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Since the publication of the first special issue on human resource management (HRM) in the Middle East in this journal in 2007, the last seven years have witnessed a significant increase in the volume and breadth of topics relating to HRM in the region. Our aim in this special issue is to contribute to a greater understanding of HRM research and practices in the Middle East, hoping to push the research agenda forward. To achieve our aim, we critically examine the direction that HRM research on the Middle East has taken in the last seven years. We then point to current and future challenges facing the region, and suggest how these regional realities are likely to shape HRM research and practices, thus suggesting avenues for further research. Finally, we present the nine articles included in this special issue. Taken together, these articles provide a better understanding of the challenging issues facing both employees and organizations in the region, point to important new developments in theory and practice and open up avenues for further debate particularly in the areas of employment nationalization policies, self-initiated expatriation, local employee's view on expatriate managers, female talent retention, knowledge transfer from multinational corporations to local subsidiaries, high performance work systems, and employee and leaders' behaviors.
Afiouni et al. (Mon,) studied this question.