The effect of communication strategy on the relationship between strategy execution and organizational performance: A middle level managers perspective at higher education institutions in Palestine

The effect of communication strategy on the relationship between strategy execution and organizational performance: A middle level managers perspective at higher education institutions in Palestine

Today’s environment has become increasingly competitive for higher education institutions which results from successful execution of strategies which are critical for organizations. This study aims to analyze the effect of communication strategy on the relationship between strategy execution and org...

Full description

Saved in:
Bibliographic Details
Main Author: Siam, Moohammed R. A
Format: Thesis
Language:eng
eng
Published: 2015
Subjects:
HF5549-5549.5 Personnel Management
Employment
LB2300 Higher Education
Online Access:https://etd.uum.edu.my/5387/1/s93112.pdf
https://etd.uum.edu.my/5387/9/PermissionLetter.pdf
Tags: Add Tag
No Tags, Be the first to tag this record!
id my-uum-etd.5387
record_format uketd_dc
institution Universiti Utara Malaysia
collection UUM ETD
language eng
eng
advisor Abdullah, Haim Hilman
topic HF5549-5549.5 Personnel Management
Employment
LB2300 Higher Education
spellingShingle HF5549-5549.5 Personnel Management
Employment
LB2300 Higher Education
Siam, Moohammed R. A
The effect of communication strategy on the relationship between strategy execution and organizational performance: A middle level managers perspective at higher education institutions in Palestine
description Today’s environment has become increasingly competitive for higher education institutions which results from successful execution of strategies which are critical for organizations. This study aims to analyze the effect of communication strategy on the relationship between strategy execution and organizational performance of universities in Palestine. The framework explores the dimensions of some constructs and their effects on organizational performance. The proposed constructs of independent variables are organizational level of analysis (organizational size, organizational structure, organizational culture, and reward system), execution plan (execution objectives, execution tasks, and execution responsibility) and communication strategy. Specifically, communication strategy was tested as a moderator. In other words, the effects of these three constructs were measured against organizational performance. The study was developed based on general system theory and contingency theory. The total respondents were 236 and all of them work in higher education institutions in Palestine- Gaza strip. Based on partial least squares SEM-PLS which was used to analyze the data, the study found that a specific strategy of execution with a specific communication strategy produced better organizational performance. However, communication strategy has no effect as moderator in the relationship between strategy execution plan and organizational performance. Finally the findings provide invaluable implications for theory and practice on execution of strategy of service-based institutions like universities.
format Thesis
qualification_name Ph.D.
qualification_level Doctorate
author Siam, Moohammed R. A
author_facet Siam, Moohammed R. A
author_sort Siam, Moohammed R. A
title The effect of communication strategy on the relationship between strategy execution and organizational performance: A middle level managers perspective at higher education institutions in Palestine
title_short The effect of communication strategy on the relationship between strategy execution and organizational performance: A middle level managers perspective at higher education institutions in Palestine
title_full The effect of communication strategy on the relationship between strategy execution and organizational performance: A middle level managers perspective at higher education institutions in Palestine
