Arwa Al-Twal

Culture impacts individuals in various ways as it sets guidelines in social situations and behavioural justifications. Fear of judgement and protecting ‘face’ are outcomes of collective cultures and this may impact consumption decisions. This research investigates the influence of ‘face-consciousness’ on consumption decisions in a collective culture, the Kingdom of Jordan. An investigative and flexible methodology was adopted to explore consumption habits over two stages, by which 18 participants were divided into three focus groups in the first stage and individual responsive interviews for stage two. The generation of themes is simultaneously done with the process of data generation to clarify meanings and interpretation throughout the hermeneutic spiral. Results reveal an original concept that tends to impact consumptions decisions as participants describe ‘culture of embarrassment’ as a primary stimulator to consumption. Future studies would be to specifically explore ‘Face Consciousness’ and ‘Culture of embarrassment’ on decision-making styles amongst individuals of collectivist and individualistic countries. Such an effort will definitely expand the set of cultural dimensions and will enhance the understanding of consumer decision behavior across cultural contexts.

Purpose: Wasta, the prevailing form of informal networks in the Arab region, exerts a significant controversial influence on organisations in this region. Despite the pervasive negative perceptions and alleged detrimental effects of Wasta, it remains a frequently employed practice. This research aims to comprehensively explore the influence of Wasta on organisational justice across organisations in the Arab world, with Jordanian organisations taken as an illustrative case.Design/methodology/approach: Employing a qualitative approach, semi-structured interviews were conducted with 20 employees from various industries in Jordan.Findings: The study reveals that Wasta significantly affects distributive, procedural and interactional justice within organisations, eliciting feelings of unfairness and hopelessness among employees.Practical implications: This study recommends that HR departments focus on implementing ethical policies and standards to enhance transparency in organisational decision-making processes. By understanding and addressing the implications of Wasta, organisations can foster a more just and equitable workplace environment.Originality/value: This study advances our understanding of informal network theories in the Arab world by highlighting the interconnectedness between Wasta and organisational justice, and its profound impact on the work environment and employees. This study also explains how Wasta directly influences decision-making processes, at high managerial levels.

This study aims to understand the main factors that contribute to the failure of implementing New Public Management (NPM) plans, as well as to investigate the potential link between informal networks, namely wasta, and this failure in organizations across the Middle East and North Africa (MENA region), with Jordanian public organizations taken as an illustrative case. A qualitative approach was applied, and a total of 24 semi‐structured interviews were conducted with HR officials in Jordanian public organizations, different state‐owned enterprises (SOEs), ministries, and government agencies (GAs). The results show that wasta contributes to the failure of NPM implementation in Jordanian public organizations, indicating that public employees contribute directly to the failure of NPM strategies in Jordanian public organizations for many reasons on top of which their resistance to these reform plans. Our findings also suggest that the implementation of NPM strategies failed to diminish the use of wasta in HRM practices even though wasta was an important reason to implement NPM. This study adds knowledge to the limited informal networks literature, by exploring the interplay between informal networks on one side, and the NPM literature on the other side.

Considering the pressures of fluctuating external environments, organizations are constantly seeking ways to be responsive and able to improve their performance with lower costs. Employer–employee relationships have changed rapidly in recent years, and there is growing interest in considering human resources as a form of capital, and a strategic factor for business excellence. A focal point for HR professionals is employee loyalty, recognized as pivotal in realizing long-term organizational goals. This paper delves into the concept of Wasta social capital and its pivotal role in fostering employee loyalty and innovation within the unique cultural context of the Arab world. It is argued here that Wasta social capital is the fundamental dynamic that stimulates employee loyalty in the workplace. This conceptual paper provides new insights through understanding the significant role Wasta social capital plays in affecting employee loyalty in a collectivist culture, differing from the conventional business-context factors of loyalty. Obtaining a deeper understanding of employee loyalty and how it is developed in Arab-world business contexts can promote innovation.

