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dc.contributor.advisorWeerakkody, Vishanth J.P.
dc.contributor.advisorSivarajah, Uthayasankar
dc.contributor.authorAl-Hashimi, Khalid M.I.A.
dc.date.accessioned2024-02-01T16:34:22Z
dc.date.available2024-02-01T16:34:22Z
dc.date.issued2022
dc.identifier.urihttp://hdl.handle.net/10454/19790
dc.description.abstractAlthough 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.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.subjectStrategic decisionen_US
dc.subjectDecision makingen_US
dc.subjectDecision processen_US
dc.subjectDecision implementationen_US
dc.subjectRationalityen_US
dc.subjectIntuitionen_US
dc.subjectPoliticsen_US
dc.subjectParticipationen_US
dc.subjectPublic sectoren_US
dc.subjectQataren_US
dc.subjectGulf Cooperation Council (GCC) regionen_US
dc.titleStrategic Decision-making Process in the Qatari Public Sector. Relationship between the Decision-Making Process, Implementation, and Outcomeen_US
dc.type.qualificationleveldoctoralen_US
dc.publisher.institutionUniversity of Bradfordeng
dc.publisher.departmentSchool of Management. Faculty of Management, Law, and Social Scienceen_US
dc.typeThesiseng
dc.type.qualificationnamePhDen_US
dc.date.awarded2022
refterms.dateFOA2024-02-01T16:34:22Z


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