Responding to institutional changes in gender equality in the KSA: multi-level perspectives of changing HRM strategies, policies, and practices

Drivers include external pressures from Vision 2030 and internal motivations such as leadership commitment. Changes reflect shifts in HRM policies related to recruitment, development, and promotion. Challenges include resistance rooted in cultural traditions and limited representation of women in certain professional fields.

Outcomes highlight both progress and continuing gaps, illustrating how formal policy reforms do not always translate into consistent practice.<br>The study contributes to institutional theory by examining gender equality reforms in a context of rapid, state-led change and strong societal norms. Findings suggest patterns consistent with decoupling, where organisations formally align with reform mandates while implementation remains shaped by socio-cultural constraints.

The study also introduces the concept of contextual legitimacy to explain how organisations balance compliance with institutional expectations while maintaining alignment with prevailing social norms. Empirically, it demonstrates how Vision 2030 reforms are experienced within organisational practices and everyday employee interactions in a conservative institutional environment.