“Bridging the Divide” th 5 Annual AIBMENA Conference 13-15 January, 2015 Dubai, UAE Page 0 of 41

5th CONFERENCE PROCEEDING & PROGRAM

“Bridging the Divide” University of Wollongong in Dubai, United Arab Emirates. January 13-15, 2015

EDITORS Dr. Victor Huang, AIBMENA Conference Chair, 2015 Dr. Melodena Stephens Balakrishnan, President & Founder, AIB-MENA. Mr. Immanuel Azaad Moonesar, Vice President- Database Outreach & Marketing

PUBLISHER: Academy of International Business – Middle East North Africa Chapter (AIB-MENA), Dubai, UAE.

AIB-MENA Website: http://www.uowdubai.ac.ae/aib/ ISSN 2220-4547 (online)

Photograph courtesy DTCM Copyright © 2015 AIB-MENA. All rights reserved.

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Program at a Glance

Academic Track Business Track Day 1: 13 January, 2015 10.00 am onwards Registrations open, UOWD Block 15, 2-24 11.00 a m – 12.30pm JIBS Editors & AIB WORKSHOP*: Social Presidents discuss – How to Entrepreneurship: Scaling a publish in a top tier journal Business Facilitated by: Prof Nakiye Session 1: Branding the A. Boyacigiller, President of Entrepreneur for VC Funding AIB and Fellow of AIB and Facilitators Dr. Melodena S. Prof. Robert Grosse: Balakrishnan & Dr. Ian Michael Immediate Past President of AIB, Fellow of AIB, Fellow Venue: Block 15 Room 2-22 and Past President of the Business Association of Latin American Studies and Dean of Business, American University of Sharjah.

Venue: Block 15, Auditorium 12.30-13.30pm Lunch Venue: Block 15, 3rd floor 13.30-16.30 JIBS Paper Development WORKSHOP*: Social Workshop (by invitation) Entrepreneurship: Scaling a (Tea Break at 13.45pm- Business 15.15pm – Block 15, Venue: Block 14 Session 2: Business Models & 3rd Floor) Room 209 Scalability Facilitators Prof. Valerie Lindsay, Dr. Melodena S Balakrishnan and Dr.. Victor Huang; Session 3: Measuring Impact Facilitators Tena Pick and Rebecca Hill, C3 Venue: Bock 15, Room 2-22 18.30-22.00pm Gala Dinner, Plenary Session & AIBMENA Awards Night (free for all delegates who pay full registration) Plenary Session: Social Entrepreneurs: A Brave New breed of Managers Venue: JW Marquis Hotel, Sheikh Zayed Road. Day 2: 14 January, 2015 8.30am registration Block 15, 2-24 opens 9.00-11.15 Academic Panels Session 1: “Research in International Business: A Global Perspective”: Venue: Block 14 - Room 209 11.15-11.30 Tea Break: Venue: Block 15, 3rd floor 11.30-12.15 Deans Panel led by Prof. Vipin Gupta, Associate Dean, California State University – Topic: “Role of Culture in International Business". Venue: Block 15, Auditorium 12.15-13.00 Lunch Venue: Block 15, 3rd floor 13.00-14.45 Concurrent Academic Session 2a: “Indigenous Management Theory & Practices in the MENA” (Block 15, Room 2-22) Concurrent Academic Session 2b: “Emerging Research in Marketing & Consumer Behavior” (Block 14, Room 209) 14.45-15.00 Tea Break: Venue: Block 15, 3rd floor 15.00 onwards Desert Safari – AIBMENA Paper Awards Ceremony. This is an informal evening of bonding in the desert of the UAE. If you are not comfortable on the sand dunes (the roller coaster type ride), we can arrange for you to directly go to the desert camp. Please send an

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email to [email protected]. Pickups will be from common area in-between Block 14- 15. *Limited Number of Participants. Day 3: Thursday - 15 January 2015 9.00-11.30 Workshop facilitated by AIBMENA, Prof. Robert Grosse and Prof. Nakiye A. Boyacigiller and Dr. Melodena S. Balakrishnan on “How can we create a MENA impact in the field of research? Acting as influencers in our community”. Block 15, Room 2-22 11.30-11.45 Tea Break: Block 15, 3rd floor 11.45-12.30 AIBMENA General Meeting led by Dr. Ian Michael and Mr. Immanuel A. Moonesar Block 15, Room 2-22 12.30-13.30 Lunch venue: Block 15, 3rd floor 13.30-15.15 Concurrent Academic Sessions: 3a “Entrepreneurship, Employability & Innovation” (Block 14, Room 209); 3b “Economic Landscape, Financial Institutions and Islamic Banking” (Block 15, Room 222) 15.15-15.30 Tea Break: Block 15, 3rd floor 15.30-17.00 Concurrent Academic Session 4 & Closing “Human Capital Development & Challenges” (Venue: Block 15, Room 2-22)

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1st January, 2015

Dear AIBMENA delegates,

I can’t wait to welcome you to the 5th Annual AIBMENA conference in the beautiful city of Dubai in the dynamic country of the UAE. We have a lot of activities planned for you. Just remember on 14th we are exploring the UAE desert and it is sandy and cold so dress casual and warm! If any of you don't like roller coasters please let me know so we can take the less adventurous way to the camp. Traditionally we hold our awards night under the desert stars.

We value your support in creating a vibrant ecosystem of researchers that continue to contribute to the development of the Middle East North Africa (MENA) region through mentorship, collaboration and more importantly helping our colleagues in the international business community gain more knowledge and a more positive perception of the MENA region.

Best papers from the conference will be invited to submit to any one of the following journals.  International Journal of Emerging Markets (Special Issue Topic: Sustainability, Institutions, and Internationalization of Emerging Markets)  Transnational Corporations Review  African Journal of Business & Economic Research  Special Issue on: "Internationalisation of Business Education in Middle East and North Africa (MENA)

For these opportunities, I’d like personally thank Dr. Nnamdi O. Madichie, Editor-in-Chief, Prof. Zhan Su, Editor-in-Chief of Transnational Corporations Review and Dr. Muhammad Mohiuddin, Co-Managing Editor of Transnational Corporations Review and Prof. Ilan Alon, Editor-in-Chief, International Journal of Emerging Markets Markets.

The best paper award is being sponsored by: The International Journal of Emerging Markets courtesy of Emerald Group Publishing.

Our conference host is the University of Wollongong in Dubai, UAE – one of the oldest private international universities in the UAE, which is accredited by the Ministry of Higher Education. UOWD is an early Australian initiative in this region.

Further since this our 5th year, I thought I’d share some significant milestones the AIBMENA chapter has reached from 2010-2015.

1. Organized five conferences: By January 2015, AIBMENA will have organized 5 international conferences in 3 countries impacting at least 300+ international academics and promoting international business and teaching in the MENA region.

2. Contribution to research: One of our key objectives was to promote research. Less than 1% of the research published in business journals is from or on the MENA region. Out of some 12 academic journal special issues published on this region, three special issues were by AIBMENA. We also have organized five Journal of International Business

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Studies (JIBS) paper writing workshops (JIBS is a top-ranked journal in the field internationally).

3. Documenting companies operating in the region: We have been documenting organizations operating in the region through our AIBMENA Actions and Insights book Series. We have three volumes published, with a total of 35 cases. Cases on Etihad & the Iceland Crisis; Aramex & Fadi Ghandour; GE & awareness of breast cancer in KSA; Abraaj Group & their support of the community of entrepreneurs through CoE and Wamda; Lammtara (Freej cartoons); ATIC & UAE’s aspirations to be a silicon manufacturing centre; and Americana in KSA which are some examples of the cases written. Volume 4 will be ready in June 2015.

4. High impact & Reach: AIB has over 3000 international members worldwide, but our AIBMENA cases are also published online through the Emerald Emerging Market Case Studies, which attracts close to 600,000 users per year. As of December 2013, our cases have had more than 10,100 downloads from leading Universities across the world. The downloads were 15% of the total Emerald case collection.

5. 2017 AIB Annual Conference: Since 2010 we have been trying to bring the main AIB conference to Dubai, UAE. This summer in Canada, the committee voted and accepted the proposal, which was a collaborative effort with DCB, the Government of Dubai, UOWD and Zayed University. This opportunity provides a unique occasion for us to showcase the MENA region, clear some misconceptions and introduce the 1800 international delegates who represent some of the top business school around the world to the MENA region. We would love to discuss how you as part of our community could help make this happen.

