Documente Academic
Documente Profesional
Documente Cultură
Abstract
The Arabic cluster, consisting of Egypt, Morocco, Turkey, Kuwait, and Qatar is located in the Middle Eastern part of the
world. These societies reect a medium level of Human Development and are rich in oil and mineral resources. They have many
commonalities in their societal norms and practices, reecting their historical, religious, and socio-cultural characteristics. They
are all predominantly Muslim, have been under the inuence of Europe and Ottoman Empire before gaining their independence,
and they share common literature, architecture, and educational background. Societies in the Arabic cluster are found to be
highly group-oriented, hierarchical, masculine, and low on future orientation. Outstanding leadership in this cluster includes
team-oriented and charismatic attributes. The paper discusses the managerial implications of these ndings. # 2002 Elsevier
Science Inc. All rights reserved.
1. Introduction
The concept of culture has been central to many studies in
anthropology, psychology, organizational behavior, and
international business. Researchers in these disciplines have
produced a sizable body of literature that directly relate to
values, norms, and behaviors in organizations and business
relationships. While national cultures have their unique
attributes, previous work has found that there are also
clusters of nations, where geographic location serves as
the basis of the cluster (Ronen & Shenkar, 1985). This
article will focus on GLOBE's Arabic cluster, which
includes the independent states of Qatar, Morocco, Turkey,
Egypt, and Kuwait.
While there are other nations in the region that are
probably members of this cluster, like Algeria, Tunisia, or
Bahrain, they did not participate in GLOBE and were
excluded. This article will highlight the important aspects
of the GLOBE Arabic cluster based on the ve participating
nations. It will present a demographic and economic prole
of the cluster, discuss its historical and cultural background,
present GLOBE's ndings on key societal cultures, portray
the region's prole on GLOBE's key leadership dimensions,
*
Tel: 90 212-358-15-00; Fax: 90 212-287-78-51.
E-mail addresses: kabasakal@boun.edu.tr (H. Kabasakal),
bodurm@boun.edu.tr (M. Bodur).
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Tel: 90 212-358-15-00; Fax: 90 212-287-78-51.
and nally, discuss the theoretical and managerial implications of the ndings.
1.1. Demographic and economic prole
The geographic region where the countries in the Arabic
cluster are situated extends from Turkey's partial location in
the Balkans (southeast Europe) in the west, to the Arab
Peninsula (Qatar and Kuwait) in the east, and from the
northeastern Africa (Egypt) to the Atlantic Ocean (Morocco). These countries are regionally located close to each
other in the Middle Eastern part of the world, where a
signicant portion of their land is in southwestern Asia
and northern Africa. The region has been a convenient
bridge between Africa and Euroasia in all periods of history.
Fig. 1 shows a map of the GLOBE countries that are in this
cluster.
Table 1 provides important demographic and economic
statistics for this cluster. About 164 million people inhabit in
an area of approximately 864,000 mile2. The range among
the countries in the cluster in terms of area and population is
large. Egypt (384,000 mile2) and Turkey (297,000 mile2) have
the largest areas, followed by Morocco (172,000 mile2),
whereas Kuwait (7,000 mile2) and Qatar (4,000 mile2) are
the smaller countries in the cluster. Their population densities are medium and population sizes are in parallel with
their areas. Egypt (66.7 million) and Turkey (65.7 million)
are the most populous, followed by Morocco (29.3 million),
Kuwait (1.8 million) and Qatar (0.6 million).
1090-9516/02/$ see front matter # 2002 Elsevier Science Inc. All rights reserved.
PII: S 1 0 9 0 - 9 5 1 6 ( 0 1 ) 0 0 0 7 3 - 6
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terms of their GDP and GDP per capita. Turkey generates the
largest GDP (U.S.$186 billion), whereas Qatar has the lowest
GDP (U.S.$9 billion). On the other hand, the wealthiest nation
is Qatar with a PPP GDP per capita of U.S.$18,789, followed
by Kuwait (U.S.$17,289) and Turkey (U.S.$6,380). Egypt
(U.S.$3,420) and Morocco (U.S.$3,419) have the lowest
GDP per capita.
Economic standing and wealth of the cluster can mainly
be explained by the large oil and natural gas reserves
explored in the region. Kuwait has the second largest oil
reserves in the world, after Saudi Arabia. Qatar's proven
gas reserves are the third largest in the world. Oil production started in 1940 in Kuwait and 1947 in Qatar. The
economies of these two states have been dominated by
the state and its oil industry. The private sectors in the
two states consist of mostly small and medium size organizations. Agriculture is limited due to a lack of arable land
and water.