title_fullStr The effect of communication strategy on the relationship between strategy execution and organizational performance: A middle level managers perspective at higher education institutions in Palestine
title_full_unstemmed The effect of communication strategy on the relationship between strategy execution and organizational performance: A middle level managers perspective at higher education institutions in Palestine
title_sort effect of communication strategy on the relationship between strategy execution and organizational performance: a middle level managers perspective at higher education institutions in palestine
granting_institution Universiti Utara Malaysia
granting_department Othman Yeop Abdullah Graduate School of Business
publishDate 2015
url https://etd.uum.edu.my/5387/1/s93112.pdf
https://etd.uum.edu.my/5387/9/PermissionLetter.pdf
_version_ 1747827923181633536
spelling my-uum-etd.53872021-04-05T01:18:56Z The effect of communication strategy on the relationship between strategy execution and organizational performance: A middle level managers perspective at higher education institutions in Palestine 2015 Siam, Moohammed R. A Abdullah, Haim Hilman Othman Yeop Abdullah Graduate School of Business Othman Yeop Abdullah Graduate School of Business HF5549-5549.5 Personnel Management. Employment LB2300 Higher Education Today’s environment has become increasingly competitive for higher education institutions which results from successful execution of strategies which are critical for organizations. This study aims to analyze the effect of communication strategy on the relationship between strategy execution and organizational performance of universities in Palestine. The framework explores the dimensions of some constructs and their effects on organizational performance. The proposed constructs of independent variables are organizational level of analysis (organizational size, organizational structure, organizational culture, and reward system), execution plan (execution objectives, execution tasks, and execution responsibility) and communication strategy. Specifically, communication strategy was tested as a moderator. In other words, the effects of these three constructs were measured against organizational performance. The study was developed based on general system theory and contingency theory. The total respondents were 236 and all of them work in higher education institutions in Palestine- Gaza strip. Based on partial least squares SEM-PLS which was used to analyze the data, the study found that a specific strategy of execution with a specific communication strategy produced better organizational performance. However, communication strategy has no effect as moderator in the relationship between strategy execution plan and organizational performance. Finally the findings provide invaluable implications for theory and practice on execution of strategy of service-based institutions like universities. 2015 Thesis https://etd.uum.edu.my/5387/ https://etd.uum.edu.my/5387/1/s93112.pdf text eng 2016-04-20 public https://etd.uum.edu.my/5387/9/PermissionLetter.pdf text eng staffonly Ph.D. doctoral Universiti Utara Malaysia Aaltonen, P. & Ikavalko, H. (2002). Implementing strategies successfully, Integrated Manufacturing Systems.13(6). 415-418. Abou-Dagga, S & Eldajani, E. (2011). Institutional self-assessment and strategic planning and their role in quality assurance in the Palestinian universities (Islamic university of Gaza as a case study). International Arab Conference for Quality Assurance in Higher Education. Alzarqaa University- Jordan. Abu Bakar, A. Tufail, M. Yusof, M. & Virgiyanti, W. (2011). Implementation of strategic management practices in the Malaysian construction industry. Pak. J. Commer. Soc. Sci. 5(1). 140-154. Ahearne, M., Lam, S. & Kraus, F. (2014). Performance Impact of Middle Managers’ Adaptive Strategy Implementation: The Role of Social Capital. Strategic Management Journal 35. 