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Arabic cluster: a bridge between East and West


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  • Kabasakal, Hayat
  • Bodur, Muzaffer
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    The Arabic cluster, consisting of Egypt, Morocco, Turkey, Kuwait, and Qatar is located in the Middle Eastern part of the world. These societies reflect a medium level of Human Development and are rich in oil and mineral resources. They have many commonalities in their societal norms and practices, reflecting their historical, religious, and socio-cultural characteristics. They are all predominantly Muslim, have been under the influence of Europe and Ottoman Empire before gaining their independence, and they share common literature, architecture, and educational background. Societies in the Arabic cluster are found to be highly group-oriented, hierarchical, masculine, and low on future orientation. Outstanding leadership in this cluster includes team-oriented and charismatic attributes. The paper discusses the managerial implications of these findings.

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    Article provided by Elsevier in its journal Journal of World Business.

    Volume (Year): 37 (2002)
    Issue (Month): 1 (April)
    Pages: 40-54

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    Handle: RePEc:eee:worbus:v:37:y:2002:i:1:p:40-54

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    2. Ralston, David A. & Egri, Carolyn P. & Riddle, Liesl & Butt, Arif & Dalgic, Tevfik & Brock, David M., 2012. "Managerial values in the greater Middle East: Similarities and differences across seven countries," International Business Review, Elsevier, vol. 21(3), pages 480-492.
    3. Kabasakal, Hayat & Dastmalchian, Ali & Karacay, Gaye & Bayraktar, Secil, 2012. "Leadership and culture in the MENA region: An analysis of the GLOBE project," Journal of World Business, Elsevier, vol. 47(4), pages 519-529.
    4. Sungu Armagan & Manuel Portugal Ferreira & Gerardo A. Okhuysen & Adam D. Galinsky, 2009. "Power and temporal commitment preference: An investigation in Portugal, Turkey, and the United States," Working Papers 42, globADVANTAGE, Polytechnic Institute of Leiria.
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    7. Karatepe, Osman M. & Yavas, Ugur & Babakus, Emin & Avci, Turgay, 2006. "Does gender moderate the effects of role stress in frontline service jobs?," Journal of Business Research, Elsevier, vol. 59(10-11), pages 1087-1093, October.
    8. Ahmet H., Kirca, 2011. "The effects of market orientation on subsidiary performance: Empirical evidence from MNCs in Turkey," Journal of World Business, Elsevier, vol. 46(4), pages 447-454, October.
    9. Alpay, Güven & Bodur, Muzaffer & YIlmaz, Cengiz & Çetinkaya, Saadet & ArIkan, Laçin, 2008. "Performance implications of institutionalization process in family-owned businesses: Evidence from an emerging economy," Journal of World Business, Elsevier, vol. 43(4), pages 435-448, October.
    10. Karartı, Tuncay, 2014. "Concvergence or Divergence? Analysis of Human Resource Practices in SME Turkey," MPRA Paper 54389, University Library of Munich, Germany, revised 2014.
    11. Demirbag, Mehmet & Apaydin, Marina & Tatoglu, Ekrem, 2011. "Survival of Japanese subsidiaries in the Middle East and North Africa," Journal of World Business, Elsevier, vol. 46(4), pages 411-425, October.
    12. Tim Jacoby & Alpaslan Özerdem, 2008. "The role of the state in the Turkish earthquake of 1999," Journal of International Development, John Wiley & Sons, Ltd., vol. 20(3), pages 297-310.
    13. Al-Khatib, Jamal A. & Vitell, Scott J. & Rexeisen, Richard & Rawwas, Mohammed, 2005. "Inter-country differences of consumer ethics in Arab countries," International Business Review, Elsevier, vol. 14(4), pages 495-516, August.


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