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Index

Note: Locators followed by f refer figures, and t refer tables.

Abbasid, 34Abdalla, Ikhlas, A., 52, 54, 55,

65, 198Abuznaid, Samir Ahmad, 46, 137,

151, 168, 174, 201, 204Afghan camps, 20, 159Ahmad, Sayyid Fayyaz, 47Akhtar, M. Ramzan, 43, 49, 147, 149Al Arkoubi, Khadija, 3, 4, 17, 27, 43,

44, 68–72, 69, 70, 72, 74, 75, 77,78, 105, 138, 140, 149, 151, 154,155, 162, 166–70, 173, 174, 180,183, 184, 186–8, 187, 188,198–200, 199, 200, 202

Alawi dynasty, 15–16, 27Al-Habib, Mohammed, 3, 61Al-Homoud, Moudi, 52, 54, 55,

65, 198Ali, Abbas J., 3, 7, 9, 21, 34, 35, 37,

38, 41, 43–6, 49, 52, 55, 56,58–61, 63–5, 70, 72, 75–8,137–44, 151, 154, 156–8, 160,161, 164, 166, 167, 172, 180–2,185, 186, 188, 196–9, 201, 202

Ali, S. A., 35Al-Junaid, Syed Abdul Hamid, 50, 51Al-Khatib, Jamal A., 3, 61Al-Owaihan, Abdullah, 45, 160,

188, 201al-Qaeda, 20Al-Shakhis, Mohammed, 61Alvesson, Mats, 201, 204Amazigh Rights Associations, 19–20American management paradigms, 2Anwar, Syed Aziz, 50, 51Arab brothers, 25Arab culture

beliefs, 59

characteristics of, 52influence of, 51, 198; Islamic

values on, 4lack of creative thinking and

innovation in, 172male Arab culture, 178male-dominated, 63management, 2–3, 50, 58, 65orientation of, 61traditions and characteristics

of, 56Arabesque, 184, 186, 189–90, 191f ,

192–3, 195, 201–4classical, 193influencing dynamics, 192fmeaning, 184metaphor of, 184, 189–90,

202, 204motifs of, 189–90, 202pattern of, 189–90

Arabian Gulf, 62Arabian Nights, 24Arab management, 2–4, 50, 65

see also pan-Arab contextArab nationalism, 16Arab World, 1, 3, 76, 164, 197Armstrong, Karen, 31, 63, 158, 159,

176, 196Arnold, V., 67Atkinson, Paul, 11, 136authoritarianism, 115–16, 132,

155–6, 167, 187–8

Badawi, Jamal, 56, 77, 78, 165, 198Badawi, Jamal A., 44, 62, 63,

186, 197Badawy, M., 55Baligh, Helmy H., 39, 40, 48

214

Index 215

barakabelief in, 106–7, 186concept of, 26, 105, 109definition of, 27importance of, 160interpretation of, 106leadership, 72, 75meaning, 26, 162mystical power, 162saint-like, 27

Bardi, Anat, 8bay’a, 27Beardwell, J., 170Bedouin values, 76Beekun, Rafik I., 56, 77, 78, 165, 198benevolence, 8–9, 40–1, 187Benson, Philip G., 3, 4, 17, 27, 43,

69, 72, 75, 105, 151, 154, 155,162, 187, 188, 199, 200, 202

Berber rights movement, 20bicameral legislature, 16, 18bilingualism, 24, 153Bodur, Muzaffer, 50, 65, 66, 67, 75,

154, 165–8Boehnke, Klaus, 8Botton, Alain de, 203Brewer, John D., 11, 12, 83, 203Burrell, Gibson, 150

cafe discussions, 28Caliph, 27–8, 38, 105Charybdis of knotted

entanglement, 79Christianity, 34, 122, 180–2,

184–5, 200Claydon, T., 170Cohen, S., 15, 16, 18–21, 77, 78,

151, 153, 158, 159, 176collectivist approach, 128–9colonialism (colonization), 9, 63–5,