68–87. Alamsjah, F. (2011). Key Success Factors in Implementing Strategy: Middle-Level Managers - Perspectives. Procedia Social and Behavioural Sciences. 24, 1444–1450. Alashloo, F. Castka, P. & Sharp, J. (2005). Toward Understanding the Impeders of Strategy Implementation in Higher Education (HE) A Case of HE institutes in Iran, Quality Assurance in Education. 13(2). 132-147. Alexander, L. (1991). Strategy Implementation: Nature of the problem in Hussey, D.E. (ED.). International Review of Strategic Management. 2(1). 89-98. Alexander, L. (1985). Successfully implementing strategic decisions. Long Range Planning. 18)3(. 91-7. Al-Gamdi, S. (1998). Obstacles to Successful Implementation of Strategic Decisions. The British Experience. European Business Review. 98(6). 322-327. Al-Gamdi, S. (2006). Obstacles to Successful Implementation of Strategic Decision. the Saudi Case. King Fahed University of Petroleum & Minerals for the Development, the SABIC grant. Allen, D. & Rao, T. (2000). Analysis of Customer Satisfaction Data. ASQ Milwaukee: Quality press. Allen, R., Helms, M., Takeda, M., White, C. & White, C. (2006). A Comparison of Competitive Strategies in Japan and the United States. SAM Advanced Management Journal. 71(1). 24-34. Allio, M. (2005). A short, practical guide to implementing strategy. The Journal of Business Strategy. 26(4). 12-21. Allouh, A. (2007). Obstacles to implement strategic planning in the Palestinian Universities in Gaza Strip. Field study. Unpublished MA Thesis, the Islamic University of Gaza. Al-Mashari, M. & Zairi, M. (1999). BPR Implementation Process: An Analysis of Key Success and Failure Factors, Business Process Management. 5(1). 87-112. Al Subu', M. (2009). General Aspects of Higher Education, and Quality Assurance System in oPt, AQAQ, Ramallah, oPt, November. Alsubu’, M & Omran, M. (Nov. 2008). General aspects of the Palestinian External Quality Assurance (EQA) system. A paper submitted in the workshop of Quality assurance framework of higher education in the Arab states - Arab leagues. Cairo, (2-3 November 2008). http://arabic.anqahe.org/cms.php?id=landing_ page. Accessed in Dec. 2008. Altallaa A. (2005). The availability of the elements of the National Commission for Accreditation and Quality in higher education institutions in the Palestinian universities in Gaza Strip. Unpublished Thesis. Islamic University of Gaza. American Management Association AMC. (2007). The Keys to Strategy Execution. A Global Study of Current Trends and Future Possibilities. 2010-2016. USA. Anand, J. Brenes, E. Karnani, A. & Rodríguez, A. (2008). Key success factors for strategy implementation in Latin America, Journal of Business Research. 61(6). 590-598. Anderson, D., Johnson, R., & Millligan, B. (1999). Strategic Planning in Australia Universities. Canberra: Evaluations and Investigations Program Higher Education Division. Andreasen, A. (2006). Social marketing in the 21st century. Thousand Oaks, CA: Sage. Andrew, R., Boyne, G., Law, J., & Walker, R. (2011). Strategy Implementation and Public Service Performance. Administrative & Society journal. 1-29. Ary, D., Jacobs, L. , & Razavieh, A. (2002). Introduction to research in education. Belmont, CA, Wadsworth. Atkinson, H. (2006). Strategy Implementation: A Role for the Balance Scorecard?. Management Decision. 44(10). 1441-1460. Augier, M. & Teece, D. J. (2008). Strategy as evolution with design: The foundations of dynamic capabilities and the role of managers in the economic system. Organization Studies. 29(8-9). 1887-1208. Babbie, E. (2004). The Practice of Social Research. Wadsworth: Thompson. Bagozzi, R. & Baumggartner, H. (1994). The Evaluation of Structural Equation Models and Hypothesis testing. Principle Of Marketing Research. 386-422. Bagozzi, R., Youjae, Y., & Phillips, L. (1991). Assessing Construct Validity in Organizational Research. Administrative Science Quarterly. 36(3). 421-458. Baily, O. (2008). Implementation of Strategic Planning in Church Ministry. ED. D. USA, ProQuest publishing. PhD Disseratation. Baird, K., Harrison, G. & Reeve, R. (2007). The culture of Australian organizations and its relation with strategy. International Journal of Business Studies. 