Faculty and staff publications

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Browsing Faculty and staff publications by Author "Emik, Serap"

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    Explaining the success of UAE companies globally: the benefits of possessing a ‘can-do’ culture
    (Inderscience, 2021) Wilkins, Stephen; Emik, Serap
    In numerous markets, companies from the United Arab Emirates (UAE) are among the global market leaders, and are therefore arguably ‘punching well above their weight’. This research aims to uncover some of the key factors that explain the success of UAE multinational companies. The study adopted an inductive, exploratory qualitative research methodology involving interviews with elite informants who held positions at, or near, the top of their organisational hierarchies. An iterative process of thematic analysis led to the conclusion that UAE firms tend to possess a can-do culture. Although some firms have previously been described as having a can-do culture, researchers have not attempted to identify the underlying components of this culture. We conceptualise a can-do culture as a bundle of firm attributes that together generate firm competitive advantages. The five dimensions of a can-do culture are transformational leadership, market and entrepreneurial orientations, support for innovation, and possession of dynamic capabilities.
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    Institutional influences on firm strategy in authoritarian emerging economies: mass media companies in the UAE
    (Emerald, 2021) Wilkins, Stephen; Emik, Serap
    Purpose This is one of the first studies to investigate the influences of institutions in an authoritarian regime on the strategies of firms that operate in a potentially sensitive industry. The purpose of this paper is to examine how institutional pressures affect the strategies of multi-platform mass media companies (print, broadcast and internet) in the United Arab Emirates (UAE). Design/methodology/approach This qualitative study used a purposive sampling strategy to conduct interviews with 28 senior managers who have responsibility for strategic level decision making in a UAE media company. All of the interviews were audio recorded and transcribed. A mainly deductive process of thematic analysis was undertaken to identify key ideas, patterns and relationships in the data. Findings The survey participants reported that increased multi-platform delivery in the media industry brings rewards, challenges and new risks. Although the normative and cultural-cognitive pressures are both strong in the UAE, it is the regulative pressures that seem to have the largest constraining influence on firm decision making and business strategies. The strong institutional pressures existing in the UAE encourage tight coupling, where firm structures and processes are linked and designed in response to the institutional constraints. Evidence was found only of some minor decoupling. Originality/value In response to the authors’ findings, the authors hypothesise that in nations under authoritarian rule, political pressures will likely override all other institutional pressures and that it will be most sensible for firms to adopt tight coupling strategies. However, the success of many UAE firms both at home and internationally suggests that strong institutional constraints do not necessarily act as a barrier to superior firm performance.