This study examines the impact of innovation governance and policies on government funding for emerging science and technology sectors in Saudi Arabia, addressing key bureaucratic, regulatory, and cultural barriers. Using a mixed-methods approach, the research integrates qualitative insights from stakeholder interviews with quantitative survey data to provide a comprehensive under-standing of the current innovation landscape. Findings indicate a high level of policy awareness among stakeholders but reveal significant challenges in practical implementation due to bureaucratic inefficiencies and stringent regulations. Cultural barriers, such as a risk-averse mindset and traditional business practices, further impede innovation. Successful initiatives like the National Transformation Program (NTP) demonstrate the potential for well-coordinated efforts, highlighting the importance of regulatory reform and cultural shifts towards entrepreneurship. Strategic recommendations include streamlining bureaucratic processes, enhancing policy coordination, and fostering a culture of innovation through education and stakeholder engagement. This study contributes to the existing literature by offering actionable insights to enhance innovation governance, supporting Saudi Arabia’s Vision 2030 goals.

The paper aims to identify enablers and inhibitors of Lean Implementation (LI) in a small and medium-sized manufacturing (SME) organisation in Saudi Arabia. The paper opted for an exploratory study using the semi-structure interview approach of grounded theory, including seven in-depth interviews with employees representing from top management to the workers in the workshop having mainly an experience of Lean Implementation background. The data was complemented by context analysis, including simultaneous and concurrent data collection and constant comparison methods. It suggests successful communication and teamwork. However, there were two codes which had not been evidenced in prior research and were not identified in the literature review. These include; 'multiple decision makers' and the 'family effect'. This paper fulfils an identified need to study how organisational culture affects LI. It demonstrates the current state of LI in manufacturing companies by uncovering the enablers and inhibitors of organisational culture.

Individual and organizational-level cross-cultural adjustments are necessary in the hospitality sector because of its diverse and dynamic teams and guests. The aim of this research is to comprehend the variables that explain how job performance is affected by cross-cultural adjustment. A qualitative study was carried out, with an emphasis on the traits of the Saudi culture and the opinions on job performance, satisfaction, and the overall environment at work. To determine how high-context and low-context cultural norms differ from one another and what effects they have on various levels, ten individuals were interviewed. Thematic analysis was used to examine the transcribed data, find patterns, and discuss the most significant relationships. The results demonstrated that a cross-cultural adjustment in a team of hotel industry in Saudi Arabia is affected due to the lack of cultural balance and inclusiveness. This may lead to communication problems and a challenging work environment, which can affect employees' engagement and job performance. The recommendations included focusing on enhancing the present recruitment procedure to develop more culturally balanced teams and evaluating the team's time-management skills, which is a factor that makes it challenging for employees to participate in activities of diverse cultures.