15(1). 15-41. Balzrova, M., Bamber, C., Mc-Cambridge, S., & Sharp, J. (2004) Key Success Factors in Implementation of Process-Based Management. A UK Housing Association Experience. Business Process Management Journal. 10(4). 387-399. Barnet, R. (2005). Strategy Implementation Models. Retrieved 12,25,2011, From http://www.strategy-implementation.24xls.com/ en111 Barney, J. (1986). Types of competition and the theory of strategy: toward an integrated framework. Academy of Management Review. 11. 791-800. Baron, R. & Kenny, D. (1986). The moderator-mediator variable distinction in social psychological research: Conceptual, strategic, and statistical consideration. Journal of Personality and Social Psychology.1173-1182. Beer, M. & Eisenstat, R. (2000). The silent killers of strategy implementation and learning. Sloan Management Review. 41(4). 29-40. Bell, P. Dean, G. & Gottschalk, P. (2010). Information management in law enforcement: The case of police intelligence strategy implementation. International Journal of Information Management. 30. 343–349. Bhatti, O. (2011). Strategy Implementation: An Alternative Choice of 8Ss, Annals of Management Research.1(2). 52-59. Bhimani, A. & Smith, K. (2007). Structure, Formality and Importance of Financial and Nonfinancial Information in Strategy Development and Implementation. Management Accounting Research. 18. 3-31. Blal, I. (2011). The Role of Middle Management in the Execution of Expansion Strategies: the Case of Developers Selection of Hotel Projects. International Journal of Hospitality Management. 30. 272-282. Blanco, E. (2009). A Case Study in Reform: Implementation Strategies of One Urban School Superintendent. ProQuest Publishing, PhD Dissertation. Bossidy L, & Charan, R. (2002). Execution: The discipline of getting things done Crown Business: New York. Brannen, L. (2005). Upfront: The 33 1/3 Percent Strategy Solution. Business Finance, Business Review. 83(10). 72-80. Brenes, E. Mena, M. & Molina, G. (2008). Key success factors for strategy implementation in Latin America. Journal of Business Research. 61(6). 590-598. Briggs, S. & Check, J. (1986). The Role of factor Analysis in the Development and Evaluation of Personality Scales. In Pallant, J. (2001). The SPSS Survival Manual: Allan & Unwin, Australia. Bryman, A. (1988). Quantity and Quality in Social Research. Unwin Hyman. Bryman, A., & Bell E. (2003). Business Research Methods. Oxford: Oxford University Press. Bryson, J. (2004). Strategic Planning for Public and Non-profit Organizations: A Guide to Strengthening and Sustaining Organisational Achievement. Jossey-Bass, San Francisco, CA. Bulloch, L. (2011). Alignment and Integration for Strategy Execution in Baldrige Award Winning Organizations. ProQuest Publishing. PhD Dissertation. Camerer, C. & Vepsalainen, A. (1988). The economic efficiency of corporate culture. Strategic Management Journal. 9. 115-26. Candido, C. & Santos, S. (2008). TQM: How Difficult is To Implement It? Cases Discussion Paper. Faro, Portugal: Centre for Advanced Studies in Economics and Econometrics, Faculty of Economics, University of Algarve. Cargal, J. (2010). The Perceptions of the Automotive Supply Industry Related to Information Technology Utilization and Creating Barriers to Competitive Market Entry: A Case Study of the Implications for Strategic Planning. ProQuest Publishing. PhD Dissertation. Cater, T. & Pucko, D. (2010). Factors of Effective Strategy Implementation: Empirical Evidence from Slovenian Business Practice. JEEMS, 207-237. Charan, R. & Colvin, G. (2002). Why CEOs Fail. Fortune Archives. Chebat, J. (1999). Special Issue on Strategy Implementation and Assessment Research: Research on Implementation Deserve As Much Attention as Strategy Formulation. Journal of Business Research. 45. 