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dc.contributor.advisorNot named
dc.contributor.authorAlghalban, Doaa F.H.*
dc.date.accessioned2019-03-26T14:48:14Z
dc.date.available2019-03-26T14:48:14Z
dc.date.issued2017
dc.identifier.urihttp://hdl.handle.net/10454/16921
dc.description.abstractThis reflective analysis of the Emirati public policy process (PPP) cycle and implications of uneven application of new public management (NPM) paradigms in the UAE offers insight into the way that public administrations develop, learn, evolve, and cope with new challenges during the policy development process. The author also assesses the relationship between organizational learning and organizational practices, to generate practical knowledge and experience that is translated into recommendations that will benefit UAE government organizations, and indeed any public sector organization in the Gulf Region. Inside action research was chosen to emphasize the author's dual role as both a researcher and a participant. As an advisor to both the Ministry of the Interior (MOI) of the UAE and the Abu Dhabi Police (ADP), the author helped both organisations improve their PPP experiences while researching the challenges, learning, and adaptations which occurred while policy was being developed within the MOI. The author generated data through reflective memos, informal interviews, and document analysis, and presents her findings in terms of both academic findings and practice-oriented recommendations. The author primarily found that new models were necessary to reflect the highly flexible and authority-oriented UAE PPP cycle. The author also explored how cultural understandings led to challenges with NPM and learning in the UAE public administration, hindering policy development. Finally, the author found that her own position, as a female expatriate in the Emirati government, allowed for some valuable reflection about experience of serving in a Global South public administration.en_US
dc.language.isoenen_US
dc.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>.eng
dc.subjectPublic policyen_US
dc.subjectOrganizational learningen_US
dc.subjectPolicy developmenten_US
dc.subjectPolicy implementationen_US
dc.subjectPolicy interdependencesen_US
dc.subjectPolicy governanceen_US
dc.subjectPolicy managementen_US
dc.subjectPolicy practicesen_US
dc.subjectPolicy groupsen_US
dc.subjectUnited Arab Emiratesen_US
dc.subjectAbu Dhabi Policeen_US
dc.subjectUnited Arab Emirates Ministry of Interioren_US
dc.titlePublic Policy Development and Implementation in the United Arab Emirates. A study of organizational learning during policy development and implementation in the Abu Dhabi Police and the United Arab Emirates Ministry of Interioren_US
dc.type.qualificationleveldoctoralen_US
dc.publisher.institutionUniversity of Bradfordeng
dc.publisher.departmentFaculty of Management and Lawen_US
dc.typeThesiseng
dc.type.qualificationnameDBAen_US
dc.date.awarded2017
refterms.dateFOA2019-03-26T14:48:14Z


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