Determinants of organizational performance in the semi-government sector of Abu Dhabi: Strategic management perspective
Abstract
With a conceptual model, we focused on evaluating the current situation of strategic management practices in Abu Dhabi’s semi-government sector, a little researched area, to understand the relationships between strategy formulation, implementation and evaluation, as elements, and organizational performance; to identify whether environmental dynamism plays moderating roles in these relationships; and to explore the relationship between organisational performance and organizational competiveness. Data were collected in Abu Dhabi from semi government organizations of the UAE. A questionnaire was used on a sample population of 210 organizations. 182 completed questionnaires were collected and included in the analysis. The structural equation modelling package, AMOS, was used to test the hypotheses shown in the conceptual model of the study. Our findings suggest that one dimension of strategy formulation (namely, the intensity of strategic planning), the two dimensions of strategy implementation (namely, the comprehensiveness and the alignment of strategic plan implementation), and those of strategy evaluation (namely, accountability and strategic control) are positively related to organizational performance. We found also that environmental dynamism plays a moderating role in most of these relationships and organizational performance significantly influences organizational competiveness. The academic and managerial implications of these findings for both scholars and practitioners are discussed.