Technological Innovation in the United Arab Emirates: Process and Challenges

Transnational Corporations Review Volume 5, Number 2 June 2013 www.tnc-online.net [email protected] 46-59

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Technological Innovation in the United Arab Emirates: Process and Challenges

Mariam Omran Al Hallami*, Constance Van Horne† and Victor Zengyu Huang‡

Abstract: The purpose of this paper is to enhance our understanding about the current state of R&D in the UAE and its challenges through an exploratory case study of a technological innovation. The innovation process of the Emirati entrepreneur is similar to processes in other parts of the world, but there is no access to government research centers or public research available. The findings suggest that support is needed to increase the efficiency and effectiveness of technological innovation processes in the UAE.

Keywords: R&D, innovation, research processes, Abu Dhabi, UAE, innovation processes

1. Introduction

In a globalized competitive market, becoming and remaining competitive is an enormous challenge, for regions, nations and enterprises. The key to tackle this is for firms to continually invest in research and development (R&D) and innovate. Innovation has the potential to generate unique, difficult to imitate organizational capabilities and competencies leading to competitive advantage (Hall, & Martin, 2005). While, enterprises are the principal agents of innovation today, they do not innovate and learn in isolation (United Nations, 2005). Therefore, it is important for countries to support firm-level innovation through policies and initiatives which will, encourage local firms to invest in R&D, which will in turn lead to an increase in national innovation efficiency and thus the country as a whole will become more competitive. However, there has been a visible gap between countries in terms of technological advancement. For example, whereas some regions, the West in particular, have been leaders in innovating and R&D, other regions are trying to catch up.

R&D has both a direct and indirect impact on a country’s economic growth and is a vital ingredient to advancement in science and technology, inventions, sustainability and competitiveness (Hall, & Martin, 2005). A recent report identifies science, technology and innovation as essential to achieving the United Nation’s Millennium Development Goals (United Nations, 2005). These goals include universal education, environment sustainability and ending poverty. Hence, science, technology and innovation are

* Mariam Omran Al Hallami, Sheikha Salama Bint Hamdan Foundation, P.O. Box: 62086, Abu Dhabi, UAE, Email:

[email protected]. † Constance Van Horne, College of Business, Zayed University, Abu Dhabi, UAE, Email: [email protected]. ‡ Victor Zengyu Huang College of Business, Zayed University, Abu Dhabi, UAE, Email: [email protected].

Mariam Omran Al Hallami, Constance Van Horne and Victor Zengyu Huang

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not just topics on local agendas, but are part of a global mission to achieve the development required in this day and age and to become globally competitive.

This research paper investigates an R&D and innovation process through an exploratory case study of a technological innovation from the United Arab Emirates, which for the region can be termed a radical innovation. Radical innovation is the application of significant new technologies or new combinations of technology to new market opportunities (Tushman & Nadler, 1986). While these innovations could impact economies and firms positively they are highly uncertain, costly and may threaten an organization well being through the high risk associated with the lengthy research process. Yet, they are often a means of survival, sustainability and growth of firms (Hall, & Martin, 2005).

This paper aims to study an innovation in the United Arab Emirates with the objective to better understand the challenges faced by the private firm or entrepreneur in such attempts and gain insight into how these challenges could be avoided in the future for efficiency and development purposes. There are two main questions that this paper is motivated by: a) is there anything unique about the R&D and innovation process used by the Emirati entrepreneur? b) Could the process be more efficient?

To begin answering the specific research questions this article will present a general review of the literature from several fields including research policy, innovation management, R&D management and will use data from international and national reports. The article is organized as follows. The first section will explore the role of R&D in developing economies of various regions and look at the current state of technological innovations used by entrepreneurs in the UAE. The second section will provide a review of different research processes that are in literature. The third section will provide an exploratory case study of the R&D processes of the Al Hallami Group, a UAE based private company owned and operated by an Emirati entrepreneur, which was used to develop a floating platform that is a combination of a yacht and a villa known as the floating villa (Floating villa website). The reason for choosing to study this case is because it’s first of its kind globally and a patented innovation that is in the process of commercialization. Additionally, because of the unique access to data the researchers had including patent applications and diagrams. Finally, the conclusion will provide insights drawn from the case study and provide some suggestions and future research directions.

