The impact of the Arab national culture on the perception of ideal organizational culture in the United Arab Emirates

Abstract

Purpose The purpose of this paper is to examine the potential impact of Arab national culture (NC) on the style of organizational culture (OC) in the United Arab Emirates (UAE). Design/methodology/approach An empirical study that uses a conceptual framework which is well‐grounded in social science theory measuring NC and OC. Findings The paper finds that NC appears to have some influence on the style of OC in the UAE. Research limitations/implications The sample size is relatively small (17 firms), and each firm is represented by only one member. Future research will need to expand on this research base and should obtain broader firm representation in the sample survey. Practical implications Organizations in the UAE can use aspects of this methodology to better comprehend the variability of performance in their key outcomes, at the individual, group, and organizational levels. Originality/value This study collected primary data from a wide sample of firms in the UAE, specifically designed to measure OC and some causal dimensions (NC). This is an emerging research area, both in the Middle East and worldwide. Its value lies in improving our understanding of a key dimension of corporate performance, culture.

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