6. AIBMENA Wind-tower Award: This is an award instituted by AIBMENA and given for Inspirational Leadership. For people who go beyond the call of duty and provide mentorship. Some of our previous winners for the AIBMENA Windtower award are: 2012: Frederic Sicre (Managing Director, Abraaj Group); Prof. Rob Whelan (Deputy Provost, UAE University). 2013: H.E. Sheikha Lubna bint Khalid bin Sultan Al Qasimi, UAE Minister of International Cooperation and Development. 2014: Ratan Tata, Former Chairman of Tata Group, Chairman of two of the largest private-sector-promoted philanthropic trusts in India – the Sir Dorabji Tata Trust and the Sir Ratan Tata Trust. This was a very special visit as we collaborated with AIB- India to organize a joint conference. Further the Tatas are increasing their reach into this region so we hope there will be more collaborative opportunities for AIBMENA. 2015: Fadi Ghandour is the Founder, Vice Chairman of Aramex’s Board of Directors and Former CEO of Aramex. Fadi is an inspiration to the Arab youth and for the field of entrepreneurship, a self-proclaimed social activist and a champion for the tech start-up. He is on the Boards of several prestigious companies like The Araaj Group, Oasis 500, Yemeksepeti, Ruwwad for Development, among other and is the Charman of Wamda, Fadi launched Corporate Entrepreneurship Responsibility, a collaborative movement which aims to lobby, mobilize and organize private sector efforts in building entrepreneurial ecosystems in the MENASA region. We have documented Fadi’s story in the AIBMENA case “ARAMEX PJSC: Carving a Competitive Advantage in the Global Logistics and Express Transportation Service Industry”.

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7. AIBMENA Ghaf Tree Award: This is an award given to leading businesses in the MENA region that work towards the spirit of collaboration and community development. Some of our previous winners are: 2012: Abraaj Group for their Abraaj Strategic Stakeholder Engagement Track (ASSET) program. 2013-2014: Aramex and Americana, Egypt 2015: GE MENAT: GE has been operating in the region for over 80 years and they are working through PPPs to solve unique issues facing the region. They partner also with over 25 Universities and Educational centres in the region. They have been active in the region addressing issues like breast cancer (which affects women in this region earlier than any other part of the world), nationalization (creating employment opportunities); women empowerment (they have one of the largest women’s networks); besides focusing on issues like water, power, healthcare and the aviation industry. GE has invested over USD 1 billion in this region to create infrastructure and research labs, and they provide credit through GE capital to help companies grow and people reach. AIBMENA was fortunate to document one aspect of their work in the case ‘GENERAL ELECTRIC: How GE worked to transform oncology healthcare in the Kingdom”.

We also have a special gift from AIBMENA for our fully registered delegates, “Startup Rising - The Entrepreneurial Revolution Remaking the Middle East” by Christopher M. Schroeder, which is the first book on Arab startups in the region. The author has been most gracious and has signed each book for those delegates that register before January 1, 2015.

On behalf of the committee, I would once again like to thank you for your interest in building the MENA region’s research capability and helping the international business community get a better understanding of the region,

Regards,

Melodena Melodena Stephens Balakrishnan President and Founder, Academy of International Business – Middle East North Africa Chapter

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Dear colleagues and friends:

Welcome to the AIB MENA fifth annual conference in Dubai! The celebration of AIB MENA’s 5th anniversary bestows upon us an opportunity to review the development path of the association. During these years, the annual chapter conference is marking an important influence on the emerging development of business scholars’ knowledge and capabilities to provide intellectual contributions on international business & management in the MENA context. It has helped us to build a knowledge reservoir on unique international business practices, as well as how organizations are managed differently (or indifferently) in MENA, which is essential towards a comprehensive understanding of the global competitive landscape.

The organizing team for the 2015 conference has done a remarkable job. As you can see from the conference program, there is an excellent academic feast for you to participate in and enjoy in the next three days. The conference provides a platform for scholars around the world to exchange research ideas through a variety of paper sessions, keynote panels, roundtable sessions, and professional development workshops. It also provides an invaluable opportunity for us to meet our old friends and develop new friendships with fellow scholars. We have every reason to believe that the conference will be a great success, another important milestone in AIB MENA’s history.

Finally, our gratitude goes to all members who submitted manuscripts and/or are attending the conference. It is your pursuit for research excellence and support to AIB, and particularly, the MENA chapter that facilitates the success of the association and the conference. We trust you will continue to support AIB MENA. Only with the dedication and commitment of all members, can AIB MENA further contribute to flourishing the MENA related international business and management research and improving MENA management practices.

Again, with great pleasure and excitement, we welcome you to this year’s conference. We wish you fruitful experiences at the Fifth AIB MENA conference and a wonderful stay in Dubai!

Dr Victor Z. Huang Vice President (Program Coordination & Proceedings), Academy of International Business - Middle East North Africa Chapter Assistant Professor College of Business, Zayed University [email protected]

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It is my pleasure to welcome you to the 5th AIB-MENA international conference being held once again in its home city of Dubai, United Arab Emirates. This year our host university sponsor is the University of Wollongong in Dubai, and I thank them for their support. The city of Dubai has grown tremendously over the last decade, as a resident of this wonderful city having lived here since 2004, I have firsthand experience of the dynamism and energy this city radiates with. I hope you enjoy your stay here and take time to visit sights and attractions like Burj Khalifa - the world's tallest tower, Dubai Mall one of the world's largest shopping center, "let your hair down" whilst zipping through the desert on a desert safari 4 wheel drive.

I look forward to meeting each one of you, and sincerely hope you have a wonderful conference too.

I look forward to meeting each one of you, and sincerely hope you have a wonderful conference and take back happy memories back home.

Best wishes,

Ian Michael

Dr Ian Michael Vice President (Conference Logistics, Operation and Interns), AIB-MENA Professor of Marketing College of Business, Zayed University

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AIB-MENA Sponsors

University of Wollongong in Dubai The University of Wollongong in Dubai (UOWD) is one of the UAE's oldest and most prestigious universities. Established in 1993 by the University of Wollongong in Australia, currently ranked in the leading universities in the world, UOWD represented a very early Australian initiative in the Gulf region. From a small beginning opposite Al Mulla Plaza, through its landmark presence on Jumeirah Road to its current location at Dubai Knowledge Village, UOWD is now recognized as being an integral part of Dubai. As an independent UAE institution of higher education, UOWD attracts students not just from the UAE and Australia but from all over the world. Approximately 3,500 students representing almost a hundred nationalities are currently enrolled at UOWD and enjoy a quality academic experience. Read more at: http://www.uowdubai.ac.ae/index.php

Educational & Research Sponsors

Emerald Publishing Group The Emerald Publishing Group is our Educational sponsor. The International Journal of Emerging Markets will be sponsoring one award - Best Overall Academic Paper. The winner will get a certificate and a year's subscription to the journal.

Industry Partners

Consult and Coach for a Cause (C3): C3 enables Middle East emerging social entrepreneurs to become active agents of positive social change by leveraging experienced business professionals seeking meaningful ways to give back. They are sponsoring a session for the Social Entrepreneurship Workshop,

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Academic Program

AIBMENA Chapter 5th Annual Conference Dubai, United Arab Emirates Date: 13-15 January 2015

“Bridging the Divide” Cognitive Dissonance between Management Theory and Practice - Developing Relevant and Impactful Research in the Arab Middle East

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Day 1 13 January 2015

Registration is at UOWD Block 15 from 10.00 am (Block 15, 2nd floor: Room 2-24)

How to Publish in a Top Tier Journal (Open to all) Time: 11:00-12:30 Venue: UOWD Block 15, Auditorium

This session is sponsored by the Journal of International Business Studies (JIBS), which is a top tier journal. The 2013 Impact Factor is 3.594* and its 2013 5-year Impact Factor is 5.534*. JIBS ranking according to the JCR Social Sciences Edition is 6/110 in Business and 12/172 in Management. The facilitators for the JIBS workshop are:

Professor Nakiye Avdan Boyacigiller: President of AIB and Fellow of AIB

Nakiye is Professor of Management and past Dean of the Sabanci School of Management at Sabanci University in Istanbul, Turkey. A graduate of UC Berkeley (PhD) and UCLA (MBA), prior to joining Sabanci University she served on the faculty of San Jose State University for 17 years. An award winning teacher, Nakiye’s key areas of teaching are cross cultural management and organizational behaviour. Nakiye is also actively involved in several editorial, business school advisory and non-profit boards.

Prof. Robert Grosse: Immediate Past President of AIB, Fellow of AIB, Fellow and Past President of the Business Association of Latin American Studies

Robert is the current Dean of Business, American University of Sharjah. Previously Robert was the Director of George Mason's Center for Global Business, Innovation and Transformation. Prior to that, he was the Director (Dean) of the EGADE Business School at Monterrey Tec in Mexico. Robert was the founding Director of Standard Bank Group's (South Africa) Global Leadership Centre. He has taught international finance at Thunderbird, the University of Miami, the University of Michigan, and at Instituto de Empresa, as well as in many universities in Latin America. He has consulted for the US Treasury Department, the United Nations, American Express, Anaconda, Manhattan Bank, EXXON, IBM, and Xerox for example.