Studying the research processes of such an innovation will allow us to gain insights into these understudied innovation processes, help us understand the difficulties faced by entrepreneurs and managers of private corporations in such processes and what support could be provided to ease these challenges. Initial finding suggest that there is a need for external funding and access to resources such as R&D facilities and university based researchers. This study is intended to assist researchers, practitioners and policy makers in R&D decisions, improving research processes efficiency and enhancing innovation through understanding the current environment. With the results of the case study it will be possible to suggest ways to enhance R&D development processes by private firms in the MENA region.

2. R&D status in world regions

Studying the state of R&D in different regions of the world will help better understand the role that R&D plays around the world and position the level of R&D in MENA and the Arab Nations in comparison with the rest of the world. This section will explore R&D in various leading regions in order for us to have a


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clear vision on global research environment and what can we learn from it. This will give us insight to where researchers stand and explain if there are regional reasons to facing challenges and obstacles in R&D.

2.1. The West (Europe and North America)

The West is amongst the largest investors in R&D, where America has the largest share of global R&D expenditure at 37.6% and Europe at 32.7% (UNESCO, 2009). The largest investors and performers in R&D in North America and Europe are private business enterprises followed by governments (UNESCO, 2009). As an incentive and encouragement to the private sector to invest in research and development activities, a number of western countries offer tax incentives. The R&D tax incentives are a method to increase national R&D expenditure (Van Horne, 2009).

The sectors with the largest R&D expenditure in the West are pharmaceutical and biotechnology, automobiles and parts, and technology (Scoreboard 2008). Microsoft, General Motors and Johnson & Johnson are amongst the top 25 companies investing in R&D with 9.6, 8.7, 8.2 million dollars going to research and development respectively.

Clearly the role of private firms and enterprises in R&D is vital to the economy. Not only does it improve the Gross Domestic Profit, through improvements in productivity, but puts firms ahead of their competition and increases their revenue. It also creates new knowledge, products and opportunities (Tushman and Nadler, 1986).

The West remains ahead in research, development and innovation. Trends in R&D expenditure clearly show the importance of such investments in sustaining a company’s performance even when the economy is suffering.

2.2. Asia

Asia is the biggest competition to the West in technology, research and development. A recent statistic by UNESCO (2009) indicates that the world’s share of researchers is highest in Asia at 41.4%. Also, Asia’s share of R&D expenditures puts them right after America and before Europe, which indicates rigorous competition. The research density (distribution of researchers in relation to the size of the population) in Asia is larger than Europe at 32.7% and it increases as it was influenced by some of the emerging economies within the region.

Japan in particular has the most impact to Asia’s R&D sector with Toyota Motors ranked first as the company with the highest R&D expenditures with a growth in their investment of 7.6%. Other top ranked companies in the list in Asia are Honda Motors and Nissan. In the midst of the economic crisis in 2009, Toyota passed General Motors as the world’s largest automaker (Marr, 2009). This suggests that investment in R&D can bring long-term rewards in productivity and innovation.

As mentioned, the companies above are all private organizations. In Asia and the West R&D are largely directed by private organizations. According to UNESCO there is wide variation among countries in their share of business sector R&D investments, ranging from almost zero in the poorest countries, to over 80% in Malaysia (UNESCO, 2009). Finally, Japan had the highest R&D investment compared with its Asian


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counterparts, and in fact is responsible for 3.4% of worlds’ total R&D expenditure.

2.3. MENA region

The MENA region occupies a strategic location as it lies between the North and South, and encompasses the Middle East and North Africa (Rached & Craissati, 2000). Given its additional geological and cultural richness, it a distinct region and its development is an important matter to the world.