112, 140, 144, 154, 158, 164,173, 184, 202

British, 64beyond fourth paradigm, 63–5bureaucracy, 64, 76French, 64

history of, 143influence of, 140legacy of, 63, 188Ottoman Empire, 63–4resistance to, 16social and political instability, 164systems still in evidence, 64Western power, 64

Combs-Schilling, M. E., 161–2Commander of the Faithful (Amir

al-Mu’minin), 16Cooper, Terry L., 49Corbin, Juliet, 5, 11, 29, 77, 83,

136, 196Cox, J. Ben, 3, 4, 67–71, 70, 151,

173, 187, 188, 199, 200, 202Crawford, Norman G., 61cross-cultural studies, 65–8

collectivism, 67cultural dimensions, 66t–67tfamily collectivism, 67future orientation, 67gender egalitarianism, 67power distance, 67uncertainty avoidance, 67

Crotty, Michael, 203, 204cultural characteristics, 24, 58, 63,

106–8, 115, 120, 125, 134,136–7, 174, 183

family, 108patriarchy, 108religious beliefs, 120submission, 126

cultural ingestion of Islam, 136, 172,183–4

cultural characteristics, 183education, 183foreign influences, 183lessons, 172

culturally specific traits, 128cultural pressure, 44, 94, 179, 188cultural profiling, 68cultural–religious mix, 175

daily rituals of prayer, 28djellaba (traditional dress), 176

216 Index

Dolan, Simon L., 7, 8Dris-Ait-Hamdouche, Louisa, 19, 21dualism, 125, 127, 142–4

education, 151–4family, 151importance of foreign, 153learning by rote, 152partnership schools, 153private schools, 153public schools, 153work-place friendly, 151

Ellingham, M., 24El Mansour, Bassou, 68El Tayeb, H., 55employment rate, 23Endot, S., 41, 48, 175Estrada, Samuel D., 4, 67–71, 151,

173, 187, 188, 199, 200, 202estrangement, 143European financial crisis, 22European management paradigms, 2Ezzel, Samira, 20

family valuescollectivism, 147–8cultural manifestations of, 187development of special

relationships, 145–6importance of, 58, 89–90, 101,

129, 144–9, 166, 175, 180,186, 188

role of, 144Fassi families, 18fasting, 126, 173

see also Ramadanfatalism, 139father figure, 74, 108, 168Fatimide, 34Fenwick, John, 13, 77, 78, 192Forster, Gillian, 13, 77, 78, 192fourth paradigm, 2–3, 9, 12, 50,

52–3, 56, 59, 62–3, 146, 169,197–8, 199, 202, 204

approaches to women, 62–3Arab management, 2

cultural interpretation ofInsha’Allah, 140

gender issues in, 62Gordian Knot, 199, 204leadership, 52–7legacy of colonialism, 63–5management and organization

across, 56–9values across, 59–61

Francebusiness and management

practices, 155colonialism, 188French rule, 16, 112inculcation of values, 96influence of, 154–5interference, 155key influence on style of

education, 96partnership schools, 153role in development, 132, 155strategy of divide and rule, 16

Fulop, L., 6, 83, 134funnel structure of progressive

focusing, 11

Garcia, Salvador, 7, 8gatekeeper, 11Geertz, Clifford, 16, 24, 26, 27, 63,

74, 77, 78, 105, 140, 141, 160,186, 190, 196

Geertz, Hildred, 24, 25, 52, 72, 77,78, 108, 144, 146, 161–2,169, 187

Gellner, Ernest, 4, 24, 25, 141, 162,186, 190, 196

gendercultural dimensions, 66Islamic influence in business,

110–11, 175, 202issues, 51, 62in management practices,

Morrocco, 77–8, 93–4, 98,114, 118–9, 130–1, 133, 198

roles in UAE (example), 63and socio-economic factors, 83

Index 217

workplace responsibilities, 176–9see also hijab; women

generic management practices, 169Geography of Thought, The, 1Gessner, M. J., 67Gherardi, Silvia, 11, 82, 203Ghorbani, Majid, 62Ghoshal, Sumantra, 6Gibbs, Manton, 41, 43, 44, 182, 185GLOBE project, 67Gordian Knot, 51–2, 63, 65, 76–9,

