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The purpose of this study is to examine whether team potency moderates the effect of the leader member exchange (LMX) on the expatriate's creative work involvement such that the effect of leader member exchange on creative work involvement becomes less when team potency is high.

Data were gathered via a printed survey instrument, using a purposive sampling approach and administered directly to 150 expatriate (non-Emirate nationals) employees located in the Jabal Ali Dubai Free Zone of the United Arab Emirates (UAE).

Our findings indicate that the higher the level of team potency the less the effect of LMX on expatriate creative work involvement.

The findings suggest that, team potency, which is an asset in certain situations, can be a liability suppressing the effect of LMX on the expatriate employees creative work involvement. Expatriate employees experiencing satisfaction and fulfillment through the leadership exchange feel sufficiently empowered in their abilities to engage in creative work behaviors.

Testing a theoretical model within the intranational cultural diversity of an expatriate workforce may be a stronger source of diversity than other sources, providing for an original theoretical contribution to the extant literature. Moreover, the UAE, with its prominent network of expatriate employment integrated within the national economy presents a highly relevant contextual environment in which to study expatriate behavior.

The purpose of this paper is to investigate the influence of conflict and intuition on explorative new products and performance in small- and medium-sized enterprises (SMEs).

The study proposes a theoretical model that was tested using two survey instruments: one instrument was administered to the owners of 150 SMEs within the United Arab Emirates (UAE) and the second was administered to senior managers within the same SMEs.

The results show that within the decision-making process both objective and personal conflicts drive decision makers to the use of intuition, with high levels of market turbulence strengthening the effect of objective conflict on the use of intuition. Furthermore, the use of intuition was found to have an adverse effect on explorative new products, negating the positive effectiveness of explorative new products on SME performance.

The study’s conceptual model may not completely represent the perspective it aims to elucidate. An alternative model with equally well-conceived explanatory variables could provide further interesting results.

Drawing on the perspective of the decision-making process, an interpretation of the model results and some practical implications are discussed.

The primary contribution of this study is the introduction of a model investigating the influence of conflict on the use of intuition in strategic decisions. Furthermore, the study collected empirical evidence from SMEs operating in the dynamic economy of the UAE, which is a less studied setting.

This study aims to examine the relationship between cultural intelligence and organisational commitment and its effect on learning goal orientation and turnover intention within the expatriate society of the United Arab Emirates (UAE).

A survey instrument was developed to collect data from 173 non-management expatriates employed by multinational corporations located in Dubai, UAE. SmartPLS bootstrap software was used to analyse the path coefficients and test the research hypotheses.

The results demonstrate that cultural intelligence enhances both learning goal orientation and turnover intention of expatriates. Moreover, organisational commitment partially mediates the relationship between cultural intelligence and turnover intention/learning goal orientation.

This study contributes by advancing extant knowledge with regard to cultural intelligence and organisational commitment effects on turnover intention and learning goal orientation of expatriates within a context of high cultural heterogeneity.

The purpose of this study is to examine how the adaptive nature of market orientation (MO) and the risk-taking nature of entrepreneurial orientation (EO) might be integrated for a complementary and reinforcing synergetic effect on firm performance within transitional economies.

The paper suggests links between the EO and MO concepts and develops propositions informed by prior research and reasonable assumptions. The propositions aim to spur future research to uncover further evidence that validates the testable hypothesis.

In particular, the study calls for investigating the interaction effect of EO with MO on new product entry, market intelligence collection and processing competence. In addition, the study proposes research studies on whether EO’s interaction effect with MO will tend to mitigate risk in the development of breakthrough innovation and whether the interacting strategic orientations are creating a synergetic effect towards firm performance. Finally, the study recommends that research models should be tested and understood in consideration of conditions and circumstances from varying contexts, such as the small and medium enterprise sector within transitional economies and the media industry.

Whilst the performance implications of EO and MO, when modelled separately, have been extensively studied in developed and diversified market economies, studies are in the early stages of investigating the joint effect of EO and MO on firm performance, especially within transitional economies.

This study aims to assess the relationship between entrepreneurial orientation (EO) and development culture and the role of willingness-to-change in this relationship and analyzes their effect on new product exploration in small enterprises.

A model based on structural equations with partial least squares (PLS) analysis is used to test the hypotheses. This model was tested on a sample of 250 respondents from 125 small enterprises, with less than 50 employees, located in all seven emirates of the UAE.

The results suggest that EO will induce organizational members’ willingness-to-change and will favor the advancement of a development culture in small enterprises; in addition, EO, willingness-to-change and development culture can lead to new product exploration in small enterprises.

The study findings are subject to potential limitations. First, the research design for the quantitative study was cross-sectional and self-reported, which could cause problems of common method and inflation bias. Second, the conceptual model may not be completely representative of the perspective the authors aim to elucidate. Third, as this study is country-specific, further research investigation in other developing economies is recommended to further understand the possible influences of cultural or socioeconomic contexts on the relationships presented in the model.

The article includes several practical implications about the relationships between willingness-to-change and development culture. It sheds light on the controversial link between EO and new product exploration in small enterprises.

The present study expands current knowledge on the EO–new product exploration relationship by investigating some key mediating variables such as willingness-to-change and development culture in an under-researched context such as UAE.

The purpose of this paper is to link management competence to small enterprise performance and assess the role of entrepreneurial orientation (EO) and willingness to change on this relationship.

