Competitiveness and Intercultural Conflict in Qatar

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Table of Contents

Introduction
Influence of Culture and Tradition on Transnational Partnerships
Probable Courses of Actions by Samir Singh
Why Saran and Other Women can be Effective in Qatar and Other Parts of the World
Conclusion
Works Cited

Introduction

Culture and traditions influence interpersonal relationships, a situation that may extensively affect the success or failure of transnational partnerships. The case of Saran as presented in the paper is an excellent illustration of this claim. The paper also presents the course of action for Samir Singh who is planning to partner with Al Zulfi Group. With a clear knowledge concerning different cultures and the way they apply in partnerships, the paper also shows why Saran and other women of her caliber can be effective in Qatar and other parts of the world.

Influence of Culture and Tradition on Transnational Partnerships

According to Miller et al., culture and traditions influence not only the external aspects of interpersonal relationships such as behavior but also the internal aspects, including emotions (2). For example, in the case of Saran, her understanding of women’s stereotypes enables her to adopt the acceptable ways of behaving. She goes ahead to use these barriers to gain the trust of her clients such as Sheikh Imran bin Khalifa whom she even sets up a meeting. Additionally, rather than allowing the indifference of Sheikh Zohar bin Khalifa to negatively affect her internal relationship, for instance, emotions, Saran adopts a positive way of relating with the Sheikhs by tactfully answering their questions.

According to Singh, Saran’s competitiveness in the male-dominated world has been greatly aided by her educational background, product knowledge, and even more importantly, her multicultural experience (Hitch and Mehta 3). These elements have proven to be a fundamental asset in enabling her to deal with intercultural conflicts. In this regard, Saran’s biographical experience and appreciation for intercultural relationships may have played a pertinent role in informing her comprehension of the cultural contact dynamics that unfolded during her meeting with the Sheikhs, an opportunity that enhanced her conduct and interaction (Miller et al. 11).

Burholt et al. illustrate the importance of social support frameworks in defining the overall success of transnational partnerships in different workplaces and markets (57). Moreover, cultural and traditional beliefs are essential in shaping social support frameworks and behaviors at an individual level. For instance, certain cultures and traditions in certain societies are used to define the role of each individual based on age, gender, race, and other demographics. Such cultural parameters can be used as instruments for determining the suitability or credibility of certain partnerships. For example, the culture and traditions of the Islamic society in Qatar do not support partnerships with women in technical, scientific, and construction fields. Thus, based on Muslim traditions and culture, Saran’s competence as a project manager is questioned because of intercultural conflicts (Hitch and Mehta 4). The disagreements are worsened by the lack of support from the members of the Qatar society to the extent of almost threatening the transnational partnership between the Singh Security System and the Al Zulfi Group.

Probable Courses of Actions by Samir Singh

Before continued engagement in a partnership with Al Zulfi Group, Singh should first deeply explore the cultural practices and traditions to understand and appreciate their influence on any joint venture with the group. After learning and understanding the role of culture in shaping the partnership with Al Zulfi Group, Samir will be in a better position to negotiate a compromise in the case of an intercultural conflict, as witnessed in the case study. In negotiating for a compromise such as the acceptance of Saran as a project manager, Samir should ensure that he respects and/or does not offend the traditions and cultures of his partners through the consideration of the parties’ concerns.

Singh should also spearhead a campaign to garner support from both superiors and subordinates in the partner company that is likely to interact with Saran as she dispenses her duties. This plan can be accomplished through the direct promotion of her competence and skills that illustrate how the parties may be essential to the success of future business ventures. The strategy will overshadow any cultural barriers that stereotype her gender as incompetent and misplaced. By securing co-operation and support from all stakeholders, Singh will improve the chances of Saran’s success in her new role (Burholt et al. 59).

After learning and understanding the culture or traditions and securing social collaboration among stakeholders, Singh’s next task is to discuss any emerging issues with Saran to assess her level of comfort in dealing with discriminatory stereotypes that she may encounter during her stay in Qatar. Singh should also ensure that Saran is well prepared through her understanding of the cultures and traditions in Qatar.

Why Saran and Other Women can be Effective in Qatar and Other Parts of the World

Saran is most likely to be successful in Qatar and any other Arabic country due to her understanding of important Muslim cultures and traditions. She has a backup of her multicultural experience, which is evident when Khan points out to her the importance of exercising care during major Muslim festivities such as Ramadan. In this particular festival, it is considered disrespectful to eat in public. In response, without any indication of surprise, Saran calmly responds by pointing out that she is more than aware of these practices. This scenario goes on to show her deep understanding of the Muslim cultures that would enable her to handle intercultural conflicts that she may encounter during her stay in Qatar. Additionally, by learning and respecting Qatari culture, Ferraro and Brody affirm that this case may offer Saran or any other woman a competitive advantage since she will be in a better position to gain the necessary acceptance into the society (113). In turn, this situation will enable her to develop important interrelationship networks both in the workplace and in the marketplace.

Because of globalization, stereotypes against women in the Arab countries are changing at a time when more women are more interested and involved in fields that were previously deemed male-dominated, including technical and scientific subjects (Hummel). Moreover, emerging feminist movements have had a positive contribution to social change in Arab countries. These movements have been instrumental in advocating for gender equality and inclusion at the administrative centers and the marketplace. Globalization has also had an impact by infusing the concepts of equality and inclusivity into the Arabic culture, thus improving the level of women’s acceptance into technical, construction, and scientific fields (Hummel). Moreover, globalization has also greatly influenced policy change in Gulf countries such as Qatar to attract global investment. For example, to encourage women to participate in sport following Qatar’s Olympic bid, the Gulf country had to change its policy in a bid to encourage more women to participate in sporting activities (Foley et al. 109).

Conclusion

With the increasing involvement of women in government and leadership positions in the Gulf region, significant gender issues have been raised and implemented through robust policy frameworks. Therefore, such progressive policies will improve the effectiveness of women such as Saran among others who are aspiring to work in Muslim societies, including Qatar. The case of Singh Security Systems Company (SSSL) and The Al Zufli Group has been excellently deployed in the paper to substantiate the role of accommodating different cultures in a partnership.

Works Cited

Burholt, Vanessa, et al. “Transnational Relationships and Cultural Identity of Older Migrants.” GeroPsych, vol. 29, no. 2, 2016, pp. 57-69.

Ferraro, Gary, and Elizabeth Brody. Cultural Dimension of Global Business. Routledge, 2015.

Foley, Malcolm, et al. “Policy Pragmatism: Qatar and the Global Events Circuit.” International Journal of Event and Festival Management, vol. 3, no. 1, 2012, pp. 101-115.

Hitch, Leslie, and Shreshthi Mehta. Competence, Competitiveness, and Intercultural Conflict in Qatar. Richard Ivey School of Business Foundation, 2016.

Hummel, Denise. “Understanding the Importance of Culture in Global Business.”Profit Magazine, 2012, Web.

Miller, Robert, et al. “Dimensions for the Expression of European Identity.” The Evolution of European Identities, vol. 1, no.1, 2012, pp. 1-20.

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