LUNCH BREAK Time: 12:30- 13.30 Venue: UOWD Block 15, 3rd floor

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JIBS (Journal of International Business Studies) Paper Development Workshop (Invited Participants) Time: 13:30-16:30 Venue: UOWD Block 14, Room 209 Tea Break: 14.45-15.15 Venue: UOWD Block 15, 3rd floor

Paper IDs:

(ID#42) “Localization” of the workforce in the Gulf Cooperation Council countries: Issues, challenges, and future directions  Justin Williams, University of Calgary (Best Paper Nominee)

(ID#44) Management practices in Kingdom of Saudi Arabia: Exploring perspectives of Saudi managers and Middle East expats  Hakan Yurdakul, Bahcesehir University

(ID#50) Expatriate women in the UAE; A study on the influences for their working lives as entrepreneurs and managers  Linzi J Kemp, American University of Sharjah

(ID#51) Toward a dynamic and interactional framework of Cultural Intelligence  Ahmad Muhamad Salih, Grenoble Ecole de Management (Best Paper Nominee)

(ID#52) Time factor in M&A success across continents and cultures  Marina Apaydin, American University Beirut (Best Paper Nominee)

(ID#55) Cash holdings of private and public firms: A new perspective from GCC countries  Khalid Al-Amri, Sultan Qaboos University

(ID#62) Success Factors in small and medium-sized joint-ventures with high cultural diversity –Explored through the lens of Saudi-German business cooperations  Maike Laska-Khalil, University of Fribourg

(ID#69) Leveraging cross-cultural resources: Will it make entrepreneurship international?  Valerie Lindsay, University of Wollongong in Dubai  Kathy Shen, University of Wollongong in Dubai  Victor Zengyu Huang, Zayed University

Nominated Best Papers:

The three best papers nominees are being consideration for submission to a special issue of the International Journal of Emerging Markets.

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5 nominations for a special issue of the journal “Transnational Corporation Review” will include:

 (ID#44) Management practices in Kingdom of Saudi Arabia: Exploring perspectives of Saudi managers and Middle East expats Hakan Yurdakul, Bahcesehir University

 (ID#50) Expatriate women in the UAE; A study on the influences for their working lives as entrepreneurs and managers Linzi J Kemp, American University of Sharjah

 (ID#54) Agency theory and workplace quotas: building competitiveness through effective governance of national-expatriate knowledge transfer and development of sustainable human capital. HH Sheikha Shamma bint Sultan bin Khalifa Al Nahyan, Zayed University Laura Matherly, Zayed University [email protected]

 (ID#56) Omani consumer’s ethnocentrism and demand for locally produced products Msafiri Daudi Mbaga, Sultan Qaboos University (Oman) [email protected] Lamya Salim Khamis Al Abri, Ministry of Agriculture and Fisheries Wealth Houcine Boughanmi, Sultan Qaboos University Shekar Bose, Sultan Qaboos University

 (ID#62) Success Factors in small and medium-sized joint-ventures with high cultural diversity –Explored through the lens of Saudi-German business cooperations Maike Laska-Khalil, University of Fribourg

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AIB-MENA Workshop Social Entrepreneurship: Scaling a Business th 5 Annual AIBMENA Conference “Bridging the Divide” 13 January 2015 Time: 11.00-16.30 Venue: UOWD Block 15, 2nd Floor, Room 2-22 Case Study Room University of Wollongong in Dubai, UAE

At the end of the program, each participant will receive a certificate of participation from AIBMENA.

11.00-12.30: Session 1: Branding the Entrepreneur for VC Funding Facilitators: Dr. Melodena S. Balakrishnan, University of Wollongong in Dubai, Dr. Ian Michael, Zayed University and Ionica Murtaza, Emirates Aviation College. This session is sponsored by AIBMENA.

Session 1: Branding the Entrepreneur for VC Funding Contrary to common assumption, the development of a personal brand is an important criterion for funding for entrepreneurs. By understanding what potential venture capitalist investors are looking for, it is possible to communicate criteria for evaluation relevant for them to make a decision. We will be presenting the Entrepreneurial Brand Personality Equity Model developed by Balakrishnan and Michael, (2011). Critical factors you must consider before pitching will be identified vis-a-vis different types of private investors, stage of business and some strategies on how you can project these qualities will be discussed. Parts of the findings are funded by a grant by Abraaj Capital Group.

12.30-1.30: Lunch Break (participants can go to the Knowledge Village (KV) food court for lunch)

1.30-2.30: Session 2: Understanding growth & scalability: Facilitators: Dr. Melodena S Balakrishnan and Prof. Valerie Lindsay, University of Wollongong in Dubai.

Session 2: Understanding growth & scalability Social entrepreneurs have various forms and challenges based on their purpose. This session provides a macro-viewpoint of the strategies social entrepreneurs can use to scale enterprises. Identifying your potential roadblocks and assessing what other successful entrepreneurs have done (you are not alone), may help you scale the hurdles of growth. The findings were part of a study sponsored by a UAE National Research Foundation grant. The session will cover  The SE Stages and Ecosystem  Managing multiple stakeholders  Managing Resources

2.30-3.30: Session 3: The Winning Business Models for Social Ventures: Facilitators: Dr. Victor Huang, Zayed University. This session is sponsored by AIBMENA.

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Session 3: Winning Business Model for Social Ventures With the emergence social ventures, innovation in business model has re-captured attention from organizations seeking survival and sustainable growth. Although the recognition of social ventures' importance is mounting, progress towards becoming a true social business isn't. "Winning business model for social ventures" develops a roadmap that will enable organizations to recognize and discover generic business model as a system of interconnected and interdepend activities both flexible in nature and experimental in practice. Business model choice and evolution for social ventures employ a systematic process to consider design configurations that may yield a high probability of success. 1. Social venture struggles and pitfalls 2. Divergent paths to social impact and change 3. What is a business model? Process, progress, and design

3.30-4.30 Session 4: Measuring Impact This session is sponsored by Consult and Coach for a Cause (C3), a social entrepreneurship accelerator based in Dubai. Their purpose is to enable Middle East emerging social entrepreneurs to become active agents of positive social change by leveraging experienced business professionals seeking meaningful ways to give back. More on them: http://consultandcoachforacause.com/our-philosophy/. This session is facilitated by Tena Pick and Rebecca Hill of C3.

Session 4: Measuring Impact One of the challenges social entrepreneurs face for funding and showing accountability is measuring impact. This needs to be quantifiable. You will learn how to identify Social Impact Indicators (SII) and calculate their outcome, ensure they are measurable and can be tracked.

Facilitator Profiles

Melodena Stephens Balakrishnan has over 20+ years of corporate and academic experience. She has a multicultural background having lived in India, USA, Taiwan and now UAE. Her corporate experience was in market potential estimation, market and product development strategies and joint venture negotiations. Her area of strength is strategy. She is able to manage diverse stakeholder needs. She is on the Advisory Board of Sixth Factor, a boutique market research consultancy firm and the Leadership Committee for Arab World Social Entrepreneurship Program (ASEP) a MENA based initiative between Ashoka Arab World and Crescent Enterprises. She is an Associate Professor in the University of Wollongong in Dubai, one of UAE's oldest private universities and is a visiting Professor in Karlshoshcshule International University, Karlshule, Germany. Her areas of research are place branding, social entrepreneurship, and crisis management and loyalty studies. She has won several competitive research grants and recognitions in these areas and published in leading journals like the European Journal of Marketing. She is the Founder and President of a volunteer organization, Academy of International Business – MENA chapter (AIBMENA) that has contributed to the visibility of the region in education and research. She has co-edited three books of cases on the Middle East exploring topics like managing in crisis and the intersection of west and east based management.

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Ian Michael is an Associate Professor of Marketing at Zayed University, Dubai, United Arab Emirates (UAE). He completed a Doctor of Business Administration (DBA) at Victoria University, Melbourne, Australia. Ian’s research thesis examined consumer behavior over the internet, and was a pioneering study in the area at that time in Australia. He also holds an MBA degree, and he did a research thesis titled “The economic impact of overseas students on tourism in Victoria-Australia”, this again was a first of its kind research study. Ian has around 18 years of industry experience, in India and Australia; he held senior executive positions in the Travel & Tourism industry in both countries. He also has experience in the Banking & Finance, Advertising, Pharmaceutical and Transport & Logistics industry. Ian is a Fellow of the Australian Marketing Institute (FAMI), and a Certified Marketing Practitioner (CPM). He has a number of refereed articles published in high quality journals, and has also presented at leading academic conferences. Ian has lead international research teams, and is presently working in an international research team at the Copenhagen Business School in Copenhagen, Denmark.

Victor Huang is an Assistant Professor of Entrepreneurship at Zayed University, an Adjunct Professor of Management at Khalifa University (KUSTAR). He serves on the UAE team of Global Entrepreneurship Monitor (GEM) Consortium, which publishes the bi-annual UAE national report on entrepreneurial activities. Dr. Huang’s research explores entrepreneurial opportunity and growth, His current research interests include: macroeconomic determinants of entrepreneurship, entrepreneurial ecosystem, diaspora/multiculturalism, and female entrepreneurship. Dr. Huang’s academic writing has appeared in leading scholarly outlets including the Academy of Management Learning & Education, the Journal of Management, Journal of Business Venturing. He has been quoted in the Business Week and the Wall Street Journal. His latest co-authored book: Entrepreneurship – an Emirati Perspective, is available in both Arabic and English. Dr. Huang is a member of the Academy of Management (AOM), and Vice-President (Academic Affairs) of the Academy of International Business (AIB) MENA Chapter. Prior to working in academia, he was an advisory consultant at Ernst & Young where he engaged in numerous corporate venturing projects with client companies such as: Apple, Microsoft, Henko, CRH, EMC Corporation etc.

