Presentation on theme: "A Gulf Arab Management Style: A source of competitive advantage Interested - Contact: 0044 7785 110910."— Presentation transcript:
A Gulf Arab Management Style: A source of competitive advantage Interested - Contact: firstname.lastname@example.org email@example.com 0044 7785 110910
The competitive market Differentiating capability as source of competitive advantage Resourced-based view of the firm Firm X Firm D Firm B Firm C Firm A The X factor: A differentiating capability Valuable (in relation to the market) Rare Hard to imitate Hard to substitute Owned by you Firm X Competitive Advantage E.g. innovative capacity, ability to exploit knowledge Gulf Arab Management Style? Barney, J.B. and Clark, D.N. (2007) Resource-Based Theory: Creating and Sustaining Competitive Advantage. Oxford University Press, Oxford
Linking Strategic intent and capabilities Dubai Malls Group Global Bank Telecomms World leading expertise in Mall design and customer psychology Frontline staff that are friendlier and more helpful than anyone elses Leading technical innovators, top international marketing expertise (retention) Rapid expansion through providing retailers with more footfall High customer retention and recommendation through exceptional customer service... extend its reach into new technologies, services and markets to create opportunities for our customers Organisation Strategic IntentDifferentiating capability The United Arab Emirates... that citizens are able to benefit from the country's increasing wealth Exceptional percentage of population as leaders – ready to manage
Causal Factors Attributes of the Gulf Arab Management Style Islam (sects) Family, tribe, in-group Traditional lifestyle (nomad, maritime etc Ottoman, colonial bureaucracies Tradition of international trading Arab language, outlook, pride Culture (collectivism, high power- distance etc) Beliefs Values Patriarchal Authoritative Consultative Personal, interested, involved Conflict avoidance Relationship rather than task oriented Time flexible Organisation as family Open door Expectations of the managed Non-delegation Fate vs self-will Visionary To be looked after To be consulted To be directed To be forgiven Understand that family is first Hospitable Responsibility to society Obligations to kin Life/work balance Consultative cautious decision making High employee engagement & alignment Micro management Strong culture Nepotism Slow decisions Heavy but ignored bureacracy Organisational politics Openness to trade Project mgmt? Positive Outcomes Negative Outcomes Expatriate cultures Stakeholder mgmt Corporate social responsibility Ethical management A Gulf Arab Management Style Example model
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