Despite the well-endowed natural resources the region is known for, it’s research environment is less developed. The spending on research and development in Arab countries as a whole represents just 0.14% of GNP, compared with 3% in developed countries (UNESCO 2009).

Perhaps, due to a lack of abundant natural resources, Tunisia and Morocco have been high investors in R&D compared to Middle East countries. According to the UNESCO statistics on R&D, Tunisia in particular had a significant increase in investments in R&D in the past 10 years (UNESCO 2009). The larger contributors to these investments are business enterprises and governments. In this time frame the number of researchers in Morocco and Tunisia increased and their research intensity doubled (UNESCO 2009).

The environment of research in the region however “demonstrates a lack of institutionalized or well-defined public, national and regional research strategies; inadequate national funding; weak research management; weak scientific and research capacity; and restrictions in terms of independent inquiry, and data access and collection” (Rached & Craissati 2000, p.7). However, the region is moving towards a technology and knowledge-based economy as it is trying to strength links between education, research and development (Tarbush, 2010). “Throughout the Gulf Cooperation Council countries, efforts are under way to attract partnerships and investment to R&D and innovation” (Tarbush, 2010). Almost every MENA country now boasts technology incubators with large numbers of firms pioneering. The establishments of these incubators should encourage R&D in the MENA region and will most likely form partnerships with the Western world (Tarbush, 2010).

2.4. UAE

The UAE in particular has been vigorously seeking out partnerships mainly with the West and Asia in R&D and technology to achieve its mission of diversifying the economy and its income. The is leading to the creation of investment firms in technology including the Advanced Technology Company (ATIC) and the Mubadala Development Company (Tarbush, 2010). Abu Dhabi has initiated the development of research in sustainable energy technologies hoping to develop a leading role with its Masdar initiative (Tarbush 2010). The Masdar initiative is attracting global research minds and creating an environment of innovation, research and development. Dubai on the other hand aspires to become a world center for electronic R&D and innovation through the Dubai Silicon Oasis initiative.

Mubadala is a state-owned investment vehicle of the Abu Dhabi government that seeks diversifying the state’s portfolio. Masdar is a subsidiary of Mubadala focusing entirely on sustainable and renewable energy and is attempting to create the world’s first carbon-free city (Mubadala website, 2010). Sheikh Nahyan Bin Mubarak, when he was Minister of Education and Scientific Research, indicated that funding of scientific research is weak in the UAE in an international level comparison. (WAM, 2010) Although


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initiatives such as the National Research Foundation have been made, the lack of human capital is still apparent. However, there are private R&D initiatives by local companies and enterprises attempting to use R&D and innovation to enter and compete in the global market.

Figure 1. Adapted from UNESCO Institute of Statistic, “A Global Perspective on R&D” (2009)

Figure 1 is a clear indication of the huge gap between leaders of R&D investments and the MENA region. With Europe, North America and Asia combined of nearly the world’s total R&D expenditure, the MENA region falls with only 1% of the world’s R&D expenditure.

While these statistics do not paint a positive picture of the R&D environment in MENA and the UAE, the case study that follows the literature review of innovation processes will illustrate that innovation does occur and that there could be lessons to learn to spur additional R&D into radical innovations in the region. Furthermore, the case study will be a learning experience of an innovation process which occurred in the current research environment which should provide insight with further research to in turn support future projects.

2.5. Entrepreneurs in the UAE

In a knowledge economy, technology and the birth of new firms from technology driven innovative ideas and services, need to be nurtured and encouraged. In a small market knowledge economy, such as the UAE, innovation and technology are regarded as key to increasing exports and achieving the goal of the UAE to become a knowledge-based economy.

Using data from 2011, the UAE GEM Report (Van Horne et al., 2012) has found that almost all new business started in the UAE in 2011 operate in sectors with no or low technological levels, with only 2.3% being medium-tech or high-tech new ventures (Figure 2). When figures for just the local Emirati entrepreneurs are considered, 100% of new businesses are in no/low tech industries.


