Strategic management: the case of NGOs in Palestine

Abstract

Purpose -The purpose of this paper is to explore whether non-governmental organizations' (NGOs') managers think and use strategy in their daily operations, to assess the impact of its applications on the performance of NGOs and to test the validity of the "dynamic model of strategic management" originally used for small and medium-sized enterprises (SMEs) in the Gaza Strip, Palestine. Design/methodology/approach -This empirical study is concerned with NGOs' managers located in the Gaza Strip in Palestine. Survey questionnaire was the main data collection instrument. A combination of qualitative and quantitative approaches, triangulation, is employed for data analysis. Findings -It was discovered that most NGOs used strategic management systems and perceived strategic management as an important tool for increasing the quality of service delivery, achieving goals and increasing overall organizational performance. Moreover, the principles of the "dynamic model" developed for SMEs are applicable to the NGOs in Palestine. Research limitations/implications -This research focused on local NGOs in Gaza Strip, while the contribution and significance of local NGOs and the civil society sector as a third sector is recognized around the world, inclusion of a number of international NGOs in the study would have yielded more significant results and would have helped to identify best practices in the sector. Practical implications -NGOs in Palestine and elsewhere must become more strategic in their planning and operations in order to increase their performance, productivity and efficiency in providing quality service. Originality/value -This first-time study contributes to the current stock of knowledge and our present understanding of strategic management, as perceived by NGO managers, by contextualising its use in Palestine.

Validating a new total quality management‐benchmarking measurement model in an international humanitarian setting

“…When employees deliver the interventions to the beneficiaries with a high level of performance, the organization meets the beneficiary's satisfaction. Altayeb and Alhasanat () establish that employees' engagement, training, and empowerment are obligatory for successful TQM implementation, while Analoui and Samour () find that strategic HR management is the most important factor to improve the strategic performance particularly in nongovernmental organizations due to the diversity of actors involved, for example, paid staff, volunteers and community activists, and others, whose coordination requires more than standard HR processes (Hack‐Polay & Igwe, ). Ridder, Piening, and Baluch () confirm the rising importance of HR management in a nonprofit setting, particularly as a result of funding cutbacks, and the need to serve multiple stakeholders while facing a scarcity of resources.…”

Applications of Strategic Management Practices in Public Sector: Cases From Some Middle East Countries

“…Whereas, Non-Governmental Organization (NGO) study results in Palestine indicated some positive results in SM practice. Analoui and Samour (2012) study revealed that the utmost NGOs in Palestine was using SM tools, and they perceived that the practice of SM is a vital tool for the quality of services delivery enhancement. Their results came in line with Al Shobaki& Amuna and Naser (2017) results, which indicated that there are some SM tools mainly SP and operational planning are practiced in the "United Nations Relief and Works Agency for Palestine Refugees in the Near East" (UNRWA), and it has appositive results on their performance.…”

Untitled

“…Collective action theory has the intention to identify which stakeholder group requires most attention from the connective company. The central idea of the collective action theory is that the success of a corporation links tight to how well the central corporation succeeds to communicate with its actors (Blood, 2004;Arenas et al, 2009;Analoui and Samour, 2012).…”