137, 183, 189, 198–202, 204heuristic framework, 76–80, 199influences on management

practice, 78–80intractability of, 184metaphor of, 80, 189national character, 199pan-Arab research, 200unfathomable, 137unraveling, 201–2

Gorsuch, Richard S. L., 9, 185Great Arab Maghreb, 16Grisbrook, D., 24Guth, W. D., 7, 8

hadith, 33–4, 39Hajj, 126, 173Haleem M. A. S. Abdel, 30–2Hales, Colin P., 6Hammersley, Martin, 11, 136Hanafi School, 34Hassan II, 16–18, 28, 158headscarf, see hijabhedonism, 8heuristic framework, 12, 15, 29, 50,

59, 76, 77, 79, 136, 195,198–200, 204

building, 195development of, 15, 50, 195, 199final frame of, 197Gordian Knot, 76–9, 200second stage, 199silo-led design, 77–79, 199, 200

hierarchy, 26, 72, 96, 97, 115–16,132, 155–6, 188

hijab, 85, 99–100, 103, 115, 124, 175acceptability at workplace, 175external manifestation of Islam, 85focus of attention, 99perceptions of, 124as permanent struggle, 103sign of closed thinking, 103, 115

Hofstede, G., 7, 8, 50, 56, 61,65, 147

Hofstede, G. J., 50, 56, 65Hourani, Albert, 35, 77, 78, 161,

190, 196Huismans, Sipke, 8Human Development Index, 22Human Poverty Index, 22human resource management

(HRM), 51, 68–75aspects of, 68challenges, 70tclothes and cuisine, 69cultural identity, 69importance of, 69Islamic values, 71role, 69stagnated, 71

human rights, 16–17, 19, 21, 158Hutchings, Kate, 58, 59, 77, 78, 144,

145, 198

idealism, 56ideal of Islamic principles, 58individualism, 55, 61individuality, understanding of, 61industrialization growth, 61influence of Islamic values, 4, 147,

174, 191, 193Insha’Allah, 35, 89, 106, 121, 129,

139–42, 161cultural interpretation, 121, 140fatalistic belief in, 141fatalistic interpretation of, 129fate and, 140feature of, 141fourth paradigm, 140interpretation of, 35, 89meaning of, 121, 139–40

218 Index

Insha’Allah – continuedmisinterpretation of, 89negative, 140–1

insiders (management practice),83–96

communication, importanceof, 88

corporate global culture, 87cultural pressure, 94employer-employee relationship,

86, 90fraternity management

practice, 86gender, 83, 93–5influence of Islam in

management, 84–5Islam in business, 83, 92–3leadership and management, 83,

88–9national culture, 83, 89–91paternalistic approach, 91patterns of, 87people management, 83, 85–8socio-economic factors, 83socio-historic and economic

factors, 95–7solidarity, 86special relationship, 90team-working, 87thoughts on Islam, 84–5traditional approaches to work,

83, 91–2traditional way of life, 90

insiders-outsiders (managementpractice), 97–113

family education, 111family values, 101gender, 110growth of fundamentalism, 99importance of God, 106–7influence of religion, 106Islam in business, 109–10Islam in workplace, 100leadership style, 105message of Islam, 100national culture, 106–8

people management, 100–3personal nature of Islam, 97personal religiosity, 107–8religiosity, 99–100socio-economic factors, 111–13thoughts on Islam, 97–100traditional approaches to

