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The following research paper section is an initiative launched by Dubai International Academic City and Dubai Knowledge Village, focusing on research in the areas of business and corporate related issues whilst offering market data to serve the UAE business community.
DIAC and DKV aims to support and nurture the business community in Dubai by providing significant data analysis and a corporate research bank.
We aim to offer a wealth of knowledge and expertise in areas of research and consultancy, offering up-to-date analysis on business research data, results and resolutions.
Booz & Company
www.booz.com/me
 This Leading Research paper describes a comprehensive mapping of the private-school landscape in the GCC, which Booz & Company conducted through assessments of individual markets, a survey of parental perceptions of education in the region, and interviews with education leaders in both the private and public sectors.
The private-school market is growing rapidly in the countries of the GCC, presenting a significant opportunity for investors and school operators. A combination of demographic factors, a desire for higher quality, and GCC parents' increased willingness to pay for education will all drive private-school enrollment at substantial growth rates over the coming decade. In order to capitalize on these opportunities, the region must overcome several key challenges, chief among them an immature operating environment characterized by a lack of transparency and consistency regarding regulations in the sector.
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The Parthenon Group
October 2011
 The Parthenon Group has unveiled an extensive Regional Education Report at the Building Future Education MENA 2011, revealing investment opportunities in UAE education sector
UAE Private Education Sector worth US $2.8 billion and growing according to The Parthenon Group
US$ 5 Billion Worth of Investment Opportunities in Education Sector in the UAE and Saudi Arabia
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Research by MBS & DIAC
February 2011
 Many organisations in the region engage in executive education. However, a significant proportion does not, which represents a potential growth opportunity for providers. Overall current provision is perceived to be 'satisfactory' indicating that there are opportunities for improvement and growth. However, many organisations find provision to be 'good'. Companies primarily pitch executive education at senior and middle management, although there is a significant market at board level and junior management.
In partnership, Manchester Business School, Dubai Knowledge Village and Dubai International Academic City conducted a study to evaluate current perceptions of, and attitudes to, executive education in the region.
A quantitative online survey was conducted with companies in a range of sectors across the 6 GCC countries. This was distributed to a target of 26,000 Training Managers, Human Resource Managers, Senior executive managers, Line managers and Department heads. A small number of short telephone interviews were also conducted with key organisations.
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Research by Third Eye & DKV
December 2009
 With the global economy experiencing one of the worst recessions in history over the last 24 months, most managers have had to navigate their organisations through unchartered waters. Never has the business environment been more challenging since the great depression. It is said that the mark of effective leadership is not how you manage in the good times, but how you manage when the environment is tough. Under the pressure of tightening credit, liquidity squeezes, reduced market demand and intensifying competition.
Third Eye FZ LLC in partnership with Dubai Knowledge Village surveyed around 400 mid and senior level managers in organisations across the GCC to gauge how they are managing perhaps the most critical element of their business – the customer. We wanted to understand how well organisations in the region were managing issues such as retaining existing customers, focusing on the most profitable customers, and improving the value delivered to customers as a way of defending market share and enhancing returns…when it really matters.
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Research by Six Seconds & DKV
November 2009
 There are numerous studies documenting the relationship between emotional intelligence and various aspects of performance, but this is one of the first studies of this kind in the Middle East. The UAE, one of the region’s business centers, is the base for a wide range of businesses led by an incredibly diverse mix of leaders from all over the globe.
This study was conducted by Six Seconds (global) and Six Seconds Middle East in partnership with Dubai Knowledge Village (DKV), the region’s first and largest center for human resource management professionals. Focused on Human Resources, Learning, and Leadership, the 450 business partners form part of a long-term economic strategy to develop the region’s talent pool and accelerate its move into a knowledge-based economy. DKV is a part of TECOM Investments, a subsidiary of Dubai Holdings, one of the major economic engines of the region
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Research by Hewitt Associates
October 2009
 Organizational effectiveness is about driving a set of systems and processes that ensure a strong alignment of your workforce strategies to your business strategy and direction. It is also a measure of how well your organization is equipped to handle changes in market conditions and how resilient and adaptable your workforce strategies are to the external environment. In a rapidly evolving environment like today’s, the need for organizations to build this resilience and agility is more than ever before. It has become imperative for firms to explore different ways of making their organization more effective and act upon them at the earliest.
This report examines the various steps organizations in the UAE have taken over the last few months in light of the economic situation to boost their organizational effectiveness. The findings have been collated from the Hewitt UAE TCM Survey 2009 survey conducted from April through till August 2009.
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Research by Hewitt Associates
October 2009
Hewitt's Total Compensation Measurement™ (TCM) serves more than 7,000 organizations in over 40 international markets in 2009. TCM surveys globally report all compensation components including fixed pay, short -term and long-term incentives, benefits, and perquisites for more than 350 executive, management, professional and non-professional jobs across a broad range of industries.
The Hewitt Total Compensation Measurement Study for the United Arab Emirates (TCM UAE) provides data for over 180 global positions throughout multiple industries for over 101 premier organizations across the UAE in 2009.
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Research by Stanton Chase & DKV
December 2008
 On the break of a new era, currently characterized by the deep economic recession and the constant efforts to establish a new international modus vivendi, the CEO market in the GCC region is witnessing unexpected changes that alter its image and seem to establish a long-delayed balance. Top executives are beginning to regard the UAE and the whole GCC region as a market for long term business development, as opposed to the rather more opportunistic short-term plans of the past. As such, they question quality and C-level decision making, raising issues of personal and career development, shortage in leadership talent as well as retention of talent in the current GCC environment.
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Research by The Core Group & DKV
June 2008
Organizations today are looking for more than effective managers. They are looking for engaged people who can think, see and plan at the same time. They want people who can create something that doesn’t exist as of yet, and not just manage what already exists. They are looking for leaders, at every level.
However, when you ask 10 people what makes a good leader you are likely to get 15 different responses.The purpose of our study was to get some feedback from the business community in the UAE as to what they feel they need from their leaders. Much work has been done globally on trying to identify what makes a good leader, however, many qualities were seen as culturally contingent i.e. they are seen as positive in some cultures and negative in others.
The objective of this study was not to replicate the work of others who have produced concrete results, but to look at these culturally contingent issues and try to establish how they are perceived in the UAE
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