The Effect of Strategic Management on the Organizational Performance Using the Balance Scorecards Approach to Measure Performance: A Case Study in the Nursing Department at Al-Khalidi Hospital and Medical Center

Qarashay, Dina Mohamed Said Qarah; Alzu'bi, Feras Ali

doi:10.5539/ijbm.v13n4p259

Cited by 2 publications

(3 citation statements)

References 2 publications

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“…The result of the robust regression revealed that evaluation and control had significant effect on SME performance in Lira city. This finding is consistent with previous studies by Oswago & Namusonge (2017); Hieu (2019), andQarashay (2018). Oswago & Namusonge (2017), investigated the influence of capability to monitoring and evaluation on the performance of commercial banks in Kenya and the findings of the study show that management capabilities to monitor and evaluate significantly influences the performance of commercial banks in Kenya.…”

Section: The Effect Of Evaluation and Control On Sme Performancesupporting

confidence: 91%

“…The findings suggest that a mobile telecommunication firm adopts a systematic approach to strategy evaluation which has a significant and positive impact on their strategic performance. Qarashay (2018), investigated the impact of the strategic management on the performance of Al Khalidi Hospital and Medical Center (KHMC), based on the using of the Balanced Scorecard as a measuring tool, regression analysis results Indicates the existence of a strong positive impact of strategic management on performance.…”

Section: Strategic Evaluation and Performancementioning

confidence: 99%

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Strategic Management Processes and Performance of Agro Processing of Small and Medium-Term Enterprises in Uganda

2023

EJBM

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This study sought to establish the contribution of strategic management practices on performance of Agro processing firms in Lira City. Specifically, the study focused on establishing the effect of strategic formulation on the performance of Agro processing firms in Lira City, assessing the effect of implementation on the performance of Agro processing firms in Lira City and examining the effect of evaluation on the performance of Agro processing firms in Lira City. The study targeted all Agro processing SMEs in Lira City approximately 620 in number and it focused on the key stakeholders; the general manager, the accountant and the production manager of which 234 owners and managers were sampled using simple random sampling from the construction firms. The study employed multiple regression analysis to analyze contribution of strategic management practices on performance of Agro processing firms in Lira City. The finding of the study revealed that that evaluation and control (p<0.001, β₌0.369), and strategic implementation (p<0.001, β₌0.428) are significant predictors of SME performance. However, jointly evaluation and control, strategic implementation and strategic formulation explain 37.8% variation of all the possible factors that are likely to account for SME performance in Lira City (Adjusted R2= 0.378). The study recommends that the management of all SMEs to ensure that their organizations adopt strategic management process by carrying out accurate situation analysis, involvement of all level employees in strategy formulation, implementation, and evaluation.

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Section: The Effect Of Evaluation and Control On Sme Performancesupporting

confidence: 91%

Section: Strategic Evaluation and Performancementioning

confidence: 99%

Strategic Management Processes and Performance of Agro Processing of Small and Medium-Term Enterprises in Uganda

2023

EJBM

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“…Any positive strategy formulation starts with an imagination of the entire status of an institution, capturing its current standing and identifying platforms that may promise growth going forward. According to Qarashay and Alzu'bi (2018) advances that this first stage allows the leadership to establish the blueprint of the institution; a crucial role of establishing a blueprint is that it provides the institution with some basic form of identity and a path for success, making it distinct from rivals working within the same area.…”

Section: Introductionmentioning

confidence: 99%

Factors Influencing Strategic Plan Implementation in Non-Governmental Organizations in Nairobi County, Kenya

CHERUIYOT,

MWAMBIA (PhD),

BAIMWERA (PhD)

2021

strategicjournals.com

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This study established features impacting strategic plan adoption within NGOs based in Kenya. The analysis contributed towards the management and supervision of non-governmental institutions across Kenya; helping them with the formulation and modeling of desirable schedules for identification and resolution of problems hindering implementation of strategic business plans. The resultant effect is an easier path towards the realization of desired results and secures prolonged relevance in a dynamic and complex setting; positioning the institutions well for competition going forward. The analysis employed a descriptive study model and the existing NGOs in Kenya formed the study group. In attaining the appropriate sample size, the Yamane formula was used to reach a sample size of 52 non-governmental organizations from a total size of 702 non-governmental organizations. Collection of data was achieved by the use of questionnaires. Analysis of data employed qualitative and quantitative techniques where Statistical Package for Social Sciences (SPSS version 21.0) analyzed descriptive statistics like percentages and frequency. The result indicated that collectively organization communication has the highest positive influence on strategic plan implementation, followed by organization culture, organization leadership and organization structure. Individual significance of the predictor variables was tested using t-test. The findings revealed that organization communication, organization culture, organization leadership and organization structure were individually statistically significantly related to strategic plan implementation p-value<0.05. The study concluded that, predictors individually and collectively influence execution of strategies. The findings were expected to be of value to the management and decision makers to form a basis for improving implementation of strategies. Furthermore, studies can be done to other variables which influence implementation of strategic plans but were not considered in this study or the same variables to different populations, locations and other sectors of economy in Kenya.

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The Effect of Strategic Management on the Organizational Performance Using the Balance Scorecards Approach to Measure Performance: A Case Study in the Nursing Department at Al-Khalidi Hospital and Medical Center

Cited by 2 publications

References 2 publications

Strategic Management Processes and Performance of Agro Processing of Small and Medium-Term Enterprises in Uganda

Strategic Management Processes and Performance of Agro Processing of Small and Medium-Term Enterprises in Uganda

Factors Influencing Strategic Plan Implementation in Non-Governmental Organizations in Nairobi County, Kenya

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