Processes and Impacts of Strategic Management: Evidence From the Public Sector in the United Arab Emirates

2013 ◽  
Vol 36 (6) ◽  
pp. 426-439 ◽  
Author(s):  
Said Elbanna
Keyword(s):  
Public Sector ◽  
Strategic Management ◽  
United Arab Emirates ◽  
The Public

Ethical climate, corporate social responsibility and organizational performance: evidence from the UAE public sector

2018 ◽  
Vol 14 (4) ◽  
pp. 737-752 ◽  
Author(s):  
Sherine Farouk ◽  
Fauzia Jabeen
Keyword(s):  
Corporate Social Responsibility ◽  
Public Sector ◽  
Organizational Performance ◽  
United Arab Emirates ◽  
Ethical Climate ◽  
Codes Of Ethics ◽  
Content Type ◽  
The Public ◽  
Public Sector Employees ◽  
Corporate Social

PurposeResearch about ethical governance and corporate social responsibility (CSR) in the United Arab Emirates is still in its infancy. This study aims to explore the public sector employee’s perception toward ethical climate, codes of ethics and CSR and its impact on organizational performance. This research sheds light on the link between formalized ethical procedures and employee responses including CSR, organizational engagement and organizational performance.Design/methodology/approachData were collected from 426 middle-level public sector employees in Abu Dhabi, the capital of the United Arab Emirates, using structural equation modeling to test the proposed hypotheses.FindingsThe findings of this study suggest that an ethical climate is an important organizational component, and that the incorporation of effective codes of ethics and CSR initiatives is desired. Perceptions of public sector employees are positively influenced by the organization’s ethical climate and CSR activities, which in turn affect organizational performance.Research limitations/implicationsThe study provides managerial insights for improving the ethical climate and CSR within the public sector context in the United Arab Emirates.Practical implicationsThe study offers implications for public sector employers and points out that public sector employers should formulate policies to boost the ethics and CSR environment at workplace to attain competitive advantage.Originality/valueThe paper contributes to the literature by being one of the first to study organizational ethical climate and CSR within a Middle Eastern public sector context and offers implications for theory and practice.

Strategic Management in the Public Sector: Reflections on It’s Applicability to Iranian Public Organizations

2010 ◽  
Vol 11 (4) ◽  
pp. 385-406 ◽  
Author(s):  
Hassan Danaee Fard ◽  
Asghar Moshabbaki ◽  
Tayebeh Abbasi ◽  
Akbar Hassanpoor
Keyword(s):  
Public Sector ◽  
Strategic Management ◽  
Public Organizations ◽  
The Public

scholarly journals An intergrated strategic management model to navigate the establishment of transport authorities

2003 ◽  
Vol 1 (2) ◽  
Author(s):  
Chris A. Geldenhuys ◽  
Louis Naudé ◽  
Theo H. Veldsman
Keyword(s):  
Public Sector ◽  
Strategic Management ◽  
Performance Monitoring ◽  
Pilot Project ◽  
Strategy Implementation ◽  
Management Model ◽  
Management Of Change ◽  
The Public ◽  
Strategic Intent ◽  
Choice Strategy

This research covered the strategic intent for the transport industry and an overview of Transport Authorities in the municipal sphere of government. Representative sets of strategic management and change navigation models, as well as Swanepoel’s (2001) model being used in the management of change in the public sector, were reviewed. An integrated strategic management model, which incorporates principles from strategic management and change navigation, is proposed for navigating the establishment of Transport Authorities. This model consists of six phases, namely: Awareness and Mobilisation; Strategic Synthesis and Choice; Strategy Crafting; Strategy Implementation; Performance Monitoring and Review; and Stabilisation. Recommendations follow regarding the validation of the model in a pilot project. OpsommingHierdie navorsing het gefokus op die strategiese oogmerk vir die vervoerindustrie en ’n literatuuroorsig van Vervoerowerhede op munisipale regeringsvlak. Verteenwoordigende modelle vir strategiese bestuur en veranderingsbestuur, asook Swanepoel (2001) se bestuursmodel wat aangewend word vir die bestuur van verandering in die openbare sektor, word bespreek. ’n Geïntegreerde strategiese bestuursmodel, wat die grondslae van strategiese bestuur en veranderingsbestuur inkorporeer, word voorgestel om die stigting van Vervoerowerhede te stuur. Hierdie bestuursmodel bestaan uit ses fases, naamlik: Bewuswording en Mobilisering; Strategiese Analise en Keuse; Strategie Formulering; Strategie Implementering; Prestasiemonitering en Hersiening; en Stabilisering. Aanbevelings word gemaak rakende die bekragtiging van die model in ’n proefprojek.

