Leveraging indigenous intangible capital for global competitiveness: a systematic review of management practices in Middle Eastern MNEs
Manal Yunis et al.
Abstract
Purpose This research systematically examines the influence of indigenous management techniques on the global competitiveness of Middle Eastern multinational corporations. The study utilizes dynamic capabilities theory and institutional theory to analyze the impact of cultural, social, and governance frameworks from the Middle East on the strategic decisions and performance of enterprises in international markets. Design/methodology/approach The systematic literature review methodology was applied to 51 articles that met the criteria for quality and addressed the following topics: (1) family governance and its correlation with long-term approaches; (2) organizational structure in relation to indigenous culture and (3) the struggle to implement local knowledge and global practices in one organization. Findings The findings show that local heritage is well represented in Middle Eastern multinational companies, serving as both a value and a source of loyalty and stability for stakeholders. However, overcoming the performance-focused, fast-paced nature of global markets remains a significant challenge for these companies. Family business turns out to be a common pattern, characterized by leadership transfer across generations and has specific features such as the level of transparency and the strength of governance systems. Research limitations/implications The theoretical contributions are illustrated in expanding the deployment of dynamic capabilities theory and institutional theory to emerging Middle Eastern markets. The limitations are addressed, and suggestions for future research are presented. Practical implications Managers are provided with practical implications of the relevance of the local context in regard to cultural integrity and global efficiency. Originality/value The research demonstrates that due to their strategic fit and dynamic capabilities, Middle Eastern multinational companies respond to institutional constraints by blending the indigenous practices with global business systems. In doing so, it highlights how indigenous knowledge and stakeholder trust, two intangible resources embedded in local contexts, can serve as key enablers of organizational identity, resilience and long-term value creation, aligning with contemporary perspectives on intellectual capital.
Evidence weight
Balanced mode · F 0.40 / M 0.15 / V 0.05 / R 0.40
| F · citation impact | 0.50 × 0.4 = 0.20 |
| M · momentum | 0.50 × 0.15 = 0.07 |
| V · venue signal | 0.50 × 0.05 = 0.03 |
| R · text relevance † | 0.50 × 0.4 = 0.20 |
† Text relevance is estimated at 0.50 on the detail page — for your query’s actual relevance score, open this paper from a search result.