Most prior literature on the GCC workforce nationalization has focused on a limited set of themes (e.g. nationalization challenges), initiatives (e.g. quota system) and methodology (e.g. qualitative) and none has captured the full range of content associated with its implementation phenomenon resulting in our current incomplete knowledge on it. As one of the first studies on this phenomenon, our study explores the factors influencing comprehensive implementation of workforce nationalization in Qatar. We postulate a research model based on the strategic human resource and strategic management works of literature which contain five exogenous variables under three perspectives: Qatarization, organizational and environmental.
The study model was tested by using structural equation modeling (SEM) to analyze data collected from 300 managers in Qatar.
The results show that four variables –formal Qatarization planning, top management commitment, Qatarization experience and stakeholder pressures – positively influence the comprehensive implementation of Qatarization efforts.
Successfully implementing Qatarization objectives requires a robust synergy between dedicated planning and unwavering commitment from top management. Further, to effectively navigate the challenges of nationalization, collaboration with key stakeholders becomes pivotal. Our findings offer actionable insights for public organizations aiming to optimize their Qatarization efforts, emphasizing the integral role of holistic strategies and committed leadership.
We introduce a novel research model rooted in both strategic human resource and strategic management theories. Diverging from traditional qualitative approaches, our quantitative methodology provides empirical depth to our findings.