Valerie Lindsay is a Professor and Dean of the Faculty of Business at the University of Wollongong in Dubai (UOWD). Prior to joining UOWD, she held academic positions at the Victoria University of Wellington, the University of Auckland, both in New Zealand, and at the University of Warwick, in the UK, specializing in international business and strategy. Professor Lindsay’s research interests lie in the area of international strategy, specifically, internationalization and market entry, SMEs, services internationalization and business in Asia. Her work has been published in leading journals, including Management International Review, Organizational Dynamics, Industrial Marketing Management, and International Journal of Services Industry Marketing, and she co-authored the book, ‘Knowledge at Work’. Professor Lindsay has also consulted widely in the UK and New Zealand in areas relating to Strategy and Internationalization.

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Facilitator Profiles (continued)

Consult and Coach for a Cause (C3): C3 enables Middle East emerging social entrepreneurs to become active agents of positive social change by leveraging experienced business professionals seeking meaningful ways to give back.

Tena Pick is co-founder and CEO at The Sustainability Platform, a Social Impact Consultancy focusing on CSR initiatives, NGOs and small and medium enterprises looking to integrate social business principles into their core business operations. The Sustainability Platform is specializing in social impact measurement and scaling of social enterprises. Tena is also the Head of Media for C3- Consult and Coach for a Cause, a non-for profit organization that brings together business professionals and social entrepreneurs in the MENA region (Middle East and North Africa). She handles all media relations for the organization and is the editor of the blog (www.consciouscapitalismblog.me ).Tena holds a Master in Social Entrepreneurship and is passionate about using her skills to help create social change. Her previous experience in banking and consulting has given her valuable insights onto what makes the business world efficient and now she uses those techniques to help social enterprises maximize their outreach. Tena has also led an international and multidisciplinary team during a bio gar project in Indonesia. She was in charge of the team’s communication with the government and the community. The project was sponsored by HSBC. Her main interests include community development and women empowerment, as well as social marketing.

Rebecca Hill will be joining Tena. Rebecca is helping C3 engage partners and build strategic relations that ensure C3 success and more importantly Regional social enterprise’s sector development. Rebecca brings 20 years+ of experience in execution, management, training, and staff development. Her career spans through Europe, US, Asia, Middle East, with focus both on PR and Corporate Communications as well as Finance (working for firms like James Capel (now HSBC), the European Bank for Reconstruction & Development and Standard & Poor's (part of the McGraw-Hill Companies) and Non-Profit sectors. Of particular interest for the C3 community is Rebecca's non-profit experience as executive director at Middle East Public Relations Association (MEPRA). She took moribund organization and rebuilt it (2008-2011). At time of departure MEPRA had more than 260 individual members, 28 registered agencies and a database of over 1000 practitioners.

Acknowledgements: This workshop would not be possible if not for the help from AIBMENA and all our volunteer experts, the generosity of UOWD and our case companies. Thank you.

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AIBMENA Awards Night and Plenary Dinner (Delegates and Invited Participants) Time: 18:30-22.00 Venue: JW Marriott Hotel, SZR.

Join us as we celebrate our 5th successful conference and the successful winning of the 2017 AIB Annual Conference Bid. We are presenting the 2015 AIBMENA Awards. Our winners are: 2015 AIBMENA Ghaf Tree Award: General Electric, MENAT 2015 AIBMENA Windtower Award: Fadi Ghandour, Founder and Vice Chairman of Aramex.

We are hosting an industry panel discussion on the topic: Social Entrepreneurs: A Brave New breed of Managers. This session will be moderated by Dr. Melodena Stephens Balakrishnan.

Our panelists are:

Mr. Sunil Sinha, Resident Director, MENA Region of Tata Sons, Mr. Sinha has been in the Tata group for over 31 years, most recently as the CEO of Tata Quality Management Services (TQMS). At TQMS, Mr. Sinha has been instrumental in driving the agenda of Business Excellence, Management of Business Ethics, Innovation, Sustainability, Corporate Governance and Safety in group companies. He currently serves on the Board and Audit Committee of Tata Auto Comp Hendrickson Suspensions Pvt. Ltd. and the Advisory Board of the Symbiosis Centre for Distance Learning (SCDL). In 2009, Mr. Sinha was nominated by Businessweek magazine as one of the world’s 25 ‘Masters of Innovation’. During his Tata career, he has also worked in Tata Steel and Tata International and gained functional experience in the areas of International Marketing, Shipping and Chartering, Project Management and Human Resources. Mr. Sinha graduated in mechanical engineering from the Bihar College of Engineering, Patna, in 1982. He completed the Advanced Management Programme from INSEAD, Fontainebleau, France, in 2004, and the Advanced Strategic Management Programme at IMD, Lausanne, in 2011.

Khalifa Suhail Al Marar, Vice President, Healthcare, at Mubadala Development Company: Khalifa is an UOWD Alumnus. Khalifa Suhail Al Marar is Vice President, Healthcare, at Mubadala, a role he has held since January 2014. He is responsible for devising and implementing marketing strategies and initiatives. Prior to joining Healthcare, Al Marar held a number of positions within Mubadala, including in Group Communications, Corporate Strategy, and Technology & Industry. His experience also includes the public sector, with positions in the Department of Economic Development’s Special Projects Office and Project Management Office - Undersecretary Office, and an assignment with

Page 18 of 41 the Abu Dhabi Crown Prince’s Court. Al Marar is an international award-winning documentary producer, whose brand communications documentaries have screened at Cannes, New York, and Los Angeles film festivals, and on television globally. Al Marar holds a Bachelor’s degree in Marketing and Finance from California State University Long Beach (USA), and a Master’s degree in Strategic Marketing from the Australian University of Wollongong in Dubai (UAE).

Mona Tavassoli, Founder and Director, Mom Souq and Mompreneurs Middle East: Mona is a UOWD alumnus. With over a decade of work experience, Mona Tavassoli founded Mom Souq (www.momsouq.com), an online community and bazaar for mothers residing in the UAE, through which mothers can network with each other, share advice and their experiences. Today it has a community of 300+ mompreneurs and the community has expanded outside of UAE to include Jordan and Qatar. This platform promotes start-ups. She has now launched a new platform Mompreneurs Middle East to promote B2B networking opportunities with savvy mothers in the region. In 2014, driven by her passion to make a difference, Mona set out on a grueling seven day trek to scale Kilimanjaro’s Uhuru peak, the highest mountain in Africa and the tallest free-standing mountain in the world, at 5,895 metres. Working with the Womanity Foundation, she raised $6,000 to secure 2 years of stationery supplies for 12 schools educating around 24,000 female students in Afghanistan.

About JW Marriott Marquis Hotel Dubai

JW Marriott Marquis Hotel Dubai is a 5-star hotel is in the Guinness Book of World records for “World’s Tallest Accommodation”. It won the 2014 Middle East’s leading MICE Hotel. In 2013, they won 15 Awards. They also have the world’s highest cigar bar – Vault. http://www.marriott.com/hotels/travel/dxbjw- jw-marriott-marquis-hotel-dubai/

Dinner at the Restaurant KITCHEN6 Kitchen6 is an award winning international buffet restaurant featuring Asian woks, Middle Eastern grills, European breads and Indian tandoors glowing through glass walls. The open kitchen invites you to watch chefs at work creating only the finest gastronomic delights. Source: http://www.marriott.com/hotels/hotel- information/restaurant/dxbjw-jw-marriott- marquis-hotel-dubai/

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DAY 2 14th of January 2015 (Wednesday)

Concurrent Session 1 Theme: Research in International Business: A Global Perspective Time: 9.00-11.15am Venue: UOWD Block 14, Room 209

Session chair: Vipin Gupta, California State University Discussant: Tim Rogmans, Zayed University

1. (ID#4) Researching beyond Latin America: a reflection on Fastoso & Whitelock Nnamdi Madichie, Canadian University in Dubai [email protected]

The purpose of this paper to situate Fastoso and Whitelock’s submission on the marginalization of Latin American authors aspiring to publish in top marketing and business journals. Based on a review of the extant literature, the paper notes that while there is some merit in the contention of ‘discriminatory’ practices against Latin American research and/ or researchers, the problem extends well beyond that region. Hence the recommendations by Fastoso and Whitelock need further qualification as Latin American researchers do not constitute a unique group, and like their counterparts in other emerging market contexts should consider setting themselves more realistic targets or ‘upping’ their game in terms of research rigor, in order to cope with the real or perceived American hegemony in this area. Overall this study presents a counterpoint to the notion that the challenges involved in conducting and publishing marketing research based on data gathered in Latin America in top marketing journals is neither new nor unique to the sub-continent, as it equally applies to other emerging economies. The way forward is to develop a critical mass as discussed in this paper.

