The purpose of this paper is to document and analyze 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.
The research employed an embedded ethnographic approach to produce a case analysis of expatriate‐local work relations.
The study 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.
The paper is new in two respects. It is the first ethnographic study 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.