work, 108transparency, 109

interpretivist methodology, 202–4Iribarne, Philippe de, 3, 4, 68, 72–4,

75, 77, 78, 140, 168, 174, 183,186, 197, 198

Islamabstention from ritual excesses, 26approach to management, 58authority of Sultans, 27baraka, 26cultural interpretation of, 116, 171culturally ingested, 161cultural values, 129ehsan, 58external manifestations of, 85fatalism and destiny, 126forms of, 116, 134, 185, 190foundation (the Qur’an), 39importance of, 14, 29, 41, 109incorrect interpretation

of, 126influence of, 4, 56, 72, 84–5, 97,

104, 106–7, 109–10, 116, 128,147, 161, 168, 173–4, 178,180, 184, 191, 193

ingestion of, 14, 24, 29, 106,120, 164

interpretation of, 20, 117, 125–6,131, 139, 165, 186

meaning, 30–1misinterpretations in business, 120monotheistic religions, 30normative Islam, 62personal nature of, 97, 120political ideology, 30pristine Islam, 31, 159–60, 196religious faith, 30

Index 219

role of, 27–8, 56–8, 62, 72, 103,108, 136, 190

schools of teaching, 34–5seven fundamental tenets, 31Sufi form of, 186tenets of, 73thoughts on, 84–5, 97–100urban orthodox, 25vigour of, 74wasta, 59Western influence and, 64

Islamic ethics, 41–8benevolence (Ihsan), 43tbrotherhood (Ukhuwwah), 43tbusiness and management

practice, 43tIslamic work ethic, 44–6justice (Adalah), 42t–43ttrusteeship (khilafah), 42t–43tunity (Tawid), 42t, 43t

Islamic mysticism, 16Islamic Perspectives on Management

and Organization, 40Islamic principles, 40–1, 43, 63, 65,

161, 163, 174, 179, 183, 188Islamic Schools of Philosophy, 33,

35, 36t–37tIbn Rush’d (No contradiction

between rationalism andspirituality), 37

Ikhtiar (free choice), 36Ikhwan-us-Safa (brothers of

purity), 37Jabria (Pre-dates Islam), 36Mutazilas (The Rationalistic

School), 36Tafwiz (free will), 36

Islamic teachings, misinterpretationsof, 140

Islamic valuesappreciation of, 183bank dealings, 92–3in business and management, 40,

46–8choice of, 3identifying process, 39

interpretations of, 35nature and content of, 196–7research on, 40–1

Islamic Work Ethic (IWE), 40, 44–8,51, 58–9, 61, 154, 160–1, 180,184, 186

characteristics of, 59competition, 160–1cultural contexts, 45effort, 160–1job satisfaction and

commitment, 45morally responsible conduct,

160–1transparency, 160–1

Islam in business, 40, 64, 83, 92–3,109–10, 117–18, 130, 159–64

advertising, 117–18bank dealings, 92baraka concept, 109, 160, 162commercial exploitation of

personal faith, 130conflicting views, 92influence of education, 160kilmah, 162–3modesty, 164transparency, 109

Jabria School, 64Jaidi, L., 15, 16, 18–21, 77, 78, 151,

153, 158, 159, 176Japanese style of management,

2, 88Joffe, George, 28Judaism, 180, 182, 184Justice and Development Party

(PJD), 21

Kabasakal, Hayat, 50, 65, 66, 67, 75,154, 165–8

Kalantari, Behrooz, 41, 46,147, 149

Kazmi, Azhar, 41, 51, 65, 68Kegels, Guy, 6Khadra, Bashir, 55, 56, 198

220 Index

kilmah (employing in business),162–3

King, Nigel, 11kinsman, 25, 150Kristianasen, W., 17, 21

Lalani, Arzina R., 38Latifi, F., 41, 47, 144, 146, 147,

167–8, 186, 187leadership, 51–7, 71–5, 83, 88–9,

125, 165–79authoritarian, 72, 187baraka, 75bases of, 56–7caliphal model, 55charismatic traits, 162contradictory views on

gender, 179elements, 55equality between sex, 176expectations of, 186family, 71father, 71, 75fourth paradigm, 53t–54tgender, 176–9GLOBE project, 67honesty and transparency, 165ideal form of, 55individualism, 55instances of, 168Islamic approach, 56lack of institutionalization, 55lived management practices, 170managing two worlds, 169–73organization’s approach, 170participative, 165–9paternalism, 166–9patriarchy, 166–9perceptions of, 72personalism, 55prophetic leader vs. ordinary

man, 55prophetic model, 56pseudo-consultation, 52, 166religious practice in workplace,

