When Arab-expatriate relations work well: diversity and discourse in the Gulf Arab workplace

Article Type: Abstracts From: Human Resource Management International Digest, Volume 19, Issue 1

Neal M.Team Performance Management: An International Journal (UK), 2010 Vol. 16 Nos 5/6, Start page: 242, No. of pages: 25

AbstractPurpose – Documents and analyzes the case of a public sector organization in the Gulf region, in which Arab-expatriate relations worked well and sustained a positive and high-performing organizational climate. Design/methodology/approach – The research employed an embedded ethnographic approach to produce a case analysis of expatriate-local work relations. Findings – The paper found that although there may be multiple sources of difference and potential conflict between Arab locals and expatriates in the workplace, there are circumstances where the effects of such divisions are neutralized, and a positive work environment is sustained. The paper identifies the key sources of division, and social cohesion, and shows how– in this case – these factors interacted so that the negative impact of cultural difference was neutralized, and good working relations were achieved. Originality/value – The paper is new in two respects. It is the first ethnographic paper of Arab-expatriate work relations in a public sector organization in Oman. It is also the first paper to identify, and distinguish between, the factors emphasizing alterity between Arab and expatriate workers,and those encouraging social cohesion. ISSN: 1352-7592 Reference: 39AX758

Keywords: Expatriates, Teamwork, Equal Opportunities,Localization, Oman