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A Gulf Arab Management Style:A source of competitive
advantage
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The competitive market
Differentiating capability as source ofcompetitive
advantageResourced-based view of the firm
Firm X
Firm D
Firm B
Firm C
Firm A
The X factor: A differentiating capabilityValuable (in relation
to the market)
Rare
Hard to imitate
Hard to substitute
Owned by you
Firm X
CompetitiveAdvantage
E.g. innovative capacity,
ability to exploit knowledge
Gulf Arab Management Style?
Barney, J.B. and Clark, D.N. (2007) Resource-Based Theory:
Creating andSustaining Competitive Advantage. Oxford University
Press, Oxford
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Linking Strategic intent and capabilities
Dubai
Malls Group
Global Bank
Telecomms
World leading expertise in Malldesign and customer
psychology
Frontline staff that are friendlierand more helpful than
anyone
elses
Leading technical innovators, topinternational marketing
expertise (retention)
Rapid expansion through providingretailers with more
footfall
High customer retention andrecommendation through
exceptional customer service
... extend its reach into newtechnologies, services andmarkets
to create opportunities
for our customers
Organisation Strategic Intent Differentiating capability
The United Arab
Emirates
... that citizens are able to benefitfrom the country's
increasing
wealth
Exceptional percentage ofpopulation as leadersready
to manage
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Causal Factors Attributes of the Gulf ArabManagement Style
Islam(sects)
Family, tribe,in-group
Traditional
lifestyle(nomad,
maritime etc
Ottoman,colonial
bureaucracies
Tradition of
internationaltrading
Arab language,outlook, pride
Culture(collectivism,high power-distance etc)
Beliefs
Values
Patriarchal
Authoritative
Consultative
Personal,interested,
involved
Conflict
avoidance
Relationshiprather than
task oriented
Timeflexible
Organisationas family
Open
door
Expectations of the managed
Non-delegation
Fate vsself-will
Visionary
To be lookedafter
To beconsulted
To bedirected To be
forgivenUnderstand thatfamily is first
Hospitable
Responsibilityto society
Obligationsto kin
Life/workbalance
Consultativecautious decision
making
High employeeengagement &alignment
Micromanagement
Strongculture
Nepotism
Slowdecisions
Heavy but
ignoredbureacracy
Organisationalpolitics
Opennessto trade
Projectmgmt?
PositiveOutcomes
NegativeOutcomes
Expatriatecultures
Stakeholdermgmt
Corporatesocial
responsibility
Ethicalmanagement
A Gulf Arab Management StyleExample model
