Predictors and Outcomes of Successful Localization in the Aviation Industry: The Case of Oman
Year 2021,
Volume: 9 Issue: 2, 418 - 443, 01.12.2021
Nasser Alkathiri
Ahmed Mohamed Elbaz
,
Iqtidar Shah
Mohammad Soliman
Abstract
Localization has encountered substantial focus in academia as well as practice; however, scarce studies have empirically examined this theme within tourism-related sectors in Oman, including the aviation sector. That is why the purpose of this paper is to develop and test an integrated model of the key predictors and outcomes of successful localization within the aviation industry. It also evaluates the mediating role of knowledge sharing ability between human resources development (HRD) practices and localization as well as the moderating effect of organizational commitment on the link between localization and firm performance. This paper is based on primary data collected from 194 employees operating in the national aviation sector in Oman. Based on PLS-SEM, the results indicated that HRD practices (i.e., training, performance appraisal, and rewards) have a positive impact on expatriates’ ability to share knowledge with national staff, and thus positively impact the localization success. Additionally, the firm's performance is positively influenced by successful localization. Knowledge sharing does not mediate the link between HRD practices and successful localization, but the results confirmed the interactive impact of organizational commitment on the direct connection between localization and performance. The findings contribute significantly to the research community and provide practical guidelines and managerial implications.
Supporting Institution
University of Technology and Applied Sciences, Salalah College of Applied Sciences, Oman.
Thanks
We would like to thank the human resources in the Omani aviation sector for circulating our questionnaire. We are also grateful to our respondent aviation employees for participating in the study.
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Year 2021,
Volume: 9 Issue: 2, 418 - 443, 01.12.2021
Nasser Alkathiri
Ahmed Mohamed Elbaz
,
Iqtidar Shah
Mohammad Soliman
References
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- Goby, V. P., & Alhadhrami, A. (2020). Expat or citizen? Raising the question of a potential impact of status on leader behavior. International Journal of Organizational Analysis, 28(5), 1019-1030.
- Gomez, C., & Sanchez, J. (2005). Human resource control in MNCs: a study of the factors influencing the use of formal and informal control mechanisms. The International Journal of Human Resource Management, 16(10), 1847-1861.
- Hair, J. F., Ringle, C. M., & Sarstedt, M. (2011) PLS-SEM: indeed a silver bullet. Journal of Marketing Theory and Practice, 19(2), 139-152.
- Hair, J. F., Matthews, L. M., Matthews, R. L., & Sarstedt, M. (2017). PLS-SEM or CB-SEM: updated guidelines on which method to use. International Journal of Multivariate Data Analysis, 1(2), 107-123.
- Harry, W. (2007). Employment creation and ‘localization’: the crucial human resource issues for the GCC. The International Journal of Human Resource Management, 18(10), 132–146.
- Harvey, G., & Turnbull, P. (2009). The Impact of the Financial Crisis on Labour in the Civil Aviation Industry. Final Report. Geneva: International Labour Office.
- Hassan, S. B., & Soliman, M. (2021). COVID-19 and repeat visitation: Assessing the role of destination social responsibility, destination reputation, holidaymakers’ trust and fear arousal. Journal of Destination Marketing & Management, 19, 100495.
- Henseler, J., Ringle, C. M., & Sinkovics, R. R. (2009). The use of partial least squares path modeling in international marketing. In R. R. Sinkovics, & P. N. Gauri (Eds.), New Challenges to International Marketing (pp. 277-319). Emerald Group Publishing Limited.
- Hislop, D. (2002). Linking human resource management and knowledge management via commitment: a review and research agenda. Employee Relations, 25(2), 182-202.
- Hitotsuyanagi-Hansel, A., Froese, F. J., & Pak, Y. S. (2016). Lessening the divide in foreign subsidiaries: The influence of localization on the organizational commitment and turnover intention of host country nationals. International Business Review, 25, 569–578.
- Huselid, M. (1995). The impact of human resource management practices on turnover, productivity and corporate financial. Academy of Management Journal, 38(3), 635-672.
- Jamal, M. (2011). Job stress, job performance and organizational commitment in a multinational company: An empirical study in two countries. International Journal of Business and Social Science, 2(20), 20–29.
- Jaramillo, F., Mulki, J. P., & Marshall, G. W. (2005). A meta-analysis of the relationship between organizational commitment and salesperson job performance: 25 years of research. Journal of Business Research, 58, 705–714.
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- Khan, F. R., & Krishnamurthy, J. (2016). Future proofing of tourism entrepreneurship in Oman: challenges and prospects. Journal of Work-Applied Management, 8(1), 79-94.
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- Law, K., Song, L., Wong, C., & Chen, D. (2009). The antecedents and consequences of successful localization. Journal of International Business Studies, 40, 1359-1373.
- Law, K., Wong, C., & Wang, K. (2004). An empirical test of the model on managing the localization of human resources in the People’s Republic of China. Int. J. of Human Resource Management, 15(4), 635-648.
- Liu, Y. (2004). Localization strategy of multinational companies in China and its impact. Contemporary Asia-Pacific Studies, 6, 29-33.
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