173–6

spiritual, 75style according to

circumstances, 168success of, 55team-building, 165warrior saint, 71, 75, 186Western approach, 166

Leaman, Oliver, 26leisure and retail industries, 92liberalization of trade and

privatization, 17Lilley, S., 6, 83, 134Linstead, S., 6, 83, 134lived management, 77, 139, 200living Islam, 180–2Locke, Karen, 11, 203Lowe, Kevin B., 53, 63, 72Lynham, Susan A., 3, 4, 67–71, 151,

173, 187, 188, 199, 200, 202

magical powers, 141Maliki School, 34management practice, 6–11

analysis and interpretation, 81–3goals, 9guiding principles, 9influence, 9–10paternalism, 92values, 7, 9working definition, 6–9

management values, 75–6inherited colonialist attitudes, 75paternalism, 75superior attitude, 75

Mapstone, Richard H., 61maraboutism (religious tradition), 16Marchal, Bruno, 6McCourt, W., 69, 71, 154, 155,

169, 200McVeigh, S., 24Mernissi, Fatima, 175, 176, 178Metcalfe, Beverly Dawn, 2, 62–3, 77,

78, 175, 176, 179, 198Metle, M. Kh., 62Mintzberg, H., 6Mobley, W. H., 67

Index 221

Mohammed V, 16–17Mohammed VI, 16–19, 21, 23, 117monarchy, 16, 18, 27–8, 38, 151

entwining with Islam, 28irreconcilable conceptions, 27religious role, 28role of, 17

monotheistic religions, 30, 37, 84–5,120, 122, 134, 160, 193

moral filter, 3Mostafa, Mohamed M., 62, 63, 178Motii, Nadia, 3, 4, 67–71, 151, 173,

187, 188, 199, 200, 202moudawana conservative family

code, 19Muna, Farid A., 25, 53, 63, 77, 78,

138, 144, 145, 147, 172, 175,181, 185, 186, 198

Munson, Henry Jr., 16, 24, 26–8, 38,63, 72, 77, 78, 105, 141, 158,162, 196

Muslimsartefacts of faith, 99–100definition, 30divisions, 37–8Islamic Work Ethic, 161Moroccon, 34, 115, 139–40Qur’an and, 31–3Sunna, 33Wahabi, 61see also Islam

Mutazilas school, 35mysticism, 16, 24, 186

Najem, Tom P., 22Naqvi, Syed Nawab Haider, 47national character, 4–5, 14–15, 30,

52, 68, 76, 77, 79, 81, 137–50,182, 186, 189, 193, 195–6,198–202

collectivism, 148concept of family, 138family values, 144–9feature of, 4, 137, 186hospitality, 138identification of, 52

impact of, 68importance of, 198intractable nature of, 79Islam and, 139–44patriarchy in, 149–50qaraba (closeness), 146respect for all, 138solidarity, 138values of fraternity, 138

National Initiative for HumanDevelopment (NIDH), 23

nepotism, 59, 145, 169Nisbett, Richard E., 1Northouse, Peter G., 165, 166

objectivism, 35open coding, 83, 136Organization for Economic

Co-operation and Development(OECD), 22

Ottoman rule, 15outsider-insider (management

practice), 113–18authoritarianism, 115–16cultural characteristics, 115gender, 118Islam in business, 117–18national culture, 116–17paradox/duality, 113, 115patriarchy, 116people management, 115–16political repression, 117thoughts on Islam, 113–15