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Figure 2. Level of technology sector early stage entrepreneurs (source Van Horne et al., 2012)

The results are similar with established entrepreneurs who have owned and operated a business for longer than three years and a half of years (Figure 3). At only 2.3% the UAE is much less than the average of the innovation driven economies surveyed in 2011 which was 7.7% and more than one fifth less the highest ranked country, Norway, where 14.3% of established business run by entrepreneurs are in industries regarded as medium to high technology sectors.

Figure 3. Level of technology sector established entrepreneurs (source Van Horne et al., 2012)

3. Selected R&D-innovation processes in the literature

To illustrate the R&D process described in the case study, it is essential that we be familiar with the ones in current literature. This section will add to our understanding of various research processes and help us compare the process in the case study and help to answer some of the following questions. Is there

97.% 99.4% 99.% 97.7%

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20.0%

40.0%

60.0%

80.0%

100.0%

120.0%

2006 2007 2009 2011

No/Low‐Tech Med‐Tech or Hi‐Tech


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anything unique about the process used by the Emirati entrepreneur? Could there be ways to improve the process to make it more efficient? If yes, where would this intervention be most effective? And finally, a more global question addressed in the discussion, could these insights be used and applied in different situations in the MENA region?

In a competitive market, firms must not seek minimal levels of improvement and to do so they have to form a habit of an innovation process to increase their development (Davenport, 1993). Process innovation is an approach that combines the adoption of a process view of the business with the application of innovative key processes (Davenport, 1993). This section will study the current research processes and identify the different types that suite various innovation purposes. Understanding some of the current existing innovation processes is essential to understand the case study.

3.1. University based R&D

One of the most familiar methods of research evident in the West are university based R&D and their collaboration with local industries. As seen with the R&D programs offered in Canada, the government leverages private R&D resources through grants to university based researchers. The roles of universities have been constantly shifting as it plays a fundamental part in societies as producers and transmitters of knowledge (D’Este & Patel, 2007).

University-industry collaborations are essential mechanisms for generating technological spillovers (D’Este & Patel, 2007). These types of research collaborations contribute positively to address innovation market failures and assist in sustaining efficiency (D’Este & Patel, 2007). Western and European governments have introduces a range of incentives and policies to encourage involvement of universities in technology transfer.

Figure 4. Innovation process of university-industry research centers (Van Horne, Poulin, Frayret, 2010)

3.2. Stage-gate

The Stage-Gate system is a familiar innovation processes. The Stage-Gate model is a tool for managing the product innovation process by dividing the development process into stages separated by gates (Cooper & Kleinschmidt, 1990). This innovation processes develops a systematic process for moving a new product through the various steps from idea to launch or implementation (Cooper & Kleinschmidt, 1990). See Figure 5 for the stages.

The Stage-Gate process screens ideas which originate in basic research and if the stage is approved, the gate allows it to pass through to the next stage. The first stage is the preliminary investigations and it determines the project’s merits and acts a review to the project. The second stage is a detailed investigation that defines the product and verifies its success before heavy spending. The third stage is the


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development of the prototype of the product and focuses on the technical and manufacturing aspect of it. The fourth stage involves verifying the entire project, the product and the production process. The final stage involves the full production and the market launch of the product (Cooper & Kleinschmidt, 1990). This process helps firms adopt a strong market orientation in product innovation.

Figure 5. Adapted from Cooper & Kleinschmidt (1990) “Stage-Gate plan”.

3.3. Collaborative models

Similarly to university and industry based R&D partnerships, the collaboration model between companies also known, as “research joint ventures” has been a popular model for leveraging research and development resources and complementary competencies. Joint ventures are semi-independent units in organizations that are composed of partnerships between companies and perform standard functions such as R&D (Hagedoorn, 2001). Joint R&D and joint development agreements play an essential role as a means for inter-firm collaborations.