2. (ID#34) Locational determinants of Arab Greenfield foreign direct investment in Africa Robert J. Rolfe, University of South Carolina [email protected] Alessandro Perri, University of South Carolina Douglas P. Woodward, University of South Carolina

This paper examines the patterns of Middle Eastern and North African (MENA) foreign direct investment (FDI) in Africa. It finds that MENA multinational enterprises (MNEs) were attracted to African countries that had larger economies or were members of the Arab League. In addition, the World Bank’s governance indicator measuring the rule of law had a positive impact of FDI for investment throughout the continent. MENA MNEs were not deterred by political instability or lack of control of corruption for investments in countries south of the Sahara. This may reflect the skills developed by MENA investors from countries that have high income inequality, weak institutions, corruption, and burdensome regulations. This expertise may give MENA-based MNEs a competitive advantage when investing in African countries with similar institutional environments

3. (ID#68) Prospects and challenges of free trade agreements: potential consequences of the GCC - Australia free trade agreement Tim Rogmans, Zayed University [email protected] Doren Chadee, Deakin University Banjo Roxas, Deakin University

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The Australian government and the GCC countries have been negotiating the possibility of a free trade agreement (FTA) between the two regions for some time in order to invigorate trade and investment between the two regions. An integral element of an FTA involves the reduction and eventual elimination of trade barriers. This study attempts to identify the main barriers facing Australian firms doing business in the GCC region. Based on a survey of a sample of businesses currently doing business in the GCC region, it is found that although tariffs constitute important barriers, non-tariff barriers (NTBs) are the most severe and commonly faced constraints experienced by Australian firms in the GCC region. The main constraints to increased trade identified in the research relate to documentation preparation; Government bureaucracy, non-transparent administrative processes, government procurement rules, regulations, inspection inconsistencies, red tape and lack of IP protection. Competition as it relates to market price, competitiveness, value of A$, cheap imports from Asia, restrictive trade practices, preferential treatment for EU and US laboratory-tested products, Southern Mediterranean competition; The rule of law in relation to contract enforcement for the recovery of debt and payments; Cross-cultural communication in relation to familiarity with language, culture, norms and values in the GCC. The findings provide trade policy makers with new insights for the development of a more effective FTA.

4. (ID#48) Are Indian MBA schools global and market oriented? Nnamdi Madichie, Canadian University in Dubai [email protected] Satyendra Singh, University of Winnipeg Peter Lewa, United States International University

This viewpoint paper assesses the place of Indian B-Schools, and especially the MBA, within the context of the global economy. The study highlights the trend in MBA provision in India with a view to exploring how MBA graduates may be better equipped, and positioned, to take up managerial opportunities provided by the influx of Multinational Corporations (MNCs) into this emerging market. Overall, the study observes and reports that the demand-side seems to outweigh the supply-side on a range of areas – from the lack of qualified instructors, through the poor teaching practices and quality assurance mechanisms. The study surmises on the need for B-Schools in India to forge strategic partnerships, international networking arrangements and ultimately international accreditation.

5. (ID#57) A Study of Strategic Planning in the Saudi Telecommunications Industry Mohammed Atiah Alharbi, La Trobe University [email protected] Peter Dowling, La Trobe University M. Ishaq Bhatti, La Trobe University

There is limited research on the topic of strategic planning in the telecommunications industry. This study attempts to explore the current strategic planning practices of the Saudi Telecommunications Industry and to gain an understanding of the internal and external factors that influence the strategic planning in the industry. A mixed method approach— quantitative and qualitative—is used to analyze the data collected from primary (questionnaires and interviews) and secondary sources. The results reveal that competition laws have a critical effect on strategic planning in Saudi telecommunications firms. A linear trend model reveals that average annual growth rate in the Saudi telecommunications industry is highest as compared to Malaysia (65%) and the global (more than 100%) trend, demonstrating that future strategic planning in the industry is important for the entire region.

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6. (ID#62) Success Factors in small and medium-sized joint-ventures with high cultural diversity –Explored through the lens of Saudi-German business cooperations Maike Laska-Khalil, University of Fribourg [email protected]

The entry into foreign markets represents a challenge, especially for small and medium sized enterprises (SMEs), not least due to financial and human resource constraints. Despite the increasing popularity of international joint ventures (IJVs) as an internationalization strategy, their effectiveness has been generally under-explored, with researchers tending to focus on ventures established by large firms, the results of which are not entirely applicable to SMEs. Existing empirical findings lack consolidation, and are plagued by conflicting criteria for the measurement of IJV success. Integrating existing research results to identify crucial success factors for SME IJVs is the goal of the research work presented here, which is divided into four phases. These consist of a comprehensive literature review, followed by the design of a meta-analysis used to consolidate relevant research results, which are then used to test our hypotheses. These are then verified in an empirical setting in selected IJVs. Finally, the results are consolidated into a causal model, providing guidance for SME IJVs and identifying research gaps. This paper motivates for the problem, presents the results of the first steps, and explores the definitions and construction of the comprehensive meta-analysis of existing research results, which constitutes the backbone of this research.

Tea Break Time: 11.15-11.30 Venue: UOWD Block 15, 3rd Floor

Dean’s Panel: Role of Culture and International Business Time: 11.30-12.15 Venue: UOWD Block 15 Ground Floor, Auditorium

This panel is facilitated by Prof. Vipin Gupta.

Prof. Vipin Gupta: Associate Dean, Professor, MBA Director, Global Management Center Co-director, College of Business and Public Administration, University of California, San Bernardino, USA.

Vipin is an expert in international management, strategy in a global context, and also teaches study abroad business in China, India, Middle East, and Europe. He has authored or edited 16 books, including the seminal GLOBE project on culture and leadership in 62 societies, eleven on family business models, two on organizational performance, one on the Multinational subsidiaries in China, and an innovative strategy textbook, having published about one hundred fifty articles in international academic journals and as book chapters.

Professor Nakiye Avdan Boyacigiller: President of AIB and Fellow of AIB

Nakiye is Professor of Management and past Dean of the Sabanci School of Management at Sabanci University in Istanbul, Turkey. A graduate of UC Berkeley (PhD) and UCLA (MBA), prior to joining Sabanci University she served on the faculty of San Jose State University for 17 years. An award winning teacher, Nakiye’s key areas of teaching are cross cultural management and organizational behaviour. Nakiye is also actively involved in several editorial, business school advisory and non-profit boards.

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Professor Robert Whelan, Advisor, Provost Office, UAE University & Advisor AIBMENA

Prof Whelan’s career has spanned over many illustrious positions like Dean of Science in the University of Wollongong, Australia, President of the University of Wollongong in Dubai and Deputy Provost, UAE University. His main focus is on high quality teaching and research in the higher education sector, and fostering the human capital needed for effective management of these activities in universities.

Professor Valerie Lindsay, Dean of the Faculty of Business at the University of Wollongong in Dubai (UOWD).

Prior to joining UOWD, she held academic positions at the Victoria University of Wellington, the University of Auckland, both in New Zealand, and at the University of Warwick, in the UK, specializing in international business and strategy. Professor Lindsay’s research interests lie in the area of international strategy, specifically, internationalization and market entry, SMEs, services internationalization and business in Asia. Her work has been published in leading journals, including Management International Review, Organizational Dynamics, Industrial Marketing Management, and International Journal of Services Industry Marketing, and she co-authored the book, ‘Knowledge at Work’. Professor Lindsay has also consulted widely in the UK and New Zealand in areas relating to Strategy and Internationalization.

Dr. Daniel Kratochvil, Director, Office of Planning and Performance at University of Wollongong in Dubai.

Daniel Kratochvil is a senior higher education administrator with experience in university strategic planning, academic program development, local and international accreditation, and the promotion of international initiatives. Currently the Director of the Office of Planning and Performance at the University of Wollongong in Dubai, he has previously served as a senior administrator at universities in Abu Dhabi and Bahrain as well as working for the government of the United Arab Emirates. Prior to moving to the Arabian Gulf Region, he lived in New York City and worked for the Council on International Educational Exchange and as a researcher on projects funded by the Freedom Forum (Columbia University) and the Mellon Foundation.

Lunch Time: 12.15-13.00 Venue: UOWD Block 5, Recreation Room

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Concurrent Session 2a (Parallel): Theme: Indigenous Management Theory and Practices in the MENA Time: 13.00-14.30 Venue: UOWD Block 15, 3rd Floor

Session Chair: Nadir Kolachi, Skyline University Discussant: Florian Schloderer, INSEAD

1. (ID#5) HR-PDC (Planning, Development & Communication): A New Theory for achieving corporate reputation & employee motivation Nadir Kolachi, Skyline University [email protected]

The purpose of this study is to propose a model that can add value to today’s corporations. The paper relates to the changing trends of modern organizations with reference to HR functions based on the proposed model (HR-PDC) that defines as HR planning, HR development and HR communication. HR-PDC is developed in line with corporate reputation & employee motivation. The model will explain corporate reputation & employee motivation that is achieved through HR-PDC functions that are considered as emerging & required trends of the corporations. The purpose of HR has never been a just hiring people and managing the record of workforce rather play a role of maintaining corporate reputation & employee motivation in particular. The HR-PDC is the model that specially proposed here as the modern functional domain with relational focus of corporate reputation & employee motivation. All HR models portray the guidelines for companies and present a technique to make everything move into the right direction. The modern corporate managers are advised to apply HR-PDC model in order to achieve required corporate reputation and employee motivation.

2. (ID#38) Gender stereotyping of managerial characteristics in Kuwait John D Russell, American University of Kuwait Hanh T Tran, Independent member Mark Speece, American University of Kuwait [email protected]

The oil rich States of the Gulf Cooperation Council (GCC) rank in low in terms of gender equality and economic participation of women, although compared to developed and rapidly developing countries of the non-Western world, they are not very different. Many GCC countries are, however, distinguished by strong progress (albeit from a low base) on gender equality and it is useful to see how this may be affecting women’s access to managerial positions. Kuwait is a good context to examine this, as it is among the leaders within the GCC in gender equality (even though not ranking very high by world standards). We use the Bem Sex Role Inventory (BSRI) scale to examine stereotypes in Kuwait about characteristics successful managers need. Men regard both male and female characteristics as roughly similar in importance, showing some similarity to what the literature calls androgynous management characteristics. Women are significantly less likely to associate male characteristics with successful managers, and they may think that female characteristics are more strongly associated than make characteristics.

