Although several multi-dimensional models of strategic decision-making processes (SDMPs) have been examined in the literature, these studies have paid insufficient attention to the public sector context and Gulf Cooperation Council (GCC) region. SDMP in the public sector and the State of Qatar can vary to SDMP in the private sector due to institutional and socio-cultural differences respectively. Therefore, more research is urgently needed to better understand SDPM within this context. To contribute to filling this void, this study develops and tests a multi-dimensional SDMP model including SDMP dimensions, implementation, and outcome. The study model examines (𝑖) the impact of four SDMP dimensions—procedural rationality, intuition, constructive politics, and participation—on the implementation success of the strategic decision; (𝑖𝑖) the impact of the successful implementation of SD over the SD quality; (𝑖𝑖𝑖) the mediation role of the implementation success of SD; (𝑖𝑣) the moderation effect of stakeholder uncertainty. The model was analysed using Partial Least Square Structural Equation Modelling (PLS-SEM) and tested using data from multiple informants on 170 strategic decisions in 38 Qatari public organisations. The study finds that procedural rationality, constructive politics, participations, and the implementation Success of SD plays a significant and positive role on SDMP and its overall outcome. Finally, the study provides substantial and original contributions to the knowledge of SDMP in the public sector; implications for decision-makers and directions for future research.

This exploratory research is based on an objectivist epistemology with a positivist theoretical perspective that deployed concurrent mixed methods (MMR) design through a quantitative administered survey alongside an in-depth qualitative analysis through interviews exploring the perspectives of leaders on EHS leadership and governance. The research literature review focused on EHS leadership, corporate governance and strongly related topics. This MMR research employed both an expert panel-validated survey and a semi-structured interview protocol which explored 9 themes which emerged from the literature review including EHS/Safety Leadership; Risk Management; Influence and Accountability. Due to pragmatics relating to the number of leaders accessed (N=30) the statistical analysis is limited to descriptive type statistics. Almost all respondents supported the monitoring role of the Board of Directors (BoD), but disagreed that the BoD should play an active role in risk management. Comparisons are drawn between the Oil and Gas and non-Oil and Gas organizations with interesting results especially in matters relating to risk management. Structured thematic content analysis yields that Safety Culture; Leadership; Influence and Accountability were the three leading themes accounting for just over 50% of the responses analysed. Many sub-themes have also emerged and are discussed. A Model of EHS Leadership and Governance was created and is presented which positions themes and factors that influence monitoring of EHS performance and ultimately risk management. The research can be considered as a unique contribution as a relatively small body of currently published work in this subject area, both globally and more so in the GCC.

This exploratory research is based on an objectivist epistemology with a positivist theoretical perspective that deployed concurrent mixed methods (MMR) design through a quantitative administered survey alongside an in-depth qualitative analysis through interviews exploring the perspectives of leaders on EHS leadership and governance. The research literature review focused on EHS leadership, corporate governance and strongly related topics. This MMR research employed both an expert panel-validated survey and a semi-structured interview protocol which explored 9 themes which emerged from the literature review including EHS/Safety Leadership; Risk Management; Influence and Accountability. Due to pragmatics relating to the number of leaders accessed (N=30) the statistical analysis is limited to descriptive type statistics. Almost all respondents supported the monitoring role of the Board of Directors (BoD), but disagreed that the BoD should play an active role in risk management. Comparisons are drawn between the Oil and Gas and non-Oil and Gas organizations with interesting results especially in matters relating to risk management. Structured thematic content analysis yields that Safety Culture; Leadership; Influence and Accountability were the three leading themes accounting for just over 50% of the responses analysed. Many sub-themes have also emerged and are discussed. A Model of EHS Leadership and Governance was created and is presented which positions themes and factors that influence monitoring of EHS performance and ultimately risk management. The research can be considered as a unique contribution as a relatively small body of currently published work in this subject area, both globally and more so in the GCC.