Bitte verwenden Sie diesen Link, um diese Publikation zu zitieren, oder auf sie als Internetquelle zu verweisen: https://hdl.handle.net/10419/294510 
Erscheinungsjahr: 
2023
Quellenangabe: 
[Journal:] Cogent Business & Management [ISSN:] 2331-1975 [Volume:] 10 [Issue:] 2 [Article No.:] 2228028 [Year:] 2023 [Pages:] 1-22
Verlag: 
Taylor & Francis, Abingdon
Zusammenfassung: 
The research aims to provide actionable insights to a Dubai-based digital payment company following a leadership-driven organizational transformation. Semi-structured interviews with executives and staff were supplemented by observations and field notes. The study found that foreign employees experienced confusion due to a lack of clear communication or information. Hierarchical work environments and legacy problems hindered employee change. Fear and distrust prevented employees from voicing their concerns. Employees and executives shared similar opinions on the work environment and organizational culture. Leaders did not place enough importance on early worker involvement, communication, and information flow, which hindered their vision and evaluation of employees' conduct. Earlier discussion and resolution of these issues may narrow the gap between the CEO and employees.
Schlagwörter: 
emerging markets
employees' engagement
employees' fear
employees' resistance
expat workforce
leadership change
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