107-109. Checkland, P. (1999). Systems thinking, systems practice: A 30 year retrospective. Chichester, England: John Wiley & Sons. Chimhanzi, J. (2004). The Impact of Marketing/HR Interaction on Marketing Strategy Implementation. European Journal of Marketing. 38(1\2). 73-98. Chin, W. (1995). The Partial Least Squares Approach to Structural Equation Modelling: Modern Methods for Business Research. Laurence Erlbaum Associates, Mahwah. Lawrence Erlbaum. Chin, W. (1998) .The partial least squares approach to structural equation modeling. In G. A. Marcoulides (Ed.) New Jersey. Chong, S. (2007). Business Process Management for SMEs: An exploratory study of Implementation Factors for the Australian Wine Industry. Journal of Information System and Small Business.1(1-2). 41-58. Chou, C., Bentler, P. (1994). Estimate and Tests. In Holy Chow, I. & Liu, S. (2007). Business strategy, organizational culture, and performance outcomes in China’s technology industry. Human Resource Planning.30(2). 47-55. Cinquini, L. (2010). Strategic Management Accounting and Business Strategy: A Loose Coupling?. Journal of Accounting & Organizational Change. 6(2). 228-259. Cohen, J. (1988). Statistical Power Analysis for the Behavioral Science. Hillsdale, Erlbaum. Connor, T. (2001): Product levels as an aid to functional strategy development. Strategic Change. 10(4). 223-237. Cooper, D. & Schindler, P. (1998). Business Research Method. Toronto: McGraw. Canada Cooper, T. (2008). Implementing the Baldrige Criteria: A Case Study of What Employees informally learn from an Award Winning Strategy. ProQuest Publishing. PhD Disseratation. Creswell, J. W. (2003). Research design: Qualitative, quantitative and mixed methods approaches (2nd Ed.). Thousand Oaks. CA: Sage Publications. Crittenden, V. & Crittenden, W. (2008). Building Capable Organization: the Eight Levers of Strategy Implementation. Business Horizons. 51(4). 301-309. Delisi, P. (2006). Strategy Execution: An Oxymoron or a Powerful Formula for Corporate Success?. Organizational Synergies. Demeester, L. & Grahovac, J. (2005). The Role of Operations Executives in the Process of Strategy: A Contingency Theory. Working services paper, INSEAD. Dobni, B. (2003). Creating a Strategy Implementation Environment. Business Horizons. 46(2). 43-6. Drucker, P. F. (2005). Managing the non-profit organization: Principles and practices (9th Ed.). New York: Collins Business. Dunbar, R. & Starbuck, W. (2006). Learning to Design Organization and Learning from Designing them. Organization Science.17(2). 171-178. Eisenstat, R. (1993). Implementing strategy: Developing a Partnership for Change. Planning Review. 21(5). 33-36. Elbanna, S., Child, J., & Dayan, M. (2013). A Model of antecedents and consequences of intuition in strategic decision-making: Evidence from Egypt. Long Range Planning. 46(1-2). 149-176. Eldajani, E. (2013). the Role of Strategic Planning in The Institutional Quality of Performance. Descriptive and Analytical Study of the Palestinian Regular Universities. PhD Disseratation. Damascus. Syria. Eucukuysal, B. & Beyhan, E. (2011). Contingency Theory Approach for Effective Community Policing. Journal of Social Sciences. 23. 259-268. Farrell, A., Kadous, K., & Towry, K. (2011). Does the Communication of Causal Linkages Improve Effort Allocations?. An Experimental Investigation. The Accounting Review Journal. 87(2). 617-644. Fernandez, S., & Rainey, H. (2006). Managing Successful Organizational Change in the Public Sector. Public Administration Review. 66(2) 168-179. Finkestein, S., Hambrick, D. & Cannella, A. (2009). Oxford University Press. Retrieved 25-12-2011, from www.Amazon.com Floyd, S. & Wooldridge, B. (2000). Building Strategy from the Middle: Conceptualizing Strategy Process, Sage, and Thousand Oaks, CA. Fornell, C. & Larcker, D. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Market Research.18 (1). 