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PurposeMost 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.Design/methodology/approachThe study model was tested by using structural equation modeling (SEM) to analyze data collected from 300 managers in Qatar.FindingsThe results show that four variables –formal Qatarization planning, top management commitment, Qatarization experience and stakeholder pressures – positively influence the comprehensive implementation of Qatarization efforts.Practical implicationsSuccessfully 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.Originality/valueWe 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.

Abstract
This paper aims to fill a gap in the literature of strategic management by providing a profile of organizations working in Egypt regarding their practice of strategic planning. Based upon responses from 120 organizations, the respondents have a positive attitude towards strategic planning.
There are relatively few significant differences in the findings between manufacturing and service organizations compared with the differences between local and foreign organizations and also between small and large organizations. Unexpectedly, a high percentage of the respondents are not familiar with some of what are seen as the traditional tools of strategic management.
Copyright © 2007 John Wiley & Sons, Ltd.

PurposeThe aim of this paper is to investigate the phenomenon of earnings management in Egypt, with particular reference to the pricing of IPOs. In addition, it aims to discuss its respondents' perceptions of the factors that are likely to weaken the effectiveness of internal corporate governance mechanisms in preventing the engagement in earnings management practices.Design/methodology/approachTo achieve the objectives of this paper, a multi‐method approach was adopted. This approach includes secondary data analysis and the collection of primary data from a number of semi‐structured interviews.FindingsThe results indicate that Egyptian IPO managers have no incentive to affect the offering proceeds of their firms through exercising their discretion over the accounting accruals before going public. On the contrary, the results suggest that the amount of equity retained by issuers and the size of IPOs have a very significant impact on determining offering prices in the Egyptian stock market. The results also suggest that state‐owned enterprises are less eager to maximise their offering proceeds than privately owned companies.Practical implicationsThe findings of this paper will be of interest to domestic and overseas investors in the Egyptian IPO market. This paper also provides many recommendations to the regulatory authorities in Egypt regarding ways to strengthen and reinforce the internal governance structure of companies.Originality/valueThere has so far been relatively little or no research into earnings management practices in Egypt. The multi‐cultural roots of Egyptian society make it different from other societies and hence distinguish it as a setting for our study.

PurposeThe purpose of this paper is to examine the association between positive perceptions of politics (i.e. positive politics) and decision creativity and propitiousness (i.e. reaching unforeseen advantages while limiting unexpected problems). In addition, drawing from threat-rigidity effect theory the authors argue that such relationships will be resilient to external environmental threats and specifically macro-economic uncertainty.Design/methodology/approachThe database for the analyses consisted of 200 strategic decisions gathered from firms located in Dubai.FindingsPositive politics significantly influence decision creativity and propitiousness. Also, macro-economic uncertainty moderates this relationship.Research limitations/implicationsAlthough this research has tried to adopt a more neutral perspective on political behavior, much more work is required to better understand the role and implications of neutral politics in decision-making.Practical implicationsIf decision makers ensure that the concern for the organization's welfare remains a priority over the self-serving motives of the actors, then politics can enhance decision success.Social implicationsThis paper challenges the long held conventional wisdom that politics in organizations are an important underlying cause of unethical practices, poor decisions and organizational ineffectiveness.Originality/valueThe findings serve to further the understanding of complexities involved in the relationships between political behavior and its consequences.

AbstractThe integrated practice of strategic management, that is the use of the three components of the strategic management process (formulation, implementation, and evaluation) does matter. Firms should plan intensively and pay attention to choosing strategic planning tools that best fit their needs. No matter how sound the formulated plans are, firms will not benefit if these plans are neither implemented nor evaluated correctly. The harder firms practice strategic management, the better their performance and competitiveness will be.

PurposeThere are two goals of this study. First, it seeks to offer a cultural perspective with regard to the aspects of conflict in strategic decision making in Egypt. Second, it aims to examine the impact of conflict on decision effectiveness, taking into account the moderating effect of environmental uncertainty and environmental munificence.Design/methodology/approachThe study is a multi method one in which both semi‐structured interviews and survey questionnaires were utilized. In total, 36 semi‐structured interviews were conducted and 135 usable questionnaires were collected from manufacturing firms. Various statistical techniques were used to validate the instrument and analyze the data.FindingsThis article offers new insights into the perception of conflict in Egypt. It also corroborates prior research in that conflict was found to significantly influence decision outcomes and strategic decision‐making process matters.Practical implicationsBoth task and affective conflicts are treated in the context of their cultural and economic underpinnings and thus enable managers and researchers to have realistic views on the nature and impact of conflict in strategic decision making.Originality/valueThis article is designed to address a management concept which may be perceived differently across cultures – conflict. It also contributes to fill a gap in the strategic management literature by examining the perception of conflict and its impact on decision effectiveness considering the effects of setting and environment.