Competence, Competitiveness, and Intercultural Conflict in Qatar

Description

In 2011, the chief executive officer of Singh Security Systems Limited, an Indian company that designed and manufactured security systems, wanted to expand the scale of operations. He located a partner, the business leader of a construction company that specialized in security systems, in Doha, Qatar. Together, they drew a lucrative plan to execute turnkey projects in security systems in Qatar. However, the best candidate to lead the partnership in Qatar was a woman, who was keen to pursue the position, but would be the only woman in a position of authority in a 180-member organization, in a male-dominated country. The business leader of the Qatari firm was hesitant to hire a woman to run the project. Should the company reconsider assigning a woman project manager to Qatar?

Learning Objective

This case can be used at various academic levels, from undergraduate courses to executive education programs, for both business and non-business students. It is also suitable for students pursuing a master’s or PhD degree, when considering workplace dilemmas and various options for implementing fair employment practices. After completion of the case, students should be able to: ·Evaluate how cultural norms may complicate international partnership development. ·Identify and analyze cognitive biases regarding women in leadership positions. ·Deliberate the balance between corporate goals, employee competence, personal ambition, and culture. ·Consider the acceptable alternatives for an ambitious and competent woman who may be discouraged from pursuing a career in a male-dominated culture. ·Analyze the implications for a successful partnership when a less qualified person is put in charge.

Keywords

Intercultural conflict Strategic Decision-Making Talent management