Managing Organizations in the United Arab Emirates seeks to familiarize readers with the nature of doing business and managing organizations in the Middle East by bringing together case studies on United Arab Emirate (UAE) organizations, one of the most dynamic and rapidly growing economies in the world.
Managing Organizations in the United Arab Emirates seeks to familiarize readers with the nature of doing business and managing organizations in the Middle East by bringing together case studies on United Arab Emirate (UAE) organizations, one of the most dynamic and rapidly growing economies in the world.
The regional dimension is key to international fisheries management policy, as demonstrated by the rapid expansion of the family of regional fisheries bodies (RFBs). There are some 50 RFBs worldwide. Most provide only advice to their members, and are hence referred to in this work as regional fisheries advisory bodies (RFABs). Regional fisheries management organizations (RFMOs) have mandates to adopt legally binding conservation and management measures based on the best scientific evidence. Global instruments and normative processes have to be implemented and translated into actions at the country and regional levels, as appropriate. In this regard, regionalization of fisheries and aquaculture governance can provide opportunities not only to address common concerns, create synergies and mainstream the global objectives of relevant UN bodies, but also to broaden outreach on the global fisheries agenda to regional partners that may not be directly concerned with fisheries, as well as to the general public. The present study provides an overview of the activities and developments of RFMOs and RFABs from 2000 to 2017. It is based on a compilation of data and information for 46 RFMOs and RFABs.
The marketing of a destination necessitates strategic planning, decision making, and organization. Effective positioning will result in a strong brand that develops an emotional and productive two-way relationship. Notwithstanding, destination managers should possess relevant knowledge and understanding on traditional and contemporary marketing channels to better engage with prospective visitors. Destination Management and Marketing: Breakthroughs in Research and Practice focuses on utilizing destination branding and content marketing for sustainable growth and competitive advantage within the tourism and hospitality industry, including tools and techniques for travel branding and best practices for better tourism management strategies. Highlighting a range of topics such as service quality, sustainable tourism, and competitiveness model, this publication is an ideal reference source for government officials, travel agencies, advertisers, marketers, tour directors, hotel managers, restaurateurs, industry professionals including those within the hotel, leisure, transportation, and theme park sectors, policymakers, practitioners, academicians, researchers, and students.
Over the past decades, the total value of executive compensation packages has been rising dramatically, contributing to a wider pay gap between the chief executive officer and the average worker. In the midst of the financial turmoil that brought about a massive wave of corporate failures, the lavish executive compensation package has come under an intense spotlight. Public pressure has mounted to revise the levels and the structure of executive pay in a way that will tie more closely the executive wealth to that of shareholders. Merger and acquisition (M&A) activities represent an opportune setting for gauging whether shareholder value creation or managerial opportunism guides executive compensation. M&As constitute major examples of high-profile events prompted by managers who typically conceive them as a means for achieving higher levels of pay, even though they are frequently associated with disappointing returns to acquiring shareholders. Mergers and Acquisitions and Executive Compensation reviews the existing empirical evidence and provides an integrative framework for the growing body of literature that is situated at the intersection of two highly debated topics: M&A activities and executive compensation. The proposed framework structures the literature along two dimensions, such as M&A phases and firm’s role in a M&A deal, allowing readers to identify three main streams of research and five different conceptualizations of causal relationships between M&A transactions and executive compensation. The book makes a comprehensive review of empirical studies conducted to date, aiming to shed more light on the current and emerging knowledge in this field of investigation, discuss the inconsistencies encountered within each stream of research, and suggest promising directions for further exploration. This book will appeal to researchers and students alike in the fields of organizational behavior and governance as well as accounting and accountability.
This book explores the diversity of topics, views and perspectives focused on the relationship between information systems, organizations and managerial control. It brings together theories and practices by a diverse group of scholars working in different disciplines: organization, management, accounting, information systems development, human-computer interaction. The volume is divided into three sections, each one focusing on a specific theme: organizational change, innovation and information and communication technologies; organizational control, accounting and information systems; information, knowledge and project management practices. The book is based on a selection of the best research papers - original double blind peer reviewed contributions of the annual conference of the Italian chapter of AIS, held in Milan, Italy in December 2013.
Providing the Skills to Successfully Manage Change Managing Organizational Change: A Multiple Perspectives Approach, 3e, by Palmer, Dunford, and Buchanan, offers managers a multiple perspectives approach to managing change, which recognizes the variety of ways to facilitate change and reinforces the need for a tailored and creative approach to fit different contexts. The third edition offers timely updates to previous content, while introducing new and emerging trends, developments, themes, debates, and practices.
The Second Middle East Edition blends theory with contemporary management practice. Dr. Marina Apaydin (American University of Beirut) joins the authoring team in this edition for significant enhancements to content and presentation of topics. New chapter-opening cases have been added to feature companies and management personalities from the Middle East. Management Insights vignettes offer balanced representation of international as well as local, small-to-medium sized companies and start-ups, to ensure applicability of theory in a variety of contexts. Updated content and improved topics coverage ensure closer alignment with introductory management courses: • Two new topics have been added on the history of management in the Arab world in Chapter 2, and Islamic ethics in Chapter 5. • Improved content coverage includes a new Chapter 3 focusing on the Manager as a Person. • Improved and streamlined coverage of managerial processes relating to organizational culture in Chapter 4. • Managing in the Global Environment includes revised terminology consistent with International Business courses. • Chapters 8 through 11 have gone through substantial revision to focus on control as part of managing the organizational structure, and organizational learning as part of change and innovation. • Chapter 16 includes contemporary topics on communication including social media, influencers, and a guide to networking. Dr. Marina Apaydin is an Assistant Professor of Strategic Management at the Olayan School Business at the American University of Beirut, Lebanon. Dr. Omar Belkohodja is an Associate Professor of Strategic Management and International Business at the School of Business Administration at the American University of Sharjah, UAE.