Values and the Saudi manager: an empirical investigation

Abstract

Contends that managers from Saudi Arabia and other Middle East nations, as well as from other areas of the world, are becoming more conscious of the critical role that managerial values can play in today’s ever widening and increasingly competitive marketplace. Alignment of personal and organizational values has become a focal issue for many management theories and studies in recognition of the importance of value congruence. An organization’s productivity, success and/or failure can hinge on the degree to which the different levels and functions of its management share values. Reports on the results of a survey aimed at determining whether Saudi managers share common values, using several demographic variables to help clarify findings. Makes use of research on North American managers which is adjusted the better to fit the Muslim‐based culture of Saudi Arabia. A total of 144 Saudi managers of differing levels and functions participated in this survey. Finds overall that Saudi managers of all levels and functions generally shared the same values ‐ with one exception: marital status.

Citation

Marshall Hunt, D. and At‐Twaijri, M.I. (1996), "Values and the Saudi manager: an empirical investigation", Journal of Management Development, Vol. 15 No. 5, pp. 48-55. https://doi.org/10.1108/02621719610117259