University of Doha for Science & Technology, Qatar
How does wasta, a deeply rooted social practice in Arab societies, adapt to the pressures of globalization and modernization? While wasta has long influenced decision-making, particularly in Human Resource Management (HRM), existing research often treats it as a static and localized phenomenon, failing to fully explore its theoretical underpinnings or dynamic evolution. This study addresses these gaps by proposing wasta mechanisms using social capital theory as a foundational framework. Adopting a contextual perspective through institutional theory, we aim to identify the mechanisms driving its transition from traditional, localized practices to alignment with global organizational frameworks. Using qualitative data from 40 semi-structured interviews in Jordan, we findings wasta as a contextual form of social capital in transition, adapting to changing institutional dynamics. Their mechanisms operate in the two types of social capital, as bonding—close ties, intra-group networks, trust-based meditation—and as bridging—cross-group connections, transactional exchanges, strategic networking. In addition, institutional logics—regulative, normative, and cultural—shape its mechanisms and practical application, varying across different types of organizations, such as private and public sectors. Finally, we show how wasta evolves to balance tradition with modern demands, adapting informal networks to globalization and institutional changes, offering insights into aligning traditional practices with contemporary HRM standards.
