This article offers a synthesis of understandings ofwasta, seen as a form of social network prevalent in the Arab Middle East. Whilst there has been increasing interest in this practice, research remains fragmented and has been criticised for its limited theoretical rigor. To address this issue, a systematic review of peer-reviewed journal articles exploringwastapublished between 1993 and 2019 was conducted. We analysed the identified papers according to the theoretical lens from whichwastawas viewed, creating a bridge between a theoretical focus on the macro aspect ofwastaand an alternative focus on its micro aspects, leading to the development of a holistic model ofwasta. The model also helps us to understand the complexity ofwasta, both as the network itself and as the social ties that exist among its members, and sheds light on the complex nature of the role and interactions of thewasta. The findings respond to calls for more holistic and inclusive research to inform social networks research and bridge the micro–macro divide. This article offers recommendations to future researchers to build on the holistic and emic approach towastaresearch adopted here.

Faced with severe social, political, and economic challenges, Lebanon is described as a weak state. Argued to be a key factor weakening the formal institutions there, is the prevalent practice of wasta. This article seeks to answer two questions: (1) Why is wasta prevalent in a business environment characterised by weak formal institutions, such as Lebanon? (2) How can managers navigate the use of wasta in the Lebanese business context where it prevails, avoiding its negative outcomes while utilizing its positive outcomes? Fourteen semi‐structured interviews were conducted of managers from the Lebanese industrial sector. The findings highlight that wasta is used due to the networked nature of Lebanese society, economic hardship, widespread corruption and to maintain power. It was found that wasta could be beneficial in securing jobs, removing red tape, and gaining employment for humanitarian reasons. Finally, the negative outcomes of using wasta were found to include the employment of unqualified individuals, a reduction of organizations' productivity and a further weakening of formal institutions.

In this commentary we reflect on Shaalan, Eid, and Tourky's (2022) article in which they investigated the Chinese concept and practice of guanxi in the Middle East,¹ a region in which wasta represents the common way of informal networking.² While we encourage and welcome research into informal networks, we have serious concerns about the conceptual and methodological approaches taken by Shaalan et al. (2022) in investigating informal networks in the Middle East and explain herein why we do not believe guanxi should have been used in place of wasta.

In the context of the Arab countries of the Middle East, Wasta informal networks predominate in the business environment. While historically women in the Kingdom of Saudi Arabia had limited access to informal networks, recent socio‐economic changes have had a positive impact on women's participation in the workplace. This research explores the use of Wasta informal networks by women in the context of the new Saudi workplace based on 26 interviews conducted with Saudi professional women. The findings highlight that, due to the changes in the formal institutions, which in turn impact informal institutions, women are generally afforded more direct access to networks, enabling them to attain jobs and progress their careers. The research also contributes to informal network literature by distinguishing between Wasta (negative practice) and other forms of informal networks (positive/beneficial practice). Suggestions are offered to policymakers, managers, and women practitioners to navigate the use of informal networks and Wasta.

Purpose: The study aimed to identify factors affecting talent attraction and selection in Saudi Arabia’s private sector and to compare the practices of domestic firms (DFs) and multinational corporations (MNCs).Design/methodology/approach: Qualitative data were collected through semi-structured interviews and archival evidence from three DFs and 3 MNCs in Saudi Arabia. Data was analyzed using thematic analysis.Findings: Integrating institutional logics and dynamic capabilities theory, this study develops a novel framework explaining how firms manage a talent-starved environment. Unlike traditional models that emphasize targeting “ready-to-go” talent, our findings reveal that firms increasingly seek individuals with potential, balancing institutional pressures and business needs. MNCs and DFs alike must exercise strategic dexterity – sensing environmental shifts, seizing emerging opportunities, and reconfiguring selection criteria – by either merging existing logics or adopting new ones.Practical implications: Although MNCs have been practicing formalized talent attraction and selection for longer than DFs and have more sophisticated processes, both organizational types have scope for improving their practices in the context of institutional logics at play in Saudi Arabia.Originality/value: This study advances the understanding of talent attraction and selection in the Middle East by empirically demonstrating how institutional logics shape human resource practices in Saudi Arabia. It also applies a dynamic capabilities perspective to explain differences between DFs and MNCs, highlighting how firms strategically adapt talent management practices to labor market constraints.