1.0 Introduction

Background

2. Hudson, S.; Claasen, C. Nepotism and Cronyism as a Cultural Phenomenon? In The Handbook of Business and Corruption, Emerald Publishing Limited; Aßländer, M., Hudson, S., Eds.; Emerald Publishing Limited: Bingley, UK, 2017; pp. 95–118. [Google Scholar] [CrossRef]

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2.0 Research terminology

This section provides a detail definition and the terminologies that have been used in this research and for the industry that have been investigated.

Entrepreneurship: according to the Raymond W.Y. Kao (1993), who have defined the term is a process of doing something which is new as well as different for the purpose of creating the wealth of an individual and it will also add value to society.

Wasta: This is an Arabic word for nepotism and is used to understand the effect of nepotism in this scenario.

MENA: this is an acronym that is used for “Middle East North America” which starts from Morocco in northwest Africa to Iran in the southwest Asia and down is the Sudan in Africa. However, in this research, MENA have been used as a Geographical scope for the study and have been used for the cultural context for this region.

3.0 The rationale for the research

Similar notion was coined by Farrukh et al., (2016, p.598) Which have highlighted the inadequate intrapreneurial practices in the organization which are creating barriers when it comes to annual research as well as for innovative projects. The research has highlighted intrapreneurship activities which are vital for gaining a competitive edge over the others and at the same time reduces independency on the third-party research, which is again and major source of competitive edge for the technology-driven company. Another scholar, Aris et al., (2019, p.2771) We have clearly pointed out the importance of training as well as development opportunity for the employees in the organization for motivating them in the process of intrapreneurship especially in the public sector which is more inclined towards the managerial environment. According to this research, it revealed that the companies get manage their facility as well as training opportunities in the organization and moment, then this will push (motivate) the employees who have entrepreneurial mindset to benefit their employers. However, it would be right to say that the research was only limited towards highlighting the Edwards relationship training opportunity and intrapreneurship. Moreover, it would be right to say that among all the research gaps, there is a good literature base that is inclined and focused towards the telecommunications sector and the effects of nepotism in this sector (Altindag, 2014; Nadeem et al., 2015; Sutherland, 2013; Sutherland, 2012).

Telecommunication industry is growing at a rapid pace and is one of the most fast moving and dynamic industry, which is constantly evolving due to the emergence and adoption of advanced technologies. Liu et al., (2015) have successfully analysed the prominent presence of nepotism in family-owned business and the research have also highlighted about how this creates a significant impact over the managerial innovation. However, their research has not clearly indicated the linkage or the impact of nepotism when it comes to on intrapreneurship in the telecommunication sector. Jaskiewicz et al., (2013), research analysis includes the effects of nepotism in the business organization and the research also aims towards finding out the impact of nepotism (good or bad) on managerial success. The evidence-based research finding of their research indicates that managerial decision tends to be influenced due to the misleading information that is caused by insufficient managers who recruit based on favouritism. Ombanda (2018), Stated that the presence of nepotism in the organizational setting might create support to the relatives or the groups that are closely linked with favouritism in the hiring process. New study, to analyse the presence of nepotism on intrapreneurship in the telecommunications sector have not been conducted before. Therefore, the highlighted research gap that includes how did nepotism tends to impact the motivation level in employees, impact on employee engagement when it comes to innovation an intrapreneurial growth in the annual new projects have successfully created a good rational behind this selected research topic. The current research is more inclined towards in addressing the impact of nepotism and how the cultural nuisance tends to create an impact on intrapreneurship in the telecommunication organization of Jordan. the research is inclined towards investigating the presence of Wasta to analyse whether it is an inhibitor all of facilitator of entrepreneurship. Besides this, the study will focus on the three major telecommunication organization that are Zain, Umniah and Orange.

4.0 Purpose of the study

5.0 Problem Statement

6.0 Research Questions

Hypothesis

H1: Is there any positive correlation between Wasta and Relationship in the family?

H6: Is there any positive relationship between Wasta and Presence of Political connections?

7.0 Theoretical Framework

This section highlights the theories related to the nepotism, cultural dimensions and intrapreneurial and also includes intrapreneurial models which directly links to the research topics.

7.1. Theory of Nepotism

7.1.1 Ethnic Nepotism

7.1.2 Reciprocal Nepotism

7.2 Hofstede's cultural dimensions

7.2.1 Uncertainty avoidance dimension

Before highlighting the theoretical relationship with the research topic, it is vital to address the uncertainty avoidance and the relationship with the intrapreneurship through the research conducted by Arslanagic-Kalajdzic et al. (2019), in this research for conceptual model was highlighted to demonstrate the relationship between the uncertainty avoidance intention and the practice of intrapreneurship, according to the research who revealed in their finding that the relationship is negative between the two, negative reflection demonstrate higher tendency of avoiding the uncertainty when it comes to intrapreneurial activities. Another scholar Zgheib (2017) Stated that most of the employees in MENA region are considered to have a fear when it comes to result of failure of entrepreneurial initiatives and also related to future negative performance appraisal by the employer. Thus, the research concludes that when the employees of the western companies are under the supervision of western leaders tends to accelerate the intention when it comes to entrepreneurial efforts.