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Surface area
(103 m2)
Population
(Millions)
Life
expectancy
(Years)
GDP
(U.S.$ Billion)
GDP per
capita
(PPP U.S.$)
Human
development
index-world
ranking
Agricultural
value added
(% GDP)
Manufacturing
value added
(% GDP)
Services
value added
(% GDP)
Egypt
Kuwait
Morocco
Turkey
Qatar
Arabic Cluster
384
7
172
297
4
864
66.7
1.8
29.3
65.7
0.6
164.1
67
76
67
70
69
70
89
30
35
186
9a
349
3,420
17,289
3,419
6,380
18,789
9,859
105
43
112
82
48
82
18
0.4
17
18
32
54
32
25
50
46
51
57
13.25
35.75
51
World
46,635
5,863
66
3,035
6,980
81
21
52
Arabic cluster/world
0.02
0.027
0.11
1.41
1.05
1.01
4
3.31
1.7
0.98
Table 1
Economic and demographic prole, 19981999
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45
46
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Table 2
Country and Cluster Means for GLOBE Societal Culture Dimensions
Egypt
Kuwait
Morocco
Qatar
Turkey
Cluster
As Is
Uncertainty Avoidance
Future Orientation
Power Distance
Institutional Collectivism
Humane Orientation
Performance Orientation
Group and Family Collectivism
Gender Egalitarianism
Assertiveness
4.06
3.86
4.92
4.50
4.73
4.27
5.64
2.81
3.91
4.21
3.26
5.12
4.49
4.52
3.95
5.80
2.58
3.63
3.65
3.26
5.80
3.87
4.19
3.99
5.87
2.84
4.52
3.99
3.78
4.73
4.50
4.42
3.45
4.71
3.63
4.11
3.63
3.74
5.57
4.03
3.94
3.83
5.88
2.89
4.53
3.91
3.58
5.23
4.28
4.36
3.90
5.58
2.95
4.14
0.412
0.369
0.118
0.034
0.281
0.245
0.616
0.447
0.026
Should Be
Uncertainty Avoidance
Future Orientation
Power Distance
Institutional Collectivism
Humane Orientation
Performance Orientation
Group and Family Collectivism
Gender Egalitarianism
Assertiveness
5.36
5.8
3.24
4.85
5.17
5.9
5.56
3.18
3.28
4.77
5.74
3.17
5.15
5.06
6.03
5.43
3.45
3.76
5.32
5.85
3.11
5
5.51
5.76
5.68
3.74
3.44
4.82
5.92
3.23
5.13
5.3
5.96
5.6
3.38
3.8
4.67
5.83
2.41
5.26
5.52
5.39
5.77
4.5
2.66
4.99
5.83
3.03
5.08
5.71
5.81
5.61
3.65
3.39
0.492
0.426
0.305
0.447
0.135
0.120
0.021
0.924**
0.470**
Note:
Contrast with
other nine
clusters
p < 0:01.
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for the Arabic cluster. The contrast value shows the degree to
which a typical society in the cluster scores higher on a
cultural dimension compared to a typical society in other
clusters. A positive contrast value indicates that societies in
the Arabic cluster score signicantly higher compared to
societies in other clusters, whereas a negative contrast value
reects a signicantly lower score.
The contrast values in Table 2 show that the Arabic cluster
scores signicantly higher in terms of group and family
collectivism (0.62), whereas it scores lower in gender
egalitarianism ( 0.48), uncertainty avoidance ( 0.41),
and future-orientation ( 0.37). Attachment to the family
and other closely-knit groups seems to be a major characteristic of this cluster. Individuals nd satisfaction in their
relationships within their in-groups, that may be the family,
neighborhood, village, school friends, or sect. Strong relations with the group serve many purposes for the interdependent self. This network of interdependent relations
provides the means to cope with uncertainty and deeds to
come in the future. Individuals in the Arabic cluster are
more tolerant of uncertainties in the environment and do
not need to make plans for the future as much as individuals
living in more individualistic societies. The closeness and
interdependence in a network of relationships provides the
security that individuals need in the Arabic cluster. Rather
than separateness and privacy, individuals experience the
security of attachment and commitment to groups.
