A Gulf Arab Management Style: A source of competitive advantage

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A Gulf Arab Management StyleA source of
competitive advantage
Interested - Contact wsj_at_cahrr.org 0044 7785
110910
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Differentiating capability as source of
competitive advantageResourced-based view of the
firm
The competitive market
Firm C
Firm X Competitive Advantage
Firm A
Firm B
Firm X
Firm D

• The X factor A differentiating capability
• Valuable (in relation to the market)
• Rare
• Hard to imitate
• Hard to substitute
• Owned by you

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
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Linking Strategic intent and capabilities
Organisation
Strategic Intent
Differentiating capability
Frontline staff that are friendlier and more
helpful than anyone elses
High customer retention and recommendation
through exceptional customer service
Global Bank
... extend its reach into new technologies,
services and markets to create opportunities for
our customers
Leading technical innovators, top international
marketing expertise (retention)
Telecomms
Dubai Malls Group
World leading expertise in Mall design and
customer psychology
Rapid expansion through providing retailers with
more footfall
... that citizens are able to benefit from the
country's increasing wealth
Exceptional percentage of population as leaders
ready to manage
The United Arab Emirates
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A Gulf Arab Management StyleExample model
Causal Factors
Attributes of the Gulf Arab Management Style
Positive Outcomes
Culture (collectivism, high power-distance etc)
Life/work balance
Consultative cautious decision making
Islam (sects)
Fate vs self-will
Authoritative
Strong culture
Time flexible
Non-delegation
Ethical management
Traditional lifestyle (nomad, maritime etc
Values
High employee engagement alignment
Ottoman, colonial bureaucracies
Relationship rather than task oriented
Personal, interested, involved
Openness to trade
Obligations to kin
Stakeholder mgmt
Corporate social responsibility
Arab language, outlook, pride
Visionary
Responsibility to society
Beliefs
Conflict avoidance
Tradition of international trading
Open door
Heavy but ignored bureacracy
Slow decisions
Family, tribe, in-group
Consultative
Hospitable
Organisational politics
Micro management
Patriarchal
Organisation as family
To be looked after
Project mgmt?
To be consulted
To be directed
Nepotism
Expatriate cultures
To be forgiven
Understand that family is first
Negative Outcomes
Expectations of the managed