This theoretical aspect focuses towards whether people are linking their future challenges or the opportunity with the past events or they are accepting the tradition without linking their long-term goals (Venaik et al., 2013). Huang & Crotts, (2019), believe that in the western culture they are more inclined towards linking their modern aspects such as challenges, modern education and opportunity so that they could remain highly productive in the dynamic and competitive market. Whereas on the other hand the culture of Middle East countries is more inclined towards giving more emphasis on tradition and also tends to rely more on the past hierarchy specially in the organisational practises. According to the Hofstede insights which have revealed that the score for the Jordanian culture is 16 which is quite low this clearly demonstrates the prominent presence of normative culture that is more focused towards the traditional background when it comes to decision making process. Keeping in mind the low score, this theoretical aspect will be very important for the research topic as the main aim of the researcher to evaluate the impact of nepotism that is generated due to the traditional relationship when it comes to the intrapreneurial practice in the telecommunication companies.

7.3 Globe cultural dimensions

7.3.1 Assertiveness

According to the Matzler and Mueller (2011) believes that motivational learning is more inclined towards the appraisal considers the performance-based attachment rather than sticking to human-orientations as it is considered to have an effect of a fair as well as strategic organizational practices especially in the western countries When employees are highly motivated to highlight their performance as well as their entrepreneurial efforts. Calza et al. (2010), believes that leaders who tends to supervise the middle-east companies are more concentrated with human orientation. As they tend to overweight favouritism when it comes to motivating and showcasing the intrapreneurial efforts in employees and at the same time employees also tend to search for closer relationship when it comes to promotion and other benefits. according to House et al. (1999) Who have defined performance orientation as a degree of measurement which could be used as in motivation as well As for rewarding the individual who is considered to be more inclined and focus toward creativity and innovation. in this research it has been revealed that Society is a performance oriented hence in order to motivate the employees who are known for sharing their ideas and creativity within the organization, it is vital to introduce new and potential research-based business portfolio so that the organization could prosper over the ears. another scholar Katigbak et al. (2002), Stated that the countries such as Middle East regions are considered to be more highly concentrated with people and relationship in the organization. As a result, the performance of the employees and their contribution towards intrapreneurial activities are also not highly motivated for the organization. This Theoretical aspect is very important for the research as society is performance oriented and could potentially support the intrapreneurship over the practice of nepotism.

7.4 Intrapreneurial models

Enabler model

8.1 Wasta and Nepotism

Wasta is an Arabic word That is popularly used in Middle East business cultures and could be defined as a social network of interpersonal connections that are rooted through families and are bound through kinship ties (Jackson et al., 2019; Salter & Harpending, 2013; Altindag, 2014). According to Weir, (2020) who have emphasized about wasta as an important practice in Middle East organization culture and is popularly known for sharing the information through the politic Business Network, this is this similar culture which could be seen in Chinese business culture where they exercise power and tends to create opportunities. according to the scholar's research which have claimed that both the business culture that is Middle Eastern Chinese tend to share their knowledge only in their trustworthy relationship ties and does not support outside networks. Jaskiewicz et al. (2013, p.123-124; Sutherland, 2012), Stated that reciprocal nepotism might create a certain obligation in the management practices of the organization where it tends to place family members at higher position, in such case the performance and the talent of the individuals is ignored. the author also added, that the entitlement nepotism is also prominently Present in certain business culture where the organization tend to have long lasting practices of encouraging the relative or favoured family members, however this could be considered destructive for the business sustainability in long run (Budhwar & Mellahi, 2018; Lokaj, 2015; Jaskiewicz et al., 2013). This research clearly emphasizes the presence of long-lasting nepotism and how talent of the individual is ignored. besides that, the research also indicates intrapreneurs in the organization who might fail in taking a strategic decision for the organization. Vanhanen (2014), Have emphasized about ethnic nepotism which is also another form of nepotism which is commonly present in Middle East countries. in such type of nepotism family members and relatives tend to recognize their relatives or favoured members as their own people over the other people who are working in the organization (Janssen et al., 2019; Hutchings & Weir, 2006). Furthermore, the literacy construct should be considered in this research as the research includes that familism Is an important element that contributes towards nepotism where the higher or desired position it reserved for their own people with significantly discourages the other employees to practice the intrapreneurship.

8.2 Intrapreneurship