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The role migrant employees can play for internationalization of Small and Medium-sized Enterprises (SMEs) remains largely unrecognized due to a lack of understanding of emerging market institutions and related competencies required. Drawing on a series of interviews with Middle East and North African (MENA) region migrant employees working for French SMEs, we explore the distinct characteristics of informal networks, and the pivotal role they play for French SMEs venturing into the MENA region. Utilizing a conceptual frame connecting insights from informal network theory and the liability of foreignness discourse we find that migrant employee's tacit knowledge on informal network management in their country of origin can serve as an accelerator, facilitator, and sustainer of SME internationalization activities. Migrant employees can in contrast to expatriate managers integrate into local informal networks and act as boundary spanners, due to their understanding of informal institutions, informal practices, knowledge on relationship management and language skills. This research advances knowledge on SME internationalization and informal networking and suggests propositions, instrumental and directional for generating deeper knowledge. From a practical viewpoint, it creates awareness on how to utilize the largely neglected but distinct skillset and competencies migrant employees can contribute to SME internationalization. [ABSTRACT FROM AUTHOR]

The influence of the local network context on HR leadership has been rarely explored yet. By drawing on in-depth interviews to understand the mutual dependencies between wasta, the informal network context in the Arab Middle East, and HR leadership, we investigate the role of HR managers' leadership styles in shaping, promoting, or impeding the spread of wasta in organizations. The results indicate interdependence between the centralization of power, autocracy, and, consequently, the flourishing of wasta in the workplace. Conversely, the delegation of power and opportunities for group decision making may contribute to the decline of wasta in the workplace. [ABSTRACT FROM AUTHOR]