scholarly journals An Overview on the Public Relations Strategic Management in Public Sector Organizations

2019 ◽  
Vol 5 (1) ◽  
pp. 73-80
Author(s):  
Darmawan Sidiq ◽  
Rudy M Harahap
Keyword(s):  
Public Sector ◽  
Literature Review ◽  
Public Relations ◽  
Strategic Management ◽  
Public Communication ◽  
The Public ◽  
Tailored Messages ◽  
Public Sector Organizations ◽  
Communication Programs ◽  
Basic Concepts

Public relations are an important aspect that must be considered by public sector organizations to achieve its objectives. Strategic management is a valuable tool to aid public sector organizations in developing its public communication programs regarding the public relations. This paper attempts to explore the basic concepts that is important regarding the issue through literature review of several previous studies on public relations strategic management in public sector organizations. From these literature, this paper concludes that in order to achieve its public relations objectives, public sector organizations will have to: identify the groups that make up the public, understand the positioning of the organizations as well as the public groups; choose the best public relations strategy; and formulate the tailored messages to be communicated to each public groups according to the strategy chosen by the organization.

LEGAL AND REGULATORY FRAMEWORK FOR STRATEGIC MANAGEMENT OF STATE JOINT-STOCK COMPANIES IN UKRAINE

2019 ◽  
Vol 5 (1) ◽  
pp. 225-237
Author(s):  
Iryna Ratynska
Keyword(s):  
Public Sector ◽  
Strategic Management ◽  
State Level ◽  
Legal Framework ◽  
Regulatory Framework ◽  
Decentralized System ◽  
National Legislation ◽  
The Public ◽  
The One

The article analyzes the features of the existing legal framework of strategic management of state joint-stock companies in Ukraine. It was established that Ukraine has formed a regulatory framework for the management of state-owned companies, which is typical for a decentralized system of management of state-owned objects. It was covered that the for-mation of the modern regulatory framework of this activity took place in 3 stages. For all stages, it is characteristic that at each of them long-term planning of development of the public sector of the economy had declarative, exclusively formal character. It was found that on the one hand, in the current national legislation, at the state level of management of joint-stock companies of the public sector of the economy, an unlimited number of too detailed program and forecast documents are recorded. On the other hand, the priority and coordination of such documents have not been established. In addition, the attention is focused on the fact that in the national legislation there was a consolidation of the contradiction between the strategic and operational management of state joint-stock companies.

scholarly journals An Exploratory Study to Identify the Impact of Leadership Styles on Achieving Institutional Excellence in the Public Sector: United Arab Emirates

2020 ◽  
Vol 15 (6) ◽  
pp. 16
Author(s):  
Asaad Ali Karam ◽  
Abdelkarim Fuad Kitana
Keyword(s):  
Public Sector ◽  
Leadership Styles ◽  
United Arab Emirates ◽  
The Public ◽  
Transformational And Transactional Leadership ◽  
Institutional Excellence ◽  
The Impact ◽  
Modern Era ◽  
Self Administered Questionnaire ◽  
Positive Effect

The main purpose of the study was exploratory the influence of leadership styles (LS) on institutional excellence (IE) to find out the best indicators for developing the UAE leadership, and achieving (IE). In the modern era, the leadership styles in organizations are facing several challenges due to the dynamic nature of the environment. The research questions seek to uncover (a) appropriate leadership styles within successful organizations, and (b) what, if any, the role exists between leadership styles and measures of success on (IE).  The aim of this study was to find out the most suitable leadership styles in the public sector to achieve better institutional excellence. The study employed a quantitative approach; data were collected through a self-administered questionnaire consist of (49) items. Convenience sampling was used to collect data from (329). The results indicate a positive effect between Transformational model (LS) and (IE) with (R= 0.845/ R2= 0.714/ sig. = 0.00). However, findings indicate that leadership expects to: enter the profession prepared to fulfill the requirement of the position, have the ability to make a difference, and be provided with support from their organization. Findings the most stabile leadership styles in UAE organizations were both transformational and transactional leadership with majority respondents statistically significant and all hypotheses supported the seven leadership styles on institutional excellence. The study concludes with some brief prospects that the organization needs to realize the importance of leadership styles for maximizing the level of institutional excellence. This research may benefit society by encouraging people to contribute more to their jobs and may help them in the organization's growth and development.

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