Saudi Cultural Missions Theses & Dissertations
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Item Restricted DEVELOPING A MANAGEMENT AND LEADERSHIP APPROACH SUITABLE FOR THE META-MODERN WORLD(Leeds Beckett University, 2024-05) Alwuthaynani, Mohammed Saud; Cox, PeterThe aim of this research project was to improve the adequate leadership and management approach for the hotel sector in Saudi Arabia aligned with cultural transformation of Vision 2030 using Hofstede's Cultural Dimensions Theory. In the first chapter of the research, it has been detailed how Saudi Arabia Vision 2030 is being focussed while introducing the research topic and discussing the background for the research. It is shown how Saudi Arabia has distinct variation in its Hofstede cultural dimensions. The research aim, objectives and structure have been provided for further direction along with discussion on the importance for the research and problem related to lesser understanding on the leadership practice in Saudi Arabia. The second chapter of the research project covers detailed literature review on the topic. The literature review uses the existing research papers to highlight different management and leadership styles in the KSA hotel sector, culture focussed on Saudi Arabia 2030, impact of organisational culture as well as leadership style on employee motivation and cultural factors influencing leadership decisions. Hofstede cultural dimension theory and contingency theory were covered in theoretical framework. The effective leadership strategies in Saudi Arabia and literature gap were given. The third chapter highlighted the complete research methodology used for the research. The discussion included details on the search strategy, keywords utility, and framework for research, inclusion criteria, exclusion criteria and database used for aiding the overall data collection process. The limitations and critique for the chosen approach were also discussed. The fourth chapter of the research dissertation entailed a scoping review on the selected problem of leadership and management approach useful for Saudi Arabia hotel sector. The summary of the overall scoping review was also discussed thoroughly focussing on the key themes. The fifth chapter of the research study highlighted conclusion formed based on the research findings showing how Saudi Arabia needed to embrace change to accommodate Saudi Vision 2030 goals for its hotel businesses. Objectives were linked with the findings and a set of SMART recommendations were given in this chapter detailing what the hotel sector of Saudi Arabia needed to focus on along with a discussion of the future scope.27 0Item Restricted Exploring the Influence of Culture on the Ability–Motivation– Opportunity Framework to Enhance Employee Performance: A Case Study of Performance in Islamic Banks of Saudi Arabia(Saudi Digital Library, 2023-11-09) Alharethi, Ali Saleh; Klikauer, ThomasCulture is a vital component of society, and it influences all people regardless of their status— poor, rich, working, or non-working. This study focuses on Hofstede’s cultural dimensions and employee ability, motivation, and opportunity (AMO). This thesis explores the influence of culture on the AMO framework in relation to how it can enhance employee performance. The two research questions concentrate on determining the influence of cultural dimensions on the AMO framework, and the second emphasises how culture and AMO can enhance employee performance. The research design uses a qualitative method approach. The research was exploratory, involving 35 semi-structured interviews with Islamic banking employees working in different positions. Their opinion was sought on whether cultural dimensions affect employee performance along with the collective effect of the AMO framework in Saudi Arabia’s Islamic banking sector. The analysis was performed in two stages to determine the desired results. At first, researcher conducted a self-assessment analysis of all recorded interviews and extracted themes and sub- themes from the recorded interviews. The self-assessment findings revealed that all of Hofstede’s cultural dimensions affected employee AMO. They also affected employee performance positively according to the cultural pattern of the country, such as collectivism/individualism, indulgence/restraint, short-term/long-term orientation, uncertainty avoidance, and femininity/masculinity. But there was no significant evidence for power distance. In the second analysis stage, thematic analysis was conducted by using NVivo-12 to confirm the results of the self-assessment analysis. Researcher applied the most suitable techniques, including a word tag cloud, codes compared by the numbers of coding references, items clustered by word similarity, and tree map analysis. Overall, the results confirmed that power distance had no influence on the overall performance of employees. Otherwise, all of Hofstede’s cultural dimensions positively affected the AMO framework and enhanced employee performance. The primary contribution arising from this study supports the claim that cultural dimensions are a useful theory to understand how employee AMO enhance performance. The second contribution relates to the changing cultural aspects of Saudi Arabia that negate the influence viii of power distance on employee performance. Only a handful of studies (e.g. Applebaum et al. 2000; Elbaz et al. 2018; Heriyanto et al. 2018; Hughes 2006; Obeidat et al. 2016; Van Waeyenberg & Decramer 2018) have examined the effect of cultural factors on employee performance in other cultural settings. However, none examine employee AMO in the context of Saudi Arabian Islamic culture and the Islamic banking sector. Therefore, the third theoretical contribution of this study is the provision of guidelines for future researchers who might be interested in conducting cultural research. Fourthly, the findings of this study suggest that self- assessment of the influence of AMO on employee performance should not just be limited to ability, motivation and opportunity. An accurate value for enhancing employee performance may only be realised if the influence on all levels of employees in the banking sector is also considered.39 0