3. (ID#51) Toward a dynamic and interactional framework of Cultural Intelligence Ahmad Muhamad Salih, Grenoble Ecole de Management [email protected] Taran Patel, Grenoble Ecole de Management

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Extant literature on Cultural Intelligence (CQ) continues to be grounded in static geo-ethnic conceptualizations of culture (e.g. national culture). This practice is problematic because it leads to ‘losing of absolutes‘– the concern that irrespective of their versatility, international managers cannot be expected to master all national cultures with whom they may be called upon to interact. To overcome this drawback, we offer the Dougalsian Cultural Framework (DCF) as an alternative framework of culture. Integrating the dynamic conceptualization of culture offered by DCF within the CQ construct results in an innovative framework of CQ with many advantages. First, being grounded in a transactional/interactional approach to culture, this framework allows us to break away from static geo-ethnicity based frameworks of culture. Second, our framework explains, how despite having different cultural affiliations, culturally intelligent individuals shift from one culturally-appropriate behavior to another as part of the adaptation process in intercultural interactions. In so doing, we expose the merits of the often-neglected fifth cultural type of DCF- the hermit. Thus, our paper offers theoretical contributions both to CQ and DCF literatures. We end the paper with a discussion of managerial implications and suggestions for future research.

4. (ID#64) Comparing ethical perceptions of accounting students in the MENA area Leonie Jooste, University of Wollongong in Dubai [email protected]

In 1990, Bruns and Merchant (1990) surveyed earnings management practices and asked the readership of the Harvard Business Review to rate the acceptability of those practices. Prior to the Bruns and Merchant (1990) study, the morality of short-term earnings management was of little concern to researchers and accounting practitioners. However, in the light of increased financial frauds and failures, new and increased emphasis has been placed on the importance of the concepts of earnings quality and earnings management practices. Despite increased research focusing on business ethics since 1990, there is little evidence that business schools and the profession are educating accountants about earnings management practices. Therefore, this study, similar to other studies, continues to use the Bruns and Merchant survey and compares the results of a previous study on students in the MENA area with a recent survey on earnings management practices. Students and business managers were previously surveyed at a MENA University and these results were compared to a recent survey of accounting students at the same University. The expectation will be of changes in attitudes towards earnings management since the previous survey (including the financial scandals and passing the Sarbanes-Oxley Act). Therefore, the aim of the study is to determine if there have been changes in attitudes towards earnings management practices.

5. (ID#60) Understanding the organizational dynamics of change in Middle Eastern organizations: Insight from an explorative study Albert Angehrn, INSEAD Florian Schloderer, INSEAD [email protected]

As result of increasing globalization and the need to diversify economies, organizations in the Middle East face increasing pressures to implement organizational change. Research has provided practitioners with useful knowledge how to effectively implement organizational change in other parts of the world, but not yet in the Middle East; this lack of knowledge makes it particularly difficult to successfully implement organizational change in that region. With this paper we aim to close this gap and explore the specific dynamics of organizational change in Middle Eastern organizations. Individual and group interviews were conducted with 24 experts in implementing change in organizations based in the United Arab Emirates (UAE) and other countries of the Gulf Cooperation Council (GCC). Based on this sample, a

Page 25 of 41 set of relevant dynamics on the levels of individuals, influence networks, organizational culture and strategies and interventions were identified and discussed.

Concurrent Session 2b (Parallel) Theme: Emerging Research in Marketing and Consumer Behavior Time: 13.00-14.30 Venue: UOWD Block 14, Room 208

Session chair: Golan Mostafa Khan, Sultan Qaboos University Discussant: Ian Michael, Zayed University

1. (ID#9) Consumer perceptions of social media usage by consumer electronics retailers in Kuwait Ahmed Mohamed Tawfik, American University of Kuwait Heba Magdi, American University of Kuwait Menna Ghandour, American University of Kuwait Ali Al Hassan, American University of Kuwait Mark Speece, American University of Kuwait [email protected]

Companies are increasingly using social media in marketing communications, but there is still little research on consumer perceptions of corporate SM usage. This small mixed- methods project among SM users in Kuwait explored perceptions about consumer electronics retailers’ use of SM. Information gathering about products is not the main SM usage, but is fairly common. Users think product pictures with brief captions are best, and like Facebook and Instagram most for this. They like frequent updates, but dislike irrelevant posts simply to generate a stream of notifications. Content and organization of the corporate SM site is important in fostering repeat visits.

2. (ID#29) Azza and her ARJMST brand: Which Way Forward? Fauzia Jabeen, Abu Dhabi University [email protected] Marios I. Katsioloudes, Qatar University Syed Zamberi Bin Ahmad, Abu Dhabi University

This is a field-researched real case about a budding Emirati female entrepreneur “Azza Al Qubaisi” who established ARJMST Jewelry brand in Abu Dhabi, United Arab Emirates (UAE). ARJMST brand, a UAE based jewelry design and Art pioneer company in the local art and craft is one of the most popular jewelry brands in the United Arab Emirates. There were many challenges Azza and her ARJMST brand had to face: brand awareness of International Jewelry Giants; and what future skills Azza needed to develop to meet the regional and global challenges. The challenges and hurdles are many which Azza, the entrepreneur has to think of if she wants to sustain in the long run. She is wondering what her next step ought to be in light of the competition. Should she expand? If yes, where and how? This case will enable the students to critically think in various facets and reach a decision based on the facts provided.

3. (ID#49) Qatar Airways, 2014 - In the new era of growth, international competition and consolidation Golam Mostafa Khan, Sultan Qaboos University [email protected]

Qatar Airways, founded in 1994 and re-launched in 1997, has emerged as one of the world’s

Page 26 of 41 best known carriers. This Doha-based airline has strived to secure its position as the world’s best airline and has obtained the ‘World’s Best Airline’ award from Skytrax in both 2011 and 2012. Qatar Airways currently fly to over 125 destinations with a modern fleet of over 128 aircraft. In order to achieve its planned growth, it has more than 200 jets on order with an estimated budget of over $50 billion. The carrier has recently moved to the newly built modern Hamad International Airport. Qatar Airways has also recently joined the Oneworld Alliance, whose 13 members are led by American Airlines and British Airways. This membership, effective from October 2013, has provided Qatar Airways with more access into the European and American markets. The global aviation industries, especially in the Australasia, Middle East and Europe, have become intensely competitive and consolidated. While Qantas and Emirates Airlines has recently formed a strategic alliance, Etihad made a partnership agreement with Air France-KLM to strengthen its position in the European Market.

4. (ID#56) Omani consumer’s ethnocentrism and demand for locally produced products Msafiri Daudi Mbaga, Sultan Qaboos University (Oman) [email protected] Lamya Salim Khamis Al Abri, Ministry of Agriculture and Fisheries Wealth Houcine Boughanmi, Sultan Qaboos University Shekar Bose, Sultan Qaboos University

The continued spread of globalization has resulted in levels of global product availability that is not only unprecedented, but would have been regarded as impossible not too long ago. Products of almost every conceivable national origin (both industrial and fresh agricultural products) are now widely available throughout the world. Because the “country of origin” (COO) label of a product is a factor that in many cases influences the buying behaviour of consumers, government policy makers and businesses know that they need to investigate consumer attitudes toward both domestic and imported products and the findings of these investigations needs to be used to formulate more effective national “buy local” campaigns and marketing strategies. This issue has never been important in Oman than it is now when the country has embarked on strategies to diversify the economy. The success of the diversification strategies by the Oman government would, among other things, depend on the success of the promotion of “locally produced” products. Therefore investigating and understanding consumer attitudes toward both domestic and imported products becomes important. This study intends to do just that by investigating consumer ethnocentrism of Omanis.

5. (ID#67) Internationalism on service loyalty in the United Arab Emirates Melodena Stephens Balakrishnan, University of Wollongong, Dubai Naeem Muhammad, University of Wollongong, Dubai Immanuel Azaad Moonesar, Walden University [email protected]

Consumer loyalty is much sought after by marketers, due to its positive impact on profitability, net present value and market impact in the United Arab Emirates. For the purposes of this research, we look at attitudinal loyalty in the areas of (1) cognition (2) effective or emotional and (3) cognitive responses, hence we look at those individual components of feelings, process and behaviours that can explain the attitude of loyalty. Though Harris and Goode (2004) look at the loyalty sequence, i.e. cognitive-affective- cognitive-action, this paper will not address this issue. There is a positive relationship between attitude (degree of like) and attitudinal loyalty (the attitude variable is statistically significant using all the three approaches). Hence, H1 is supported. There is a positive

Page 27 of 41 relationship between increase in trust and attitudinal loyalty (the trust variable is statistically significant using all the three approaches). Hence, H2 is supported. There is a positive but weak association between the level of relationship a customer feels and attitudinal loyalty (relationship variable is statistically significant at 10% using ordered logit and ordered probit models but statistically insignificant using OLS). Hence, H3 is supported. There is a positive association between the level of engagement a customer feels and attitudinal loyalty (the engagement variable is statistically significant using all the three approaches).There is a positive relationship between Unsolicited Word of Mouth and attitudinal loyalty (the UWM variable is statistically significant using all the three approaches).