pan-Arab context, 197–9, 204extant research on

management, 198influence of Arab culture, 198

participative management, 166, 172Parvez, Zahid, 44, 50paternalism, 75, 91–2

cultural influences, 91form of, 91patriarchy and, 166–9ramification of, 92

222 Index

patriarchy, 62–3, 106, 108, 116, 134,138, 149–50, 156, 165–8, 170–1,175, 184, 187, 189–90, 202

concept of family, 186enacted, 167mafia like, 150mélange of, 169observations of, 167paternalism and, 166–9patronage clusters, 149real understanding, 150strict codes of honour and of

silence, 150unswerving loyalty, 150

patronage cluster, 25, 149Patton, M. Q., 10Pennell, C. R., 3, 15, 17, 19, 63, 77,

78, 158people management, 83, 85–8performance management, 71, 170political context, 17–21

Berber rights movement, 20corruption in public sector, 21emergence of an élite, 18human rights, 19Islamism, 20–1nature of reforms, 17political liberalization, 18reform programme, 18role of Monarchy, 17women’s rights, 19

political Islam, 158–9growing religiosity, 158messages of extremism, 159in societal terms, 158–9

political reforms, 17political repression, 157–8polygamy, 19pragmatic manager, 65prayer room, 115, 134, 169,

173–4, 184predestination, 140Price, Alan, 167progressive focusing approach, 136Prophet Mohammed, 16, 26, 27, 45,

72, 99

Protestant Work Ethic (PWE), 44, 60pseudo-consultation, 52

qaraba (closeness), 146Qur’an, the, 20, 26, 28, 31–41, 45,

62, 73, 117, 134, 160, 162, 175,181, 190

baraka, 26book of guidance, 32business and commercial

activities, 160essence of, 38ethical system, 41as foundation for practice, 33–7foundation of Islam, 39hadith, 33Islamic teachings of, 125Islamic values, 190message of, 32a path of virtue, 31spiritual template for manking, 33Sunna, 31, 33teachings of, 185television reading from, 28themes of unearthly reward and

punishment, 32TQM, 73work ethics, 45working definition and, 32

radical Islamism, 21Ramadan

fraternity/solidarity, 87prayer room, 134, 184working hours, 85, 134,

173, 184Reinhart A. Kevin, 31, 48religious beliefs, 4, 75, 102, 116, 120,

180–1, 185religious indoctrination, 185representativeness, 11, 203repression policy, 16reverse engineering, 123, 172Rice, Gillian, 3, 41, 43, 46, 49, 58,

63, 77, 78, 141, 151, 162–4, 169,174, 181, 190, 196, 197, 199

Index 223

Richley, Bonnie, 7, 8Rippin, Andrew, 31, 33, 196Robertson, Christopher J., 3, 61Rokeach, Milton, 7–9, 180, 185Ruthven, Malise, 31, 34, 38–9, 196

Sadeq, Abul Hasan M., 41, 43, 47,49, 63, 77, 78, 175, 181, 186,196, 198

Sagiv, Lilach, 8Sater, J. N., 16, 17, 21–3, 78, 151,

156, 158, 159, 187, 196Scandura, Terri A., 53, 63, 72Schein, Edgar, 173Schools of Islamic thought

Hanafi, 34Hanbali, 34Ikhtiar, 35Jabria, 35Maliki, 34Shafii, 34Zahir, 34

Schutz, Alfred, 11, 12, 82, 190, 192,203, 204

Schwartz, Shalom H., 8, 9, 48,49, 157

Scyllla of erroneous neatness, 79secularism, 31, 201selective coding principle, 136Shi’a, 37–9Shah, S., 204Shar’ia Law, 19, 33–4, 37sheikocracy, 64Sherifian, 18, 27–8Sherif, Mohamed Amed, 28, 48,