Research has shown that 99% of the R&D partnerships happen in companies from developed economies and 93% amongst these are partnerships made amongst companies from North America, Europe, Japan and South Korea (Hagedoorn, 2001). Thus, North America and particularly the USA, reflect a leading role that this region continues to play in R&D and production in major high-tech industries (Hagedoorn, 2001). In addition to having some of the highest rates of R&D investment, the sectors with most R&D partnerships were found in information technology and pharmaceuticals. A comparison of the different models covered in this section is available in Table 1.

Table 1. Innovation process comparison Cooper & Kleinschmidt (1990)), Hagedoorn, J. (2001), Van Horne et al (2010)

Phases Stage-Gate Collaborative model University based R&D

Phase 1 Idea generation Collaboration policy making and agreement

Policy making and grant process

Phase 2 Idea screening Idea generation Idea generation


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Phase 3 Prototype development Joint product research and development

Knowledge and technology development

Phase 4 Product testing Product development and testing

Knowledge and technology transfer

Phase 5 Implementation Product execution Application

4. Methodology

The first step in this research process was a literature review to look to R&D and innovation processes to build an understanding to the types of processes available. The literature review was iterative in nature, as it was important during the case study, in particular after the interview to go back to literature to better understand how a process is created to best illustrate the R&D process described in the interviews and documentation.

The case study method was chosen to explore the research questions as they are the most appropriate method when current perspectives in a domain appear to be inadequate in accurately describing and explaining phenomena (Eisenhardt, 1989), which is the case when trying to understand the R&D-innovation processes followed by private firms in the MENA region, and more specifically the UAE. Yin (2003) explains that there are five different applications of case study research: explain, describe, illustrate, explore and meta-evaluation. The purpose of this case study was to explore the phenomenon of an innovation process of a radical innovation from a private enterprise in the UAE.

A single case study was used and chosen because it is an excellent example of the phenomenon and there were opportunities for unusual research access available to the authors (Eisenhardt and Graebner, 2007). The four main source of evidence that this research used were documents, archival records, interviews and artifacts. The researchers had a privileged access to internal company documents including technical files of the innovation and in depth descriptions. The patent application was used to establish a technical understanding of this innovation and as a form of archival records. Also, semi-directed interviewed were conducted and a follow-up interview was carried on to verify the process and analysis. This research process has been witnessed and the prototype of the developed product was toured.

The findings of the case study and interview were also verified with the entrepreneur prior to finalizing the research processes. The entrepreneur therefore adjusted the process illustration for the phases and steps to be as accurate as possible.

5. Case study

5.1. The innovation

The case study follows the innovation process of a round floating mobile platform, termed the “floating villa” by the Al Hallami Group. It is a newly introduced product to solve problems such as the lack of space and land in major cities and tourist attraction places. “The purpose of this innovation is to introduce a feasible solution to minimize environmental damages while making use of sea area. It is a mixture of an environmental friendly, strong, safe, stable, size variable and mobile construction that is a blend of both a yacht and a villa.” (Al Hallami, 2010) The floating villa is an independent structure that can sustain itself


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separately with its own safe base and energy supply. It requires less manpower to build which decreases the use of raw materials.

The stated purpose of this innovation is to avoid expensive and scarce land, especially those around coastal areas and it formulates a solution for over-populated coastal cities, such as Abu Dhabi, Vancouver, Miami, etc. The goal of the company was to be as environmentally friendly as possible to avoid pollution, the destruction of coastal habitats and to prevent the drastic increase in sea levels. The innovation introduces a new concept of treating water areas as lands whilst introducing a new method of using these areas without environmental harm.

5.2. The technology

Round and Oval Floating mobile platforms and constructions are a new definition in the field of engineering and design. The newly designed base of the platform is round or oval with an inner cone shape, which provides an air and water barrier from underneath. It also gives additional surface area for lifting in comparison to the flat bases of older platforms (Patent Application No. PCT/IB2008/000438). With the overall round or oval shape of the new base, it can smooth and decrease wave resistance in comparison to the vertical, edgy, square or rectangular traditional platforms. The floating platforms are designed to be resource efficient, which includes cost, land, material and human.