When contrasted to other societies in the other clusters,
the Arabic cluster is also characterized by masculinity and
sharp gender differences. Women are perceived as wives and
mothers, and gender segregation is customary, if not legally
required (Moghadam, 1993). Economic provision falls
under the responsibility of men, and women derive their
status from their marriage and motherhood. Families promote gender differences by encouraging the girls to spend
more time at home and excel in skills related to homemaking, whereas they encourage the boys to take-on roles
outside home. The education level of men is signicantly
higher compared to women. On the other hand, the cluster is
not homogenous in this respect and there are variations based
on nation, class, or age. Higher levels of education are
provided to girls among the families with high socio-economic status. For example, the percentage of Turkish women
in highly prestigious professions, like doctors or university
professorsis far above the percentages in many industria zbay,
lized countries (Kabasakal, 1998; Koray, 1991; O
1995). The women in these professions, however, mainly
come from families with high socio-economic status. Gender roles are more pronounced in managerial jobs and
positions that involve decision-making, like the board of
directors and parliamentarians. The societies in the Arabic
cluster mainly grant more nurturing roles to women whereas
men are provided roles that grant them power, decisionmaking and authority.
In terms of societal values, the Arabic cluster is distinct
from other clusters in GLOBE by a stronger desire for
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50
Table 3
Country and cluster means for leadership attributes
Autonomous
Charismatic
Humane
Self-Protective
Participative
Team-Oriented
Note:
p < 0:01.
Egypt
Kuwait
Morocco
Qatar
Turkey
Cluster
4.490
5.570
5.140
4.210
4.690
5.550
3.390
5.900
5.210
4.030
5.030
5.890
3.340
4.810
4.100
3.250
5.320
5.150
3.380
4.510
4.660
3.910
4.750
4.740
3.830
5.960
4.900
3.570
5.090
6.010
3.686
5.350
4.802
3.794
4.976
5.468
Contrast with
other nine
clusters
0.192
0.520
0.070
0.423
0.424
0.294
procedural. Autonomous leaders are individualistic, independent, autonomous, and unique. Thus, leaders are not
expected to behave in ways that promote their self-interests
and act in an independent manner.
Table 3 shows that among the societies in the Arabic
cluster, Turkey scores the highest on the effectiveness of
team-oriented (6.01) and charismatic (5.96) styles. Morocco
scores highest on the importance of participative (5.32), and
lowest on self-protective (3.25) and autonomous (3.34)
styles. Egypt has the highest scores on autonomous (4.49)
and self-protective (4.21) leadership, implying that these
attributes slightly contribute to perceptions of outstanding
leadership.
3.2.1. Contrasts with other clusters
Table 3 portrays the contrast of the effectiveness of
leadership attributes in the Arabic cluster, with that in other
nine clusters in the GLOBE project. When compared to
the other clusters in GLOBE, managers in the Arabic cluster
attach less value to charismatic ( 0.52), participative ( 0.42),
and team-oriented ( 0.29) styles of leadership. On the other
hand, they perceive self-protective (0.42) leadership more
positively, although it is still perceived to have a slightly
impeding inuence on effectiveness. Thus, compared to other
societies in GLOBE, leaders are expected not to stick out too
much from rest of the society and to have more of an average
outlook compared to expectations from leaders in other
clusters.
Leadership in the Arabic cluster is a paradoxical concept,
that involves a set of dual and contradictory attributes. Based
on the evaluations of managers in this cluster, the contribution of GLOBE's leadership styles to effectiveness is found
to be modest compared to other clusters. While teamoriented and charismatic leadership are perceived to contribute most to effectiveness, their scores are below 5.5.
Managers perceived outstanding leadership as carrying qualities more in the middle rather than in the extreme. None of
the leadership styles received very high or very low scores
compared to other clusters. Thus, leaders in the Arabic
cluster are expected to carry more modest attributes. On
the other hand, previous studies indicated that in this cluster
leadership is perceived as an important concept, which is
vital for the welfare of society and organizations. People
anticipate much from their leaders and expect them to be
competent. These anticipations can even be interpreted as
expectations of miracle and a prole of ``super-human''
attributes (Kabasakal & Bodur, 1998; Abdalla & Al-Homoud,
2001). Thus, paradoxically, leaders are expected not to stick
out and have modest styles on the one hand, and on the other
hand be a man with a ``miracle'', who leads his followers to
their ideals.
As part of the paradoxical concept of leadership, managing the tension between the dual sets of values emerges as
an important issue. Societies in the Arabic cluster continuously experience the duality between east and west, tradition
and modernity, religious and secular. They are simulta-
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