In this commentary we reflect on Shaalan, Eid, and Tourky's (2022) article in which they investigated the Chinese concept and practice of guanxi in the Middle East,¹ a region in which wasta represents the common way of informal networking.² While we encourage and welcome research into informal networks, we have serious concerns about the conceptual and methodological approaches taken by Shaalan et al. (2022) in investigating informal networks in the Middle East and explain herein why we do not believe guanxi should have been used in place of wasta.

Purpose: The aim of this study is to understand the relationship between economic challenges, tribalism and the use of the wasta informal network in the workplace across Middle East and North Africa (MENA) organizations, with Jordanian public organizations taken as an illustrative case.Design/methodology/approach: A qualitative approach was applied, and a total of 28 semi-structured interviews were conducted with human resource (HR) officials working in different public organizations such as state-owned enterprises (SOEs), ministries, government agencies (GAs) the military forces and security agencies.Findings: The authors' findings show that employees who live in rural areas are more likely to use wasta in public organizations than the counterparts living in the capital Amman. This contrast is accounted for by major differences between mentalities, the strength of tribalism, norms and living standards among residents of urban and rural areas. The authors argue that these differences play a pivotal role on the use of wasta informal networks in the workplace.Originality/value: The outcomes obtained in this study have proven to be unique and important due to the authors' holistic theoretical understanding of wasta, which offers important insights into its emergence, evolution and use in the workplace. The outcomes of this study also serve as guidance for organizations in understanding the “hidden force” of wasta and the extent to which the organizations' businesses may be impacted by this, based on the type of employees the organizations already have or intend to hire and employees' tribal ties. This study accounts for the wide use of informal networks in managerial activities, based on important social and economic realities that have not been previously explored in the literature.

Women academics confront obstacles in their professional lives. This paper explores the challenges that these women face in Jordanian higher education. The study adopts a social constructivist approach that integrates auto-ethnography and co-constructed storytelling techniques. This is primarily conducted to provide an insider's view into the academic experiences of Jordanian women. Such methods allow for the development of social insights that may be traditionally hindered when using positivistic methodologies. The findings generated from the stories narrated by three academic women indicate challenges allied to their experiences, expectations, and gender. The findings show that the identified challenges are culturally bound and are attributed to Jordan's Arabic patriarchal mindset. Women academics in this study are considered 'determined', as they successfully overcome significant impediments.

There is increasing interest in understanding Wasta and its influences on individuals and organizations alike, but little attention has been paid to uncovering elements related to the psychology of offering Wasta, to understand how individuals make their decisions about being Wasta patrons. Extending on the article “Narrative inquiry: a proposed methodology for Wasta research” in Thunderbird International Business Review Journal , this article presents a set of narratives of five individuals in various occupations and industries who were asked to be the patrons of Wasta in an organizational setting in Jordan. The findings generated from the narratives indicate that the decision of offering Wasta depends on the type of network with the receiver, perceived recipient deservingness, the impact of offering Wasta on the donor, and the donor's reciprocity expectations. Through the narratives, a deep understanding of the psychology of offering Wasta and how it works is obtained. The implications of this research are theoretical and practical and are presented at the end of the paper.

Studies debating the applicability of conventional human resource management to higher education institutions relating to particular characteristics of academic staff members and their roles have not considered Middle Eastern countries such as Jordan. This research explores challenges to incorporating effective human resource management in Jordanian higher education institutions based on in-depth interviews with 21 academics with experience working in public and private universities in Jordan. Five major challenges were identified: (1) the lack of a comprehensive evaluation system for academics; (2) the negligence of the significant role human resources departments may play; the nature and characteristics of academic institutions themselves; (3) the underdevelopment of human resource management practice in Jordan; (4) the ethos of academic staff members; and (5) the role of wasta (a local variant of nepotism) in influencing various human resource-related decisions. This paper provides unique insights on the successful management of human resources in academic institutions locally, regionally, and possibly internationally, giving due consideration to contextual factors (e.g. national culture) that affect operations. The theoretical and practical implications of this study are presented at the end of the paper.