39-50. Fornell, C. & Cha, J. (1994). Partial least squares. In R. P. Bagozzi (Ed.). Advanced methods of marketing research. Cambridge: Blackwell. Fowler, F. (1988). Survey research Methods. Beverly Hills. Fox, J. (1997 reprinted 2006). Applied Regression Analysis, Linear Models, and Related Methods. New Delhi: Sage Publication. Franklin, P. (2011). Relationship between Strategic Planning and Nonprofit Organizational Performance. ProQuest Publishing. PhD Dissertation. Frigo, Mark. L. (2002). Strategy execution and value-based management. Strategic Management. 10. 6-9. Fuentes, S. (2008). The Link between Learning Culture and Organizational Performance in Organizations using the Balance Score Card. ProQuest Publishing. PhD Disseratation. George, D. & Mallery, P. (2003). SPSS for Windows Step by Step. Simple Guide Reference. 11.0 updates (4th Ed.). Allyn and Bcon. Glassman, A., Zell, D. & Duron, S. (2005). Thinking strategically in turbulent times: An inside view of strategy making. New York. USA Gottschalk, P. (2008). Organizational structure as predictor of intelligence strategy implementation in policing. International Journal of Law, Crime and Justice. 36(3). 184-195. Gottshalk, P. (1999). Implementation Predictors of Strategic Information System plans. Information & Management Journal. 36. 77-91. Govindarajan, V, Gupta A. (1985). Linking control systems to business unit strategy: impact on performance. Accounting, Organizations and Society. 10. 51–66. Grant. R. M. (2008). Why strategy teaching should be theory based. Journal of Management Inquiry. 17(4). 276-281. Grøgaard, B. (2012). Alignment of strategy and structure in international firms: An empirical examination. International Business Review. 21(3). 397-407. Guth, W. & Mc-Millan, I. (1986). Strategy Implementation versus Middle Management Self-Interest. Strategic Management Journal. 7. 313-327. Hair, J., Ringle, C. & Sarstedt, M. (2011). PLS-SEM: Indeed a Silver Bullet. Journal of Marketing Theory and Practice. 19 (2), 139-151. http://dx.doi.org/10.2753/MTP1069-6679190202 Hair, J., Anderson, R. & Tatham, R. (1995). Multivariate Data Analysis. 4th Ed., New York. McMillan College Publication Co. Hair, J., Black, W., Babin, B., Anderson, R. & Tatham, R. (2006). Multivariate Data Analysis. 6th Ed. Upper Saddle River: Prentice Hall. Hair, J., Hult, G. Tomas, Ringle., Christian, M. & Sarstedt, M. (2014). A Primer on Partial Least Squares Structural Equation Modeling (PLS-SEM). SAGE Publications. Hakonsson, D., Burton, R., Obel B., & Lauridsen, J. (2012). Strategy Implementation Requires the Right Executive Style: Evidence from Danish SMEs. Long Range Planning. 45. 182-208. Hambrick, D. & Cannella, A. (1989). Strategy implementation as substance and selling. The Academy of Management Executive.3(4). 278-85. Hansen, L. Boyd, M. & Kryder, A. (1998). Implementing Strategic Plans, http://www.stc.org/confproceed/1998/PDFs/00094.PDF. Harrington, R. (2006). The Moderating effect of Size, Manager Tactics, and Involvement on Strategy Implementation in Food Service. Hospital Management. 25. 373-397. Hauc, A. & Kovac, J. (2000). Project Management Strategy Implementation – Experience in Slovenia. International Journal of Project Management. 18. 61-67. Haudan, J. (2007). Successful Strategy Execution Takes People. Employment Relation Today. Wiley Periodicals. Higgins, J. (2005). The Eight “S‟s of successful Strategy Execution. Journal of Change Management. 5 (1). 3-13. Higgins, J. & McAllaster, G. (2004). If You Want Strategic Change, Don’t forget to Change Your Culture Artifacts. Journal of Change Management. 4(1). 63-73. Hill, C. & Jones, G. (2004). Strategic Management Theory: An Integrated Approach (6th Ed.). Boston. MA: Houghton Mifflin. Hill, T. (1989). Manufacturing Strategy Text and Cases. Irwin, IL: Homewood. Hilman, H. (2010). Strategic Management. 2nd Ed. McGraw Hill. Hodgkinson, G., Whittington, R., Johnson, G., & Schwarz, M. (2006). The role of strategy workshops in strategy development processes: formality, communication, coordination and inclusion. Long Range Planning. 39( 5). 479-96. Hoelter, J. (1983). The Effect of Role Evaluation and Commitment on identity Salience. Social Psychology Quarterly. 