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Purpose: Frequently used in fostering the career progression of individuals this paper aims to explore the concept of "wasta" and its significance in the career advancement of individuals in the Middle Eastern region. The paper also seeks to compare "wasta" with networking and mentoring. Design/methodology/approach: The argument is based on relevant literature, the authors' own knowledge through conducting research in the Arab world, informal interviews and survey data conducted across the Middle Eastern Region. Findings: The research clearly shows that on balance "wasta" remains traditional in its influence in the career advancement of individuals and business life and social life and is unlikely to diminish in the near future, despite the perception that it is an unfair practice. "Wasta" also displays similarities and differences with networking and mentoring. Research implications/limitations: Fundamental knowledge on "wasta" is limited precluding reliable conclusions on how "wasta" compares with networking and mentoring. Further research needs to be conducted with a larger sample, across a range of industries. Practical implications: The paper suggests the need for human resource departments of Middle Eastern organizations to create conditions that encourage managers to develop social relationships given the lack of interactive support mechanisms. Originality/value: Given the token status of systematic management studies in the Arab world, this research is important as it extends knowledge in "wasta" practices in the region, and also in comparing "wasta" with networking and mentoring. Overall, the paper argues that "wasta" is a lucrative area for future research. (Contains 3 tables.)