5.3. Interview results

A semi-structured in-depth interview was conducted as part of the case study methodology. Through the answers to the questions posed, general discussions and several follow-up meetings, it was possible to illustrate the research process (Figure 7) of the innovation highlighted.

The R&D process of the floating villa was similar in nature when compared to the processes witnessed through the literature review. As displayed in (Figure 5) the process used in this innovation is not linear but a process that requires going backward and forward in order for development to continue and there are four main phases which are common to the phases of the processes in literature. However, phase 4 of the case study had many unique characteristics.

The process starts with (step 1) generating an idea that is generated from realizing a need or a problem that needs a solution. The next step (step 2) is conducting basic research and then going back to generating more ideas (step 1). Moving forward to (step 3) developing the prototype leads to further research and exploration (step 2). The last step (step 4) the commercial development is the unique aspect of this R&D processes. The step starts with the transition of the product from prototype development to commercial.

Figure 6. The Floating Villa courtesy of Al Hallami Group

Source: www.thefloatingvilla.com


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An important component of this step was the continuous update of the patent that happened when any new discovery or innovation was made. The development and research continued in this step, which initiate further developments to the prototype (step 3). Also, unlike other R&D processes, which have funding before development starts, this processes looked for funds in its late stage prior to launch. Going forward and backward is a result of innovation happening as the product is going into its various stages. The process is also driven by one main denominating factor, which is an experience and tacit knowledge of the entrepreneur.

Figure 7. Al Hallami Group “Floating Villa” R&D process.

6. Discussion and conclusion

The R&D-innovation process had some similarities in comparison with other research processes. It was similar to other processes by having phases and starting those phases with generating ideas and ending with executing a product. The differences however rest in the fact that this innovation process was a one-man process that was built mainly on experience and previous knowledge. Also, an important aspect of this innovation process was in the way each phase required returning to the previous phase in order to move on and continuous innovations were being made as more research and development happened.

Could the process be improved and more efficient was an important question this paper aimed to understand. Mr. Al Hallami highlighted the importance of external support and the lack of support that made the research process less efficient. The external support that was requires were knowledge based “We had people that studied the engine, paint, and steal, materials and marine experts studying layout and safety. We cannot do everything on our own” (Al Hallami). The lack of financial support in the project’s first stages led to the use of external consultation at a great expense of the R&D budget, which resulted in delays since extra development needed extra funding. Thus the process could have been more efficient had external support, both financial and R&D, been available.

Could the process be applied in different situations through MENA region? The unique aspect of this innovation required such a process to exist. This process was driven by an inventor entrepreneur with the ability to confront problems, create and invent solutions. Thus, this process requires certain knowledge and skills to be applicable in other circumstance. However, the process is a result and a method that can

Step 1: Idea Generation

• Finding a need or problem

• Generating possible solutions

Step 2: Research & Exploration

• Basic research and development

• External consultation• Using up to date

technology• Virtual simulation

• Solution generation

Step 3: Prototype Development

• Developing miniature module

• Developing prototype• Testing, experimenting

and modification• Market exploration through exhibitions

• Market and product research

Step 4: Commercial Development

• Patenting and commercial protection• Looking for outside

funding• Finding interested

entities • Continue to update

patent• Continue development

Experience and knowledge transfer


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guide any entrepreneur with an idea because it is an example under the current research environment in MENA region.

Due to the innovation being taken by a private company the risk factor was very high as the company was 100% responsible, which is not very efficient. The risk however can be mitigated and private R&D funds leveraged with access to government funds. In the UAE there are government-backed organizations with funds to support such projects such as Khalifa Fund and the Mohammed Bin Rashid Establishment for SME Development are both organizations funding local initiatives of such. However, the funds by such organizations are more directed to service organizations at the moment and the very large amounts needed for radical technological innovation are not yet available.

