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|Title:||High involvement work practices that really count: Perspectives from the UAE||Authors:||Behery, M.||Issue Date:||2011||Publisher:||Emerald Group Publishing Ltd.||Journal:||International Journal of Commerce and Management||Abstract:||Purpose-The aim of the current study is to examine the impact of high involvement work practices (HIWPs) upon trust and commitment in a non-Western cultural context, namely the UAE. Design/methodology/approach-Quantitative, empirical data for the study were collected using self-administered questionnaires with 600 participants from different service organizations in the UAE. Respondents were asked to provide their perceptions of a range of practices and their impact on trust and commitment. Findings-The analyses support a model in which a collection of HIWPs positively influenced trust and commitment. In addition, work status and citizenship were used as control variables and played a partially significant role in explaining the effect of those practices on the outcomes. Research limitations/implications-The findings imply that managers should realize that implementing high involvement policies, and benefiting from them, is not as simple as instituting a single practice. What is required is an organizational culture that cultivates HIWPs. Originality/value-Since little is known about the process by which UAE organizations promote the HIWPs, this article is the first to examine these issues in a non-Western setting. Consequently, it contributes to the literature by examining whether the empirical results found in Western environments can be extended to non-Western contexts. © Emerald Group Publishing Limited.||URI:||http://hdl.handle.net/20.500.12216/119||DOI:||10.1108/10569211111111685|
|Appears in Collections:||Articles|
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