All Stories

  1. The Role of Transformative Learning in Mediating the Entrepreneurial Orientation‐International Performance Relationship: A Three‐Country Study
  2. Beyond the numbers game: understanding organizational response to nationalization policy in the Middle East
  3. Governance and Green Energy: Unveiling Their Impact on Sustainable Development in OECD Countries
  4. Green product innovation: influences on environmental sustainability performance
  5. Practical relevance of innovativeness: a mixed-method field study on the role of strategic orientation and strategic learning in the hospitality industry
  6. Project-Planning Mode and Its Relation to Team Characteristics and Project Outcomes
  7. A systematic literature review of Japanese SMEs: trends, challenges and insights for future research and practice
  8. Editorial: Envisioning the future: elevating MSAR’s impact in management and sustainability research in the Arab world
  9. Unveiling hidden patterns between managerial assumptions, international market orientation, and performance: an unexplored journey into Japanese SMEs
  10. GCC workforce nationalization: what factors contribute to the comprehensive implementation of Qatarization practices?
  11. Foreign market involvement, entry-mode learning potential and SME internationalization outcomes
  12. Unveiling Qatarization: a strategic HRM perspective on the context of implementing successful workforce nationalization
  13. From ‘publish or perish’ to ‘publish for purpose’
  14. Debate: Reimagining strategic management of social responsibilities in US universities—A comment on George et al. (2023)
  15. Exploring local job seekers perception toward employment in the private and public sectors in Qatar: implications for workforce nationalization policies
  16. Restructuring the health education cluster in a public university
  17. Exploring the integration of ChatGPT in education: adapting for the future
  18. Development of Gulf Cooperation Council human resources: an evidence-based review of workforce nationalization
  19. Fast and high‐quality decision‐making: The role of behavioral integration
  20. Education and employment reforms toward developing human capital: the case of Qatar
  21. Voicing perceptions of local job seekers and employees toward workforce nationalization and employment
  22. Organizational innovation and the role of strategic planning: the case of the Dubai hotel industry
  23. The COVID-19 pandemic and the case of Little Birds Kindergarten in Qatar: strategic challenges and the role of leadership
  24. Quantifying people in the GCC region: the uses, challenges, and efficacy of the quota system policy
  25. Sustainability Management Research
  26. Teaching in times of crisis: The impact of the COVID-19 pandemic on higher education
  27. A tertiary review of corporate social responsibility (CSR) research: lessons for the Arab region
  28. Corporate Social Responsibility (CSR) Implementation: A Review and a Research Agenda Towards an Integrative Framework
  29. Policy and practical implications for workforce nationalization in the Gulf Cooperation Council (GCC) countries
  30. Deciding Fast: Examining the Relationship between Strategic Decision Speed and Decision Quality across Multiple Environmental Contexts
  31. Balanced scorecard in the hospitality and tourism industry: Past, present and future
  32. The harder firms practice strategic management, the better they are
  33. A Literature Review of the Strategic Decision-Making Context: A Synthesis of Previous Mixed Findings and an Agenda for the Way Forward
  34. Management research in the Arab World: What is now and what is next?
  35. Contextualizing Internationalization Decision‐making Research in SMEs: Towards an Integration of Existing Studies
  36. Organizational Resources and Performance: The Case of an Oil-Rich Country
  37. Role of board environmental orientation in improving US firms’ carbon performance
  38. The mediating role of alliances in the international market orientation-performance relationship of smes
  39. A multidimensional perspective of SME internationalization speed: The influence of entrepreneurial characteristics
  40. Leveraging “Green” Human Resource Practices to Enable Environmental and Organizational Performance: Evidence from the Qatari Oil and Gas Industry
  41. The constructive aspect of political behavior in strategic decision-making: The role of diversity
  42. Revisiting the relationship between formal planning process and planning effectiveness
  43. Do different marketing practices pre-suppose different frames of reference? An exploratory study
  44. Creativity and propitiousness in strategic decision making
  45. The influence of conflict and intuition on explorative new products and performance in SMEs
  46. SME international business models: The role of context and experience
  47. Arab Management Research: A Critical Review and a Research Agenda
  48. A Triangulation Study to Assess the Perceived City Image in the Arab Middle East Context: The Case of Al-Ain in the UAE
  49. Investigating relationships between stakeholders’ pressure, eco-control systems and hotel performance
  50. Relationships between strategic performance measures, strategic decision-making, and organizational performance: empirical evidence from Canadian public organizations
  51. Managers' autonomy, strategic control, organizational politics and strategic planning effectiveness: An empirical investigation into missing links in the hotel sector
  52. An Analysis of the Comprehensive Implementation of Strategic Plans in Emerging Economies: The United Arab Emirates as a Case Study
  53. The role of context in intuitive decision-making
  54. An empirical study of intuition and its context
  55. The use of performance information in strategic decision making in public organizations
  56. Measuring hotel performance using the balanced scorecard: A theoretical construct development and its empirical validation
  57. Intuition in project management and missing links: Analyzing the predicating effects of environment and the mediating role of reflexivity
  58. Strategic Planning and Implementation Success in Public Service Organizations: Evidence from Canada
  59. The mediating role of the extensiveness of strategic planning on the relationship between slack resources and organizational performance
  60. Do environment and intuition matter in the relationship between decision politics and success?
  61. An Exploratory Study of the Determinants of the Quality of Strategic Decision Implementation in Turkish Industrial Firms
  62. Understanding how the contextual variables influence political behaviour in strategic decision-making
  63. Positive Politics and Strategic Decision Making Outcomes: The Moderating Role of Context
  64. The practice of Strategic Management in the United Arab Emirates
  65. Intuition in Strategic Decision-making
  66. The Constructive Aspect of Political Behavior in Strategic Decision Making
  67. Antecedents and Consequences of Political Behavior in New Product Development Teams
  68. Slack, planning and organizational performance
  69. Egyptian Managers’ Perception of Conflict in Strategic Decision Making
  70. Investigating the phenomenon of earnings management in the Egyptian stock market
  71. Slack, Planning and Organizational Performance
  72. Miller's environmental uncertainty scale: an extension to the Arab world
  73. Antecedents of Team Intuition and Its Impact on the Success of New Product Development Projects
  74. Conflict in strategic decision making: do the setting and environment matter?
  75. Strategic planning in the United Arab Emirates
  76. Assessing the perceptions of the quality of reported earnings in Egypt
  77. The impact of affective conflict on firm performance
  78. How much does performance matter in strategic decision making?
  79. Determinants of strategic planning effectiveness: extension of earlier work
  80. Do Egyptian Managers Differentiate between Task and Personal Conflicts?
  81. Planning and participation as determinants of strategic planning effectiveness
  82. The relationships between the characteristics of the strategy process: evidence from Egypt
  83. strategic planning
  84. The Influence of Decision, Environmental and Firm Characteristics on the Rationality of Strategic Decision‐Making*
  85. Influences on strategic decision effectiveness: Development and test of an integrative model
  86. Strategic decision‐making: Process perspectives