6. (ID#70) Landscape & Wildlife for Brand UAE: Narratives by Locals, Expats & Tourists Filareti Kotsi, Zayed University, Dubai, UAE [email protected]

This study analyzes the perceptions of UAE nationals, UAE residents and tourists to the UAE of visual and auditory elements of landscape and wildlife associated with the UAE. A qualitative research method in the form of open-ended questions, in-depth interviews, narratives of memories, emotions and experiences, as well as word association exercises with images and sounds were used for data collection. 30 participants (Emirati nationals, expat residents, tourists) participated in the study. The findings show that images and sounds related to the camel, the falcon, the palm tree, and the desert are ranked the highest and as most representative of the UAE for all three categories of interviewees. The narratives of these three groups provide insights of the effects these images and sounds provoke to the different categories, whether locals, international residents or tourists. The study proposes that storytelling related to experiences, emotions, childhood memories can be used as a strategy for co-creating Nation Branding. This research paper is part of the preliminary study of a project entitled “Destination Branding: Perception Mapping of Visual and Auditory Communication Elements” supported by the Research Incentive Fund (RIF) Grant provided by Zayed University, Dubai, UAE. The overall aim of the research is to understand how perception of visual and auditory communication factors of place branding can affect decision making, especially in terms of incoming tourists to the UAE.

Tea Break Time: 14.30-15.00 Block 15, 3rd Floor

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Desert Safari Time: 15.00-22.00 Departure from entrance between Block 14 and 15.

Please dress warm. We shall enjoy a cultural evening and some time to share our research interests. Bring your camera!

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DAY 3 15th of January 2015 (Thursday)

Workshop How can we create a MENA impact in the field of research? Acting as influencers in our community Time: 9.30-11.30 Venue: UOWD Block 15, 2nd floor Rob Whelan Case Study Room

Facilitators: Prof. Rob Grosse and Prof. Nakiye A. Boyacigiller and Dr. Melodena S. Balakrishnan

Tea Break Time: 11.30-11.45 Venue: Block 15, 3rd Floor

AIBMENA General Body Meeting Time: 11.45-12.30 Venue: UOWD Block 15, 2nd floor Rob Whelan Case Study Room

Lunch Time: 12.30-13.30 Venue: Block 15, 3rd Floor

Concurrent Session 3a (Parallel) Theme: Entrepreneurship, Employability, and Innovation Time: 13.30-15.15 Venue: Block 14, 2nd Floor ,Room 209

Session chair: Linzi Kemp, American University of Sharjah Discussant: Kathy Shen, University of Wollongong in Dubai

1. (ID#16) Explicating the effect of Social Source of Information on Opportunity Recognition in People with Disabilities in India Anita Sharma, Indian Institute of Management, Indore [email protected] Prashant Salwan, Indian Institute of Management, Indore

Disability is a complex phenomenon. Our paper examines the fundamental puzzle of people with disabilities during the process of recognizing entrepreneurial opportunities. Building upon the literature of network theory, this study intend to study the effect of social networks (mentors, informal networks, professional forums, and family & close friends) as a source of information on entrepreneurial opportunity recognition. We also aim to study the moderating effect of self-efficacy on the social sources of information and entrepreneurial opportunity recognition. Due to small sample size (i.e. 209 respondents) and exploratory nature of the research, we adopted partial least square structural equation modelling (on smartPLS 3.0 software). The results are consistent with previous researches on network ties and entrepreneurial opportunity recognition and offered interesting insights on professional forums and family & close friends. Finally the paper offers some practical implications for policy makers, academia and people with disabilities.

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2. (ID#46) Is family the key? Exploring the motivation and success factors of Female Emirati Entrepreneurs Fauzia Jabeen, Abu Dhabi University [email protected] Marios I. Katsioloudes, Qatar University Shobha Das, Qatar University

This exploratory research attempts to identify the motivation factors and to understand the extent to which different aspects of family play a role in the success of an entrepreneurial business operated by an Emirati businesswoman. A survey-based qualitative method was used to collect data from 224 Emirati female entrepreneurs. We carried out factor analyses using Principle Component method subject to Varimax rotation and regression analysis to answer our research questions. It was found that family is an important, but not the main, motivating factor and family support and contribution of family members to the business are important for business success.

3. (ID#50) Expatriate women in the UAE; A study on the influences for their working lives as entrepreneurs and managers Linzi J Kemp, American University of Sharjah, UAE [email protected] Bridgette Rickett, Leeds Metropolitan University

The purpose of this research was to explore the lived experiences of becoming a leader for expatriate women in the United Arab Emirates. The aim was to investigate the life histories of international women working as entrepreneurs and managers. The qualitative study is focused on an under researched sample of twelve expatriate women leaders in various business and commercial settings. A phenomenological framework of analysis was followed that revealed these women did not fit within a previous classification of research on expatriates. Three new themes emerged about the development of expatriate women leaders. The discussion considers a gendered approach where the experience of womanhood is both central to, and a mediator for, women’s experiences of becoming a leader. The study is limited by the small sample in a particular country and this factor opens up opportunities for further research. The contribution to academic knowledge from the study recognizes the influences on expatriate working women. Insight for business practitioners is offered about the female expatriate as entrepreneur and manager in the global labor force.

4. (ID#66) An exploratory study integrating corporate entrepreneurship with business sustainability in UAE Julie Vardhan, Manipal University, Dubai, UAE [email protected]

Business Sustainability offers a wholesome picture of how businesses should strive to achieve the triple bottom-line of balancing economic, ecological and social factors of the organization (Saha, 2011). The concept of Corporate Entrepreneurship (CE) is also understood to be one of the ways by which businesses can bring about the competitive edge and create value for the stakeholders (Adonisi and Wyk, 2012; Demirci, 2013). While most organizations would encourage entrepreneurship in the organization, the challenge is how to make the business sustainable along with developing entrepreneurial culture. This research is an integrative study to build a bridge between these concepts. The exploratory study employs a survey of 140 junior and mid-level executives in UAE to analyze the concepts of Corporate Entrepreneurship and Business Sustainability in their organizations. This study argues for

Page 31 of 41 organizations to be entrepreneurial, and yet be sustainable, the resulting effect would hopefully provide managers and business practitioners with a framework for creating successful organizations.

5. (ID#69) Leveraging cross-cultural resources: Will it make entrepreneurship international? Valerie Lindsay, University of Wollongong in Dubai Kathy Shen, University of Wollongong in Dubai [email protected] Victor Zengyu Huang, Zayed University

The constructs, social capital (SC) and human capital (HC), are used to examine the venture creation process of two entrepreneurs in the United Arab Emirates (UAE). We pay particular attention to the role of cross-cultural knowledge and experience gained by the entrepreneurs, particularly from time spent abroad. Using a case study approach, we explore how these influence the development of new entrepreneurial ventures in the entrepreneurs’ home country. The term, ‘cross-cultural resources’, is adopted to reflect both cross-cultural knowledge and experience utilized in the process of venture creation. We highlight the novel contribution of cross-cultural resources in entrepreneurship, and highlight the important theoretical question that is raised as to its role in defining whether entrepreneurship is domestic or international.

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Concurrent Session 3b (Parallel) Theme: Economic Landscape, financial institutions, and Islamic Banking Time: 13.30-15.15 Venue: Block 15, 2nd floor, Room No 2-22

Chair: Naveed Butt, Zayed University Discussant: Khalid Al-Amri, Sultan Qaboos University

1. (ID#52) Time factor in M&A success across continents and cultures Marina Apaydin, American University Beirut [email protected] Haitham Khoury, American University Beirut Vanessa M Strike, University of British Columbia

This paper investigates the dual role of time in post-merger integration (PMI) in different contexts: Canada, Europe, China, Turkey and Lebanon. Prior qualitative research has focused on the determinants of M&A success, and highlighted the importance of meeting implementation schedules as a pivotal, yet usually unachieved, goal of a PMI (Apaydin, 2008). The present paper proposes a novel empirical study to further the understanding of how PMI time schedules are initially set and why they are missed most of the time. This study is rooted in the heuristics, biases, and temporal orientation literature. It is an experimental 2x2 between-subjects design whereby financial analysts are asked to create a PMI implementation schedule under two conditions (participation vs. non-participation in PMI) and two scenarios (less complex data vs. more complex data). This study helps to explain the so-called M&A success paradox (double digit M&A growth in spite of 60%-90% failure rates). Financial analysts, who rarely participate in PMI, underestimate implementation time, which then becomes an excessively aggressive deadline, usually missed because of unanticipated integration complexity. The study also makes a significant contribution to contextualized research of management practices and human behaviour in various cultures, both low context (Canada, Europe) and high context (China, Turkey, Lebanon) (Hall & Hall, 1990).