As a result of this paper R&D exploration in processes, two main suggestions are being made. There appears to be a need to increase support and government backed initiatives for large-scale R&D processes by creating government funded applied research centers, funding opportunities for collaborative research with universities and researchers and increase support for graduate engineering and technical education for local population. Secondly, creating R&D focused privately based venture capital funds could be encouraged perhaps through the development of an Islamic based venture capital framework where funds could be considered part of the Zakat§ every Muslim annually pays.

These suggestions can be a beneficial factor in enhancing the research environment within the Arab region and developing and improving research processes efficiency. This case study would only be an exploration into the research and innovation processes of radical technological innovation in the MENA region. Further study is needed to enhance our knowledge of these important processes.

References

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§ The yearly act of giving charity and supporting the community based on the total wealth of the individual.


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About the Authors

Mariam Al Hallami is the Manager of Research and Evaluation at the Sheikha Salama Bint Hamdan Foundation. Being the first philanthropy in the region with such position, Mariam is responsible for creating evaluation frameworks, indicators, and evidence to measure the impact and outcomes of the foundation projects. Before joining the foundation, she was pursuing her Masters of Art’s degree in Educational Leadership at the Institute of Education, University of London. With her interest in evidence-based policy, Mariam’s dissertation focused on exploring the use of evidence and research in informing education policy. She also holds a BSc in Business Studies- Finance with distinction from Zayed University, Abu Dhabi. Ms. Al Hallami has been a recipient of multiple awards including; the Emirates Foundation Sheikh Mohammed bin Zayed Higher Education Grant, the National Research Fund Young Emirati Innovator Prize, the Sheikha Fatima bint Mubarak Award for distinct students, and the Manchester Innovation Award amongst others. She is also a published author with a chapter on innovation in the Emirates in the publication entitled “The Dark Side of Technological Innovation”.


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Constance Van Horne is an Assistant Professor of Management at the College of Business at Zayed University, Abu Dhabi. She completed her PhD in strategy at the Université Laval in Quebec City, Canada. Her research focused on entrepreneurial professors and their research centers with the title: Innovation and value: Knowledge & technology transfer from centre of expertise to the forest products industry. Dr. Van Horne was the project lead for the 2011 GEM United Arab Emirates Report and has published several works on innovation, leadership and entrepreneurship in the context

of the MENA Region. Since starting at Zayed University in September 2009 she quickly began her extensive activities supervising student groups and advising student projects and associations. Dr. Van Horne founded the men’s Business Association in September 2011 and the men’s Entrepreneurship Club in October 2012.

Zeng-Yu “Victor” Huang is an Assistant Professor of Entrepreneurship at the College of Business, Zayed University, and adjunct Professor of Management at Khalifa University. He completed his PhD at the UCD Smurfit School of Business, University College Dublin, Ireland. Prior to his relocation to the Middle East, Victor taught in Europe, Asia, and the US. His research interests include: Entrepreneurship (Global Entrepreneurship Monitor UAE Report 2011; GEM MENA research consortium Member; Women entrepreneurship and social identity in the UAE; ZU-INSEAD Emirati Entrepreneurs Case Study collection; and recently Emirates Foundation Itijah

2012 Youth Entrepreneurship Challenge project, etc.); Cultural Psychology (Chair of GLOBE - Global Leadership and Organizational Behavior Effectiveness UAE Project; X-Culture International Business research project UAE); international business & management (Vice-President of Programs, Academy of International Business MENA Chapter; Steering Committee member, Academy of Management Middle East Initiative).

Contact Information

Mariam Al Hallami, Manager of Research and Evaluation, Sheikha Salama Bint Hamdan Foundation, PO Box: 62086, Abu Dhabi, United Arab Emirates, Tel.: +971 2 4991928, Email: [email protected]

Technological Innovation in the United Arab Emirates: Process and Challenges

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