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ISSN: 2045-0621

Online from: 2011

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Etihad: contributing to the UAE vision through Emiratisation


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Title:Etihad: contributing to the UAE vision through Emiratisation
Author(s):Melodena Stephens Balakrishnan (Associate Professor, MBA Program Director and the Deputy Dean of the Faculty of Business and Administration, University of Wollongong in Dubai, Dubai, United Arab Emirates), Payyazhi Jayashree (Associate Professor, Faculty of Business and Management and Head, Centre for Academic Staff Professional Development (CASPD) at University of Wollongong in Dubai (UOWD), United Arab Emirates), Ian Michael (Assistant Professor in Zayed University, Dubai, United Arab Emirates)
Citation:Melodena Stephens Balakrishnan, Payyazhi Jayashree, Ian Michael, "Etihad: contributing to the UAE vision through Emiratisation", Emerald Emerald Emerging Markets Case Studies, (2011)
Keywords:Corporate strategy, Human resource strategies, Marketing strategy, Tourism
Article type:Case study
DOI:10.1108/20450621111110285 (Permanent URL)
Publisher:Emerald Group Publishing Limited
Acknowledgements:Disclaimer. This case is written solely for educational purposes and is not intended to represent successful or unsuccessful managerial decision making. The author/s may have disguised names; financial and other recognizable information to protect confidentiality.
Abstract:

Subject area – Strategy, Emiratisation (national policy); human resources (recruitment, training and development, organizational culture and values) and marketing (branding, communication), tourism (destination image).

Study level/applicability – Undergraduate and Postgraduate Business and Management.

Case overview – This case highlights the strategy and initiatives taken by Etihad to attract Emirati employees (local nationals) to join the organization. Etihad Airways is the national airline of the United Arab Emirates (UAE), based in Abu Dhabi, the national capital. Since its inception in 2003, the airline has grown faster than any other in commercial aviation history; it currently flies to more than 60 destinations in Africa, Asia, Australia, Europe, the Middle East and North America. In the UAE, nationals or Emiratis comprise only 20 per cent of the overall population. According to the UAE 2021 Vision, the government's focus is on building the human capabilities on knowledge and innovation for Emiratis. This vision is reinforced in the Abu Dhabi Economic Vision 2030, which aims to boost national participation, encourage women (national women are on average more highly educated than the men) and decrease the education – market demand gap through training.

Expected learning outcomes – This case can be used to teach strategy from the point of view of government, human resources and marketing. From the government point of view parallels can be drawn to other nations whose government have focused on policies to create opportunities for and to encourage local employability. An example of a similar programme that was very successful is the “Bumiputra” programme created for indigenous Malaysians in 1971. In the area of human resource strategy, recruitment, training, inculcation of corporate values are some areas that can be reinforced. Form the point of view of marketing; the case can be used to discuss branding from the point of view of people, loyalty building (internal) and communication (internal and external). Destination branding and the role airlines play can also be a discussion point from the strategic point of view with some opportunity for macro-environmental analysis using the PESTLE model.

Supplementary materials – A teaching note available upon request.


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