Strategic Decision-making Process in the Qatari Public Sector. Relationship between the Decision-Making Process, Implementation, and Outcome

Description

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.

Links & Downloads

1. http://hdl.handle.net/10454/19790

Tags

Strategic decision

Decision making

Decision process

Decision implementation

Rationality

Intuition

Politics

Participation

Public sector

Qatar

Gulf Cooperation Council (GCC) region

Additional Fields

Identifer	oai:union.ndltd.org:BRADFORD/oai:bradscholars.brad.ac.uk:10454/19790
Date	January 2022
Creators	Al-Hashimi, Khalid M.I.A.
Contributors	Weerakkody, Vishanth J.P., Sivarajah, Uthayasankar
Publisher	University of Bradford, School of Management. Faculty of Management, Law, and Social Science
Source Sets	Bradford Scholars
Language	English
Detected Language	English
Type	Thesis, doctoral, PhD
Rights	<a rel="license" href="http://creativecommons.org/licenses/by-nc-nd/3.0/"><img alt="Creative Commons License" style="border-width:0" src="http://i.creativecommons.org/l/by-nc-nd/3.0/88x31.png" /></a><br />The University of Bradford theses are licenced under a <a rel="license" href="http://creativecommons.org/licenses/by-nc-nd/3.0/">Creative Commons Licence</a>.