ance in Qatar is through business practices. Qatar has a strong tradition of hospitality, which means that businesses are expected to be courteous and accommodating to their clients and customers. In addition, relationships are valued more than transactions in Qatar, so MNEs that focus on building long-term relationships with clients and partners tend to perform better than those that prioritize short-term profits.

Moreover, the culture of Qatar is hierarchical, with a strong emphasis on respect for authority figures. This can impact the way MNEs structure their organizations and manage their employees. For example, in Qatar, it is common for employees to defer to their superiors and not question their decisions. This can create challenges for MNEs that are used to a more collaborative work environment.

Finally, the culture of Qatar places a strong emphasis on family and community. This means that MNEs that invest in social responsibility programs and community outreach tend to perform better than those that do not. Companies that demonstrate a commitment to social responsibility and community engagement are more likely to earn the trust and loyalty of their customers and employees.

In conclusion, the culture of Qatar has a significant impact on the performance of MNEs operating in the country. Companies that take the time to understand and respect local cultural norms tend to perform better than those that do not. By prioritizing communication, building relationships, respecting authority, and investing in social responsibility, MNEs can thrive in the unique cultural environment of Qatar.