ment, concentrating his efforts
in the field of Organizational
Development. He chose to pur-
sue his Ph.D. over the strong
objections of his father and
uncles, who believed that further
education was not necessary for
Youssef to assume his intended
role within the company. Based
on his two years of experience,
Youssef had doubts that he want-
ed work in the family business,
and, in fact, he had left initially to
pursue the Ph.D. without family
approval. He fully realized that
this action could cut him off
from family support and that he
would have to support his family
on his own resources. Youssef
and his eldest uncle, the informal
leader of SMU, eventually recon-
ciled and the family supported
Youssef and his family during his
Ph.D. program. The understood
quid pro quo was that Youssef
would return to the family busi-
ness with no further delays when
he finished his Ph.D.
At age 32, Youssef was darkly
handsome, with a slender
physique, expressive face, excit-
ing ideas, and a flair for words.
He was respected widely. Both
men and women were drawn to
his charm, high ideals, logic, and
inherent spirituality. He seemed
to treat everyone as a special indi-
vidual. In England, sections of
classes he taught were filled to
overflowing. His student evalua-
tions were the highest, despite
the fact that (or perhaps because)
he often strayed from assigned
James E. Weber
■
Paula S. Weber
■
Steven R. Ash
758
Thunderbird International Business Review • November–December 2000
material into the spiritual aspects
of the topic. When he sat in the
commons areas, students were
drawn to his presence, eager for
his attention. In private, he was a
thoughtful person, preferring
solitude to reflect on problems in
their entirety before coming to a
decision. When he spoke, howev-
er, he had the power to move
people toward acceptance of his
ideas. He gravitated toward
Organizational Change and
Development for his Ph.D.
because it offered the prospect
for learning how to make large-
scale organizational changes that
would position his family’s busi-
nesses for success in the future.
The Ph.D. program gave him a
good grounding in theory on
how to institute and implement
organizational change, and
Youssef readied himself for his
return to the family business. He
retained doubts, however, as to
whether the “Western” manage-
ment and leadership philosophies
would be of use in his homeland.
When Youssef returned to Saudi
Arabia, he was given a choice of
initial assignments. He could take
the position of regional manager
of distribution in Dharhan, or he
could “become involved” with
Alnakheel, a retailing outfit. The
distribution subsidiary was run-
ning smoothly and was very prof-
itable. The retailer was losing
money and was pressed by com-
petition. Youssef chose the chal-
lenge of turning around the
retailer, Alnakheel.
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