Wasta and Non-Arab Training, Characteristics, Task, and Culture in Arab Markets

Non-Arab global leaders face many cultural challenges when doing business in Arab markets. One such challenge is how to work with wasta, which is translated as networking and favoritism. The purpose of this study was to identify the relationships between wasta and a non-Arab managerial expatriates' training, personal and professional characteristics, task complexity, and cultural differences and the effect of such relationships on wasta performance of non-Arab managerial expatriates in Arab markets. ---. A quantitative non-experimental survey design was used to collect and statistically test data to answer the research questions. A simple random sample of 53208 non-Arab expatriates currently working in the U.A. E. were invited to participate in the study, resulting in -final sample of 175 non-Arab expatriates who are holding managerial positions (.33%). Simple and multiple regression analyses were used to test the research questions and hypotheses. Coefficient alphas and factor analyses were conducted on all scales used in the study in order to examine their reliability and validity. For the multiple regression analyses, an F Value statistical test was used to identify the model's significant predictive capability. R Square (R2) identified the variances i n the dependent variable -. -explained by the independent variables. Findings of this study indicated significant influence of Expatriates' Training on the Wasta Performance indicator of ability to build network with Arab managers; Expatriates' Characteristics on the Wasta Performance indicators of ability to build network and relationship with Arab managers, ability to understand Arab managers' decision making, and ability to integrate in the Arab business community; Task Complexity on the Wasta Performance indicators of ability to build network and relationship with Arab managers, and ability to integrate in the Arab business community; Cross-Cultural Differences on the Wasta Performance indicators of ability to build network and. strong relationship with Arab managers and understand Arab managers' decision making. Future research may also include non-managerial expatriates in Arab markets, focus on the differences between wasta in the Arab culture and networking in other -cultures, and assess non-*expatriates in other Arab countries. -TABLE OF CONTENTS Page LIST OF TABLES LIST OF FIGLTRES . Xlll CHAPTER I: INTRODUCTION TO THE STUDY Introduction and Background to the Problem Purpose Definition of Terms Justification Delimitations andScope CHAPTER 11: REVIEW OF' THE LITERATURE, THEORETICAL . FRAMEWORK, RESEARCH QUESTIONS, AND HYPOTHESES Review of the Literature Theoretical Literature Networks Cultural dimensions Cross-Cultural training Empirical Literature Wasta and cultural influence evidence Expatriates' training evidence Expatriates' characteristics evidence Instrumentation Literature Related Studies Synopsis of the Literature Theoretical Framework Research Questions Research Hypotheses CHAPTERIII: RESEARCH METHODS Research Design Population, Sample, and Setting Instrumentation Part 1 : Basic Information of the Firm and Respondent Part 2: Expatriates' Training Part 3: Expatiates' Characteristics Part 4: Expatriates' Task Assignment Part 5: Cross-Cultural Differences Part 6: Expatriates' Wasta Performance TABLE OF CONTENTS (Continued) Procedures: Ethical Considerations Data Collection Methods Methods of Data Analysis Evaluation of Research Methods CHAPTER IV: RESULTS Final Data Prodncing Sample . Validity and Reliability of Measurement Scales Coefficient Alpha and Factor Analysis for Part 2: f i e Effect of Expatriates' Training35 W a s t a ~ o r m ~ e Coefficient and Factor Analysis for Part 3: Expatriates' Characteristics to Wasta Performance Coefficient and Factor Analysis for Part 4: Expatriates' Task Complexity to Wasta Performance Coefficient and Factor Analysis for Part 5: Cross-Cultural Differences to Wasta Performance Coefficient and Factor Analysis for Part 6: Expatriates' Wasta Performance Research Questions Research Question 1 Research Question 2 Research Question 3 Research Question 4 Research Question 5 Research Hypotheses Research Hypothesis 1 Research Hypothesis 2 Research Hypothesis 3 ResearchXypothesis 4 Research Hypothesis 5 CHAPTER V: DISCUSSION Summary and Interpretations Practical Implications Conclusions Limitations Recommendations for Future Study Page 56 58 59 63