The authors use structural equation modeling to test a theoretical model based on a data set from two survey instruments: one instrument was administered to the owners of 125 small enterprises within the United Arab Emirates and the second was administered to managers within the same enterprises.

Results show that within the small enterprise setting, managerial competence indirectly influences performance by influencing EO and willingness to change plays a partial mediating role through which EO benefits performance.

The case for linking managerial competence to performance is supported by the dynamic capability logic, which maintains that an enterprise’s advantage lies in its ability to reconfigure its resources, capabilities and routines appropriately in the pursuit of new opportunities and performance benefits. The study suggests that EO plays a pre-eminent role in developing dynamic capability.

Understanding the link between managerial competence and small enterprise performance has important implications for enterprise owners, investors, educators, researchers and policy makers.

The model is a valuable contributor to understanding the dynamic capability perspective within a small enterprise and adds to the growing body of research examining the ability of small enterprises to continuously recognize and exploit new opportunities for sustainable competitive advantage.

The purpose of this paper is to study the influence of organizational justice and decision latitude on expatriate organization commitment and job performance.

Data were collected from 175 nonmanagerial-level expatriate employees in Dubai, UAE using a purposive sampling approach. A structural equation model with partial least squared analysis was utilized to test the hypotheses.

The results show that decision latitude partially mediates the relationship between organization justice and organizational commitment and fully mediates the relationship between organization justice and job performance.

Data were collected from a cross sectional sample in UAE, and hence, the generalizability of the results to other contexts may be limited.

The research study suggests ways in which human resource managers and practitioners can develop a stronger awareness of the importance of decision latitude in employee decision-making and the role it plays in promoting employees' commitment and job performance given perceived organizational justice.

The present research is among the first of its kind to examine the study variables within the nonmanagerial expatriate context.

This study aims to investigate how learning goal orientation (LGO), participative decision-making (PDM) and leadership member exchange (LMX) influence innovative work behaviour (IWB) through expatriate employee creativity (EC). This research study further contributes to the extant literature by investigating team potency’s (TP) potential interaction effect on the expatriate EC–IWB relationship.

Data were gathered via survey from 175 expatriate employees in non-managerial positions in the United Arab Emirates. Partial least square structural equation modelling was used for analysing the collected data.

The statistical results show that PDM, LGO and LMX have a direct positive impact on IWB. The statistical findings also reveal that EC mediates the LGO and IWB relationship. Furthermore, TP has a significant positive moderating effect on the EC and IWB relationship.

This work adds to the literature in the field on innovation work behaviour and its antecedents by analysing data within the expatriate employee context, where empirical examinations are limited.

Managing across cultures is vital for international business success. Leaders need to make decisions in a way that suits the new culture in which they are placed. This paper aims to explore how expatriate managers in the UAE make decisions in respect to their contextual environment. Additionally, the study investigates the approaches expatriate managers use to adjust their decision-making and how they manage local staff in contrast to home country staff. Finally, the study investigates the factors that contribute to the situation-specific environment of the expatriate leaders’ experience.

Structured personal interviews of expatriates drawn from stratified sampling were used to discover the styles of decision-making that were effective in the UAE.

The consultative management style of management enhanced by a hybrid approach of melding the strongest aspects of the expatriates’ decision-making style with the strongest aspects of the local decision-making style met with much success managing in the UAE. Additionally, the expatriate managers’ expression of appreciation towards local staff provided motivation and encouraged cooperation. Moreover, it was found that expatriates can face difficulties in expressing their wishes and requirements accurately to local staff because of their unfamiliarity with the Arabic language.

This research provides practical guidance for expatriate managers charged with successfully leading organizations in UAE. It also offers guidance for employers seeking to recruit or employ appropriate management talent to UAE.

The paper concentrates on expatriate managers’ decision-making practices within the UAE.

Organizational fairness has been shown to affect numerous employee outcomes, including organizational commitment and job satisfaction. The purpose of this paper is to explore whether an expatriate manager’s favorability toward accepting a foreign assignment affects the way they respond to subsequent treatment in the workplace, viewed in terms of organizational justice.

Data were gathered in two stages from 175 expatriate managers located in the United Arab Emirates (UAE). To test the authors’ predictions, the authors analyzed organizational commitment and job satisfaction as a function of organizational fairness (distributive and interpersonal) and pre-departure opinion.

The results suggest that expatriate managers who express a higher degree of favorability toward accepting a foreign assignment appear less reactive to changes in organizational fairness. Meanwhile, expatriate managers who express a lesser degree of favorability toward accepting the foreign assignment appear more sensitive to workplace fairness, such that when they feel treated unfairly, they demonstrate worse outcomes than those who were in favor of the assignment, and when they feel treated fairly, they demonstrate better outcomes than those who were in favor of the assignment. The net effect of pre-departure opinion appears to be an amplification of the relationship between subsequent fairness and outcomes.

Expatriate managers with a less favorable view of their assignment may harbor deep questions about whether they want to be in this new job capacity, and may therefore be more sensitive to how they are treated. Alternatively, people with a more favorable view of their assignment may have already decided they want to be in the new capacity, and so may be more robust to workplace treatment.

To the authors’ knowledge, this paper constitutes the first investigation of the effects of expatriate pre-departure opinion (i.e. favorability toward accepting a foreign assignment) on job satisfaction and commitment within the context of organizational justice. Furthermore, the UAE is a highly relevant context to study expatriate behavior.