46. 140-147. Holy, R. (1995). Structure Equation Modeling: Concepts, Issues, and Applications. SAGE, Publication, Inc. Homburg, C. Krohmer, H. & Workman, J. (2004). A Strategy Implementation perspective of Make Orientation. Journal of Business Research.57. 1331-1340. Hong, N. Al-Khatib, W. Magagna, B. McLoughlin, A. & Coe, B. (2005). Systems theory for an educational change agent theory. Cited in (Tolleson, 2009). From http://www.ed.psu.edu/ insys/ESD/systems/theory/menu.html Hrebiniak, L. (2008). Making Strategy Work: Overcoming the Obstacles to Effective Execution. IVEY Business Journal. 72(2). 1-6. Hrebiniak, L. & Joyce, W. (1984). Implementing Strategy. Newyork. McMillan. Hrebiniak, L. (2006). Obstacles to Strategy Implementation. Organizational Dynamics. 35(1). 12-31. Hrebiniak, L. (2005). Making strategy work: Leading effective execution and change. Upper Saddle River: Pearson Education. Hussey, J. & Hussey, R. (1997). Business Research. London: Macmillan Press Ltd. Hussy, D. (2002). Company Analysis: Determining Strategic Capability. Strategic Change. 11. 43-52. Hussy, D. (1996). The Implementation Challenge. Chichester: John Wiley, London. Huy, Q. (2011). How Middle Managers’ Group-Focus Emotions and Social Identities Influence Strategy implementation. Strategic Management Journal. Strat. Mgmt. J., 32 1387–1410. Ikavalko, H., & Aaltonen, P. (2001). Middle Managers-Role in Strategy Implementation-Middle Managers View. 17th EGOS Colloquium. 1-20. Lyon, France. Jansen, P. Kilpatrick, A. & Cvsa, V. (2006). Creating a dynamic board. ESR Review. 8(1). 24-32. Jauce, L. & Gluek, W. (1988). Business Policy and Strategic Management. (5th Ed). Newyork: McGraw-hill. Jayaram, J. Droge, C. & Vickery, S. (1999). The Impact of Human Resource Management Practices on Manufacturing Performance. Journal of Operations Management, 18, 1–20. Johnson, G. & Scholes, K. (2002). Exploring Corporate Strategy. Prentice-Hall, London. Johnson, P. (2002). The Top Five Reasons Why Strategic Plans Fail. http://www.businessknow how.com/manage/splanfail.htm. Johnson, R. Tsiros, M. & Lancioni, R. (1995). Measuring service quality: a systems approach. Journal of Services Marketing. 9(5). 6–19. Jones, E. Watson, B. Gardner, J. & Gallois, C. (2004). Organizational Communication: Challenges for the New Century. Journal of Communication. 54(4). 722–750. Kallakh, M. (2009). Managerial Planning for Higher Education in the Gaza Strip, an evaluation study. PhD Dissertation. Arab Research Institute. Cairo. Kaplan, R. (2012). The balanced scorecard: comments on balanced scorecard commentaries. Journal of Accounting & Organizational Change. 8(4). 539-545. Kaplan, R. & Norton, D. (1996a). Using the Balance Scorecard as a Strategic Management System. Harvard Business School Review. 74(1). 75-85. Kaplan, R. & Norton, D. (2001). The Strategy-focused Organization How Balance scorecard Companies Thrive in the New Business Environment. Boston: Harvard Business School Press. Kaplan, R. & Norton, D. (2005). The Office of Strategy Management. Harvard Manufacturing System. 13(6). 415-418. Kaplan, R. & Norton, D. (2006). Alignment Using the Balance Scorecard to Create Corporate Synergies. Boston: Harvard Business School Press. Kaplan, R. & Norton, D. (2005): The office of strategy management. Harvard Business Review. 83(10). 72-80. Kaplan, R. & Norton, D.P. (2006): How to implement a new strategy without disrupting your organization, in: Harvard Business Review. 84(3). 100-109. Kaplan, R. & Norton, D. (1996). The balanced scorecard: Translating strategy into action. Boston: Harvard Business School Press. Kazmi, A. (2008). A Proposed Framework for Strategy Implementation in the Indian Context. Management Decision. 46(10). 1564-1581. Keller, G. & Warrack, B. (1997). Statistics for Management and Economics. (4th Ed), Duxubury press, USA. Kerr J. (1985). Diversification strategies and managerial rewards: an empirical study. Academy of Management Journal. 28. 