2. (ID#61) Comparative study of UAE National and Islamic banks with regional and international Banks Laura Matherly, Zayed University [email protected] Naveed Butt, Zayed University Zainab Abduljalil Ali, NBAD Hanan Ahmed Ali Al Hammadi, NBAD Shireen Anis Al Katheeri, NBAD Mohammed Sabbagh, NBAD

This report is a comparative study on the performance of UAE based banks with and without Islamic finance compared with their counterparts in regional and global settings. The strategies of three UAE banks—National Bank of Abu Dhabi, First Gulf Bank and Abu Dhabi Commercial Bank are analyzed. Big data is considered to be a key resource not just in the financial services industry but across range of industries from retail to distribution industry. Companies are interested in looking at the consumer behavior using the data and this report investigates the required skills of managers to effectively use the data to improve customer service. This study argues the importance of technology and risk management

Page 33 of 41 functions in the financial services industry. This study concludes using the performance data and ratios of UAE, regional and global banks across range of metrics.

3. (ID#63) Dealing with the unknown: How M-banking firms are succeeding when operating in an unregulated industry Heather Webb, Higher Colleges of Technology [email protected] Jose Godinez, Merrimack College Mauricio Garita, Universidad del Valle

This study analyses how institutional voids affect multinational enterprises (MNEs) operating in a new industry. To do so, this study analyzes how institutional voids affect the operations of MNEs operating in the M-banking industry in Guatemala. With the help of a qualitative approach this study researched all the MNEs operating in the M-banking industry in the country concluding that when formal institutions are inexistent all firms within an industry will adopt similar practices. Another finding presented by this research is that when formal institutions are weak or inexistent, informal institutions take precedence. This study furthers our knowledge about institutional theory since it argues that while forging personal relationships is important not all personal relationships are beneficial for firms. In this sense, this study argues that personal relationship relations with members of the government elite of the host country are more beneficial for firms operating in newly established industries when compared to the possible benefits of establishing personal relationships with members of the judiciary or bureaucratic systems.

4. (ID#47) Renaissance services company, 2014: Re-organizing for enhanced focus and improvement of its diversified businesses Golam Mostafa Khan, Sultan Qaboos University [email protected] Faridahwati Mohd Shamsudin, Sultan Qaboos University Dhafir Al Shanfari, Sultan Qaboos University

Renaissance Services Company is an Oman-based public limited company operating primarily in the oil and gas services industry. The company provides offshore support vessel fleet, engineering businesses in oil and gas fabrication and afloat ship repair as well as turnkey services. Through mergers and acquisitions, the company has grown rapidly in recent years and is now serving clients not only in the Arabian Gulf but also overseas. The case illustrates its humble beginning, provision of services in local and regional markets then goes on to provide company vision for its focus and growth strategies. Apart from its markets in the GCC (Gulf Cooperation Council) countries, the company has achieved a significant presence in the Caspian region including the Azerbaijan and Kazakhstan, Norway, the Far East Asia and Angola. The company initiated a major re-organization of the group and adopted ‘One Group: Two Companies’ strategy in 2013. By the end of 2013, it had over 7,700 employees operating in 16 countries around the world. It also reported a record revenue of over USD620 million for the year with a net profit of about USD49 million. In recognition of its role in the broader society, the company has initiated certain activities in recent years. Beginning in 2013, it started producing separate Sustainability Report according to GRI guidelines.

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Tea Break Time: 15.15-15.30 Venue: Block 15, 3rd Floor

Concurrent Session 4 Theme: Human Capital Development and Challenges Time: 15.30-17.15 Venue: UOWD Block 15, 2nd floor, Room 2-22

Session chair: Justin Williams, University of Calgary Discussant: Laura Matherly, Zayed University

1. (ID#2) Employees’ Attitude Towards Lateness Behavior: Who To Blame? A Case Study of Saudi Arabia Sara Abdulaziz Alshareef, Royal Holloway, University of London [email protected]

The contribution is that the paper has adopted an interdisciplinary approach of fields that crosses traditional boundaries between disciplines and thoughts to produce a new topic. Therefore the aim of this paper is to incorporate studies of travel and geography through a particular focus upon employees’ attitude toward lateness behavior. Notwithstanding, this study sought to explain the impact of mobility among SA employees’ behaviors. Mobility theory has been mainly considered the body’s movement through space (Sheller, 2011), but neglect to the impact mobility could have on employees’ attitudes and behaviors, such the one found in employees lateness to work and job turnover. Mobility in Manuel Castells (1996) views accompanied with social benefit ‘space of flow’, which is a metaphor of ‘space of place’. Where Zygmunt Bauman (2000, p.2) has considered mobility as a form of ‘fluidity’ or ‘liquidity’ as it reflects the present, which allude to ‘a phase in the history of modernity’. The paper first intention is to examine lateness behaviour at different level and unites of analysis, which plays a major role in understanding such phenomenon. Although a number of researchers have empirically studied employee punctuality (e.g., Koslowsky & Dishon- Berkovist, 2002) but neglect to investigate employees’ lateness behaviour in a field setting. The present study is divided into two main features: firstly, qualitative data that draws a general background and assumptions at an organizational, managerial and individual level; secondly, quantitative analysis includes: job satisfaction, organizational commitment and organizational climate, which been distinguished among groups of public and private sector organizations in Saudi Arabia. Lateness behviour has largely gone unnoticed up to that point. The research is therefore, of particular interest due to the lack of rigorous theoretical framework for investigating the relationship between lateness behaviour, organization type, employees’ perception and their intersect with mobility. Recommendations and conclusions are discussed for further research.

2. (ID#42) “Localization” of the workforce in the Gulf Cooperation Council countries: Issues, challenges, and future directions Justin Williams, University of Calgary [email protected] Fiona Douglas, Charles Sturt University Ramudu Bhanugopan, Charles Sturt University

This paper reviews the current literature on localization, and explores the significance of

Page 35 of 41 workforce localization to the Gulf Cooperation Council (GCC) Countries). The extant literature is leveraged to identify a socio-economic taxonomy comprising national culture, education, social contract and work values in the GCC countries. A nexus between tensions and incompatibilities are revealed and examined through the nascent literature on Islam and Human Resource management, which is found to be not reconciled in the localization literature. Complementing HRM practices with Islamic values may offer a paradigm through which localization issues might be resolved, enabling the GCC region to realign their staff development policies, and successfully implement workforce localization.

3. (ID#59) Working environment on individual flexibility and performance – The Case of China Yi Zhang, Zayed University [email protected]

People and organizations should not only exploit new competencies but also explore new opportunities to maintain and sustain competitive advantages. This is the idea of ambidexterity. Extant research has largely focused on ambidexterity at organization and group levels, though individual ambidexterity is perhaps equally important to organization success. In order to shed some light on this issue, this paper presents the evidence that two antecedents, employee’s skills of handling work stress and trust building, jointly influence individual ambidextrous behavior, and then result in performance. The research and managerial implications are discussed.

4. (ID#53) Contextualization of organizational innovation practices in the MENA region Marina Apaydin, American University Beirut [email protected] Erik den Hartigh, Ozyegin University

The dissonance between management theories and managerial practices is well known, and is amplified when trying to apply western management theories in a different context, such as the Middle East and North Africa (MENA). In this paper we investigate the role of context in the dissonance between espoused, i.e., intended, and enacted, i.e., realized, innovation strategies. To do so, we use survey data to compare an Egyptian sample of 8 companies with a Global sample of 68 companies using a previously developed framework of organizational innovation. We use interviews to determine the gap between the Egyptian companies’ espoused and enacted innovation strategies. The results indicate that companies in the Egyptian sample lag behind those of the Global sample in the foundations of organizational innovation: leadership, culture, business practices and innovation processes, but not in innovation outcomes. Only a minority of the Egyptian companies shows a comprehensive espoused innovation strategy. Likewise, only a few of the Egyptian companies show a comprehensive enacted innovation strategy. Only one Egyptian company shows a sustainable, i.e., espoused and enacted, innovation strategy. To help Egyptian companies move to more sustainable innovation, we propose a number of context-dependent management recommendations.

5. (ID#54) Agency theory and workplace quotas: building competitiveness through effective governance of national-expatriate knowledge transfer and development of sustainable human capital. HH Sheikha Shamma bint Sultan bin Khalifa Al Nahyan, Zayed University Laura Matherly, Zayed University [email protected]

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This paper develops a theoretical model that identifies the key factors underlying of the successful use of workplace quotas for nationals to develop human capital and therefore, build the performance of a work force that creates a sustainable competitive advantage in the global arena. The premise of this paper is that localization is not successful when a national is hired into a position and an organization meets the strategic targets for nationalization. Nationalization is successful when the local workforce has the expertise and capability to first, sustain the organization and more importantly, lead the country’s economic development to meet their strategic goals. Therefore, sustainability is contingent on effective and efficient knowledge transfer between targeted nationals and expatriates who possess specialized expertise. By drawing on scholarly contributions in the areas of strategic management, the resource-based view of the firm, strategic alliances, agency theory, knowledge management, and absorptive capacity, this paper consolidates extant knowledge and proposes a framework aimed at developing a more integrated agenda for future research. Last, this article contributes to understanding how policy makers and leaders can strengthen the transformative forces that will drive successful implementation of workforce quotas.

AIBMENA Closing Time: 15.30 Venue: Block 15, Room 2-22

See you in 2017!

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