Developing a sustainable and adaptable model for the process of nationalisation within a business context in a post-conflict environment: Evolving a model from South Iraq

Previous research on workforce nationalisation has focused primarily on locations within the Gulf Cooperation Council (GCC) states (Randeree, 2012). These locations have social order and a governmental structure in place that supports nationalisation projects. There is a gap in research that considers workforce nationalisation in post-conflict countries. Post-conflict countries such as Iraq, which is the focus location for this research are similar to the GCC states with high levels of expatriates. Iraq is currently stabilising after the second Gulf war in 2003. The country then descended into a violent insurgency that threatened to evolve into full civil war. The sociocultural complexity resulting from this episode remains in the current day reality in Iraq. The lack of employment opportunities for Iraqi nationals continues to fuel discontentment that often erupts in violence. This study considers the additional complexity of workforce nationalisation in post-conflict countries, using the oil industry in post-conflict Iraq to support the research. The study was conducted with the researcher acting as a participant-observer within the oil and gas industry in Southern Iraq. The observations focussed on Iraqi employees within the workplace; discussing their experiences of conflict and workforce nationalisation. The observations and discussions were developed into a narrative analysis to identify opportunities to enhance the process. The research thesis contributes a learning opportunity on the social and cultural complexities existing in a post-conflict Iraq. It takes the experiences and proposes a sustainable model for organisations to utilise when considering entering a post-conflict location. The model provides a structured approach to pre-entry planning and research by using the outcomes of this research to enhance success likelihood. It provides a three-stage approach to establishing an international business into a national post-conflict environment. The model provides utility through a heightened level of awareness of the business environment that is yet to come.