10.1108/IMEFM-01-2015-0012

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