144, 151Shi’ites, 38, 61Sidani, Yusuf, 62–4, 178, 198Skoldberg, Kaj, 204social networking, 144, 147–8, 204socio-economic context, 21–4

agricultural economy, 21downturn in tourism, 22economic development, 22export-oriented development, 22

overhaul of tourism andagriculture, 23

phosphate mining, 21poverty, 22privatization, 22–3

socio-economic reforms, 17socio-historic factors, 150–9

education, 151–4foreign influences, 154–7Islam in business, 159–64political Islam, 158–9political repression, 157–8Western values, 154–7

spiritual leadership, characteristicsof, 74

Stannard, D., 186Stewart, Rosemary, 6strangers (management practice),

118–32Berber culture, 125cultural characteristic, 128–9dedication to education, 132education, importance of, 122France’s role, 132gender, 130–1Islam in business, 130leadership and management,

124–5national culture, 125–9people management, 122–4preoccupations, 133treligious values, 121–2socio-economic factors, 131–2thoughts on Islam, 120–2traditional approaches to

work, 129transparency and honesty through

information-sharing, 124Strauss, Anselm, 5, 11, 29, 77, 83,

136, 196Sufi, 37–9Sufi Shaykhs, 26Sunna, 31, 33, 37–41, 160,

186, 190Sunni Muslim, 34, 37–9

224 Index

Tagiuri, R., 7, 8taken-for-granted assumptions, 11Tayeb, Monir H., 2, 4, 5, 9, 14, 15,

41, 47, 55, 68, 81, 95, 137, 146,147, 151, 186, 193, 197, 198,199, 201, 202

technical and vocational training(TVET), 24

Ten Commandments, 44, 182, 185theistic subjectivism, 35theory-building, 11theory of values, 8thinking-as-usual, 11Thomas, A., 3, 61, 68, 204Total Quality Management (TQM),

68, 72–3, 174traditional approaches to work, 83traditional family education, 188tribal culture, indicative of, 52tribal structure, 9, 15Tung, Rosalie L., 62Turner, Bryan S., 39, 44, 160

Uddin, Syed Jamal, 46United Nations Development

Programme, 22universal values, 8, 49urban youth unemployment, 23

value of fraternity, 146, 175veil, see hijabVon Glinlow, Mary Ann, 53, 63, 72

Wahabi clerics, 20, 159Wahabi Muslims, 61Wahabi, Rachid, 3, 20, 61, 65, 68,

70, 72, 75–8, 76, 138, 143, 149,151, 154–9, 167, 172, 187, 188,197, 198, 201, 202

Walby, Sylvia, 166Warner, Malcolm, 2, 3warrior saint, 26, 73–5, 162, 186, 190wasta

family and kinship, 59managerial implications, 59, 60tnegative attributes, 145

Watson Tony J., 5, 6Weir, David, 1–3, 9, 35, 50, 51,

58–60, 59, 63, 67, 77, 78, 138,139, 141, 144, 145, 157, 172,197, 198, 200, 204

Western influence, 51, 64, 65, 156,188–9, 199

Westernization, 144Western management practices, 2Western Sahara, annexation of, 17Whiteoak, John W., 61Wilson, Rodney, 2, 47, 61, 65, 77,

78, 164, 169, 199, 204women

administrative duties, 19career, 63child custody after divorce, 19development constraints, 63exploitation and suppression, 175interrelationships with Islam and

organization, 62management across fourth

paradigm, 62–3participation in workplace, 62presence in parliament, 19remarriage, 19rights, 19, 176, 178spirituality, 62see also gender

wonder-working, 26, 141, 162Wood, Evan, 68workplace

acceptance of Islam in, 85attitudes to gender, 177family education, 111hijab acceptability, 175Islamic values, 4, 41, 78, 84, 86,

103, 134, 197, 201justice and generosity, 45leadership, 56men’s attitudes towards

women, 188prayer room, 184religious beliefs, 185religious practice of Islam, 173–6spirituality in, 74

Index 225

tolerance of others’ beliefs in, 100women participation in, 62women perceptions in, 62

worship, 28, 31, 34, 44

Yousef, Darwish A., 45, 47, 49, 77,78, 161, 186, 196, 197

Zoubir, Yahia, 19, 21