A Gulf Arab Management Style: A source of competitive advantage

1. A Gulf Arab Management Style:A source of competitive advantage Interested - Contact: wsj@cahrr.org 0044 7785 110910

2. Differentiating capability as source of competitive advantageResourced-based view of the firm The competitive market Firm X Competitive Advantage Firm C 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

3. Linking Strategic intent and capabilities Organisation Strategic Intent Differentiating capability High customer retention and recommendation through exceptional customer service Frontline staff that are friendlier and more helpful than anyone else’s 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

4. 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