<p>Informal networks are potentially central yet underexplored antecedents of employee engagement. Much of the existing literature assumes engagement drivers to be universally applicable, often overlooking cultural and moral specificities, particularly in emerging markets. To address this gap, we adopt a cultural and ethical lens to examine whether employee engagement drivers are context-bound. We focus on wasta, a pervasive informal network in the Middle East and North Africa (MENA) region, often associated with favoritism, cronyism, and nepotism, yet also rooted in traditions of solidarity, sociability, and reciprocity. By conceptualizing wasta as an ambivalent social force situated at the intersection of tradition and modernity, and by drawing on justice theory and virtue ethics, we identify three culturally embedded drivers of employee engagement: trust and commitment, favor exchange for mutual benefit, and satisfaction and gratitude. These mechanisms shape engagement in both positive and negative ways, depending on the nature and strength of informal ties. Our study contributes to the employee engagement literature by offering a culturally and ethically grounded perspective on engagement antecedents within informal network contexts. It also advances informal network research by providing a conceptual framework for analyzing and comparing such systems across cultures. Theoretically, our work bridges moral philosophy and human resource management (HRM) by showing how informal practices function as value-laden mechanisms influencing employee attitudes, inclusion, and organizational life. The propositions developed lay the groundwork for future empirical research and offer practical insights for HR practitioners operating in contexts where informal networks significantly influence organizational life.</p>