155–179. Klein, K. & Sorra, J. (1996). The challenge of innovation implementation. Academy of Management Review. 21(4). 22-42. Kline, R. (1998). Principle and Practice of Structural Equation Modelling. Newyork: The Guilford Press. Kohtama¨ki, M., Kraus, S., Ma¨kela¨, M., & Ro¨nkko, M. (2012). The role of personnel commitment to strategy implementation and organisational learning within the relationship between strategic planning and company performance. International Journal of Entrepreneurial Behaviour & Research. 18 (2). 159-178. Kotler, P. (2003). Marketing Management (11th Ed.). Upper Saddle River, NJ: Pearson Education. Kotter, J. (2007). Leading Change- Why Transformation Efforts Fail. Harvard Business School Publishing Corporation, www.hbrreprints.org. Kouzes, J. & Posner, B. (2002). The leadership challenge. (3rd Ed). San Francisco: Jossey-Bass. Salas, K. & Huxley, C. (2014). Enhancing visualisation to communicate and execute strategy Strategy-to-Process Maps. Journal of Strategy and Management.7(2). 2014. 109-126. Kumar, A. & Sushil, M. (2013). Modeling strategic performance factors for effective strategy execution. International Journal of Productivity and Performance Management. 62(6). 554-582. Laamanen, T. & Skurnik, S. (2009), Strategists- Sensmaking of Strategy Execution: A Multi-Layered View of Strategy Execution Challenges. EGOS. 1-41, Barcelona: Spain Langley, A. Nadeem, E. Kataoka, S. Stein, B. & Jaycox, L. (2010), Evidence-Based Mental Health Programs in Schools: Barriers and Facilitators of Successful Implementation”. School Mental Health. 2. 105-113. Lee, F., Lee, T., & Wu, W. (2010) The Relationship between Human Resources Management Practices, Business Strategy and Firm Performance: Evidence from Steel Industry in Taiwan. The International Journal of Human Resources Management. 21(9). 1351-1372. Lee, J. & Miller, D. (1996). Strategy, Environment and Performance in Two Technological Contexts: Contingency Theory in Korea. Organization Studies. 17(5). 729-750. Leong, G. Snyder, D. & Ward, P. (1990). Research in the Process and Content of Manufacturing Strategy. OMEGA. 18(2). 109–122. Li Y., & Tan, C. (2013). Matching business strategy and CIO characteristics: The impact on organizational performance. Journal of Business Research. 66. 248–259. Li, Y. Guohui, S. & Eppler, M. (2008). Making Strategy Work: A literature Review on the Factors Influencing Strategy Implementation. ICA Working Paper. Beijing: Institute for Corporate Communication. Lin, S. & Hsieh, A. (2010). International strategy implementation: Roles of subsidiaries, operational capabilities, and procedural justice. Journal of Business Research 63, 52–59. Lombardi, P. (2010). Strategic Management Plan Evaluation of a River Basin District. Management of Environmental Quality. 21(1). 32-44. Lowson, R. (2003). The nature of an operations strategy: combining strategic decisions from the resource-based and market-driven viewpoints. Management Decision. 41(6). 538-549. Macedo, I. & Pinho, J. (2006). The relationship between resource dependence and market orientation: The specific case of nonprofit organizations. European Journal of Marketing, 40 (5/6), 533-553. Malek, W. (2008). Executing Your Strategy: How to Break it down and Get it done. Management Forum Series.4. 1-10. Malhotra, N. (2002). Basic Marketing Research: Application to Contemporary Issues. New Jersey: Prentice Hall. Manderscheid, S. & Kusy, M. (2005). How to design strategy with no dust-just results! Organization Development Journal. 23(2). 62-70. Mc-Guinness, T. & Morgan, R. (2005). The Effect of Market and learning Orientation on Strategy Dynamics: The Contribution Effect of Organizational Change Capability. European Journal of Marketing. 39(11). 1306-1326. Mele, C. Pels, J. & Polese, F. (2010). A Brief Review of Systems Theories and Their Managerial Applications. Service Science. 2(1/2). 126–135. Meyer, A. Nakane, J. Miller, J. & Ferdows, K. (1989) Flexibility: The Next Competitive Battle the Manufacturing Futures Survey. Strategic Management Journal. 