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dc.contributor.authorPatel, Taran
dc.contributor.authorSalih, Ahmad
dc.contributor.authorHamlin, Robert
dc.date.accessioned2017-12-18T10:16:13Z
dc.date.available2017-12-18T10:16:13Z
dc.date.issued2018-04-24
dc.identifier.citationPatel, T., Salih, A. & Hamlin R. G. (2017) 'Perceived managerial and leadership effectiveness in UAE and Egypt: A comparison through the combined lenses of Islamic work ethics and Islamic leadership', European Management Review, doi: DOI: 10.1111/emre.12184
dc.identifier.issn1740-4754
dc.identifier.doi10.1111/emre.12184
dc.identifier.urihttp://hdl.handle.net/2436/621002
dc.description.abstractDespite the increasing awareness that societal, sectorial, and organizational variables have a significant impact on manager and employee behavior, most studies in Asian and Middle Eastern (ME) countries, whether conducted by Western or indigenous scholars, continue to be informed by frameworks derived from the United States (US), Canada, or Western European countries (Leung, 2007; Li, 2012; Tsui, 2006) . This approach is problematic because the insights gleaned from such studies may fall only within Western theoretical constructs (Tsui, 2007; see also Shahin & Wright, 2004), thereby compromising insights regarding novel country-specific phenomena and the development of indigenous management/leadership knowledge. Consequently, many scholars (Rosenzweig, 1994; Rousseau & Fried, 2001) have called for the generation of indigenous management theories based on local conditions and socio-cultural factors, and for indigenous management and leadership research within non-Western countries (see Holtbrugge, 2013; Wolfgramm, Spiller & Voyageur, 2014; Shahin & Wright, 2004). This call is also pertinent for ME countries, where there is generally a paucity of indigenous management/leadership research and more specifically, of inductive emic (context-specific)
dc.language.isoen
dc.publisherJohn Wiley & Sons
dc.relation.urlhttps://onlinelibrary.wiley.com/doi/10.1111/emre.12184
dc.subjectManagerial and leadership effectiveness
dc.subjectperceptions, behavioural indicators
dc.subjectIslamic leadership
dc.subjectIslamic work ethics
dc.subjectcross-nation comparative analysis
dc.subjectEgypt
dc.subjectUAE
dc.titlePerceived managerial and leadership effectiveness in UAE and Egypt: a comparison through the combined lenses of Islamic work ethics and Islamic leadership
dc.typeJournal article
dc.identifier.journalEuropean Management Review
dc.date.accepted2018-03-12
rioxxterms.funderUniversity of Wolverhampton
rioxxterms.identifier.projectUoW181217RH
rioxxterms.versionAM
rioxxterms.licenseref.urihttps://creativecommons.org/CC BY-NC-ND 4.0
rioxxterms.licenseref.startdate2020-09-01
dc.source.beginpage1
dc.source.endpage20
refterms.dateFCD2018-10-18T15:53:33Z
refterms.versionFCDAM
refterms.dateFOA2019-05-07T15:50:36Z
html.description.abstractDespite the increasing awareness that societal, sectorial, and organizational variables have a significant impact on manager and employee behavior, most studies in Asian and Middle Eastern (ME) countries, whether conducted by Western or indigenous scholars, continue to be informed by frameworks derived from the United States (US), Canada, or Western European countries (Leung, 2007; Li, 2012; Tsui, 2006) . This approach is problematic because the insights gleaned from such studies may fall only within Western theoretical constructs (Tsui, 2007; see also Shahin & Wright, 2004), thereby compromising insights regarding novel country-specific phenomena and the development of indigenous management/leadership knowledge. Consequently, many scholars (Rosenzweig, 1994; Rousseau & Fried, 2001) have called for the generation of indigenous management theories based on local conditions and socio-cultural factors, and for indigenous management and leadership research within non-Western countries (see Holtbrugge, 2013; Wolfgramm, Spiller & Voyageur, 2014; Shahin & Wright, 2004). This call is also pertinent for ME countries, where there is generally a paucity of indigenous management/leadership research and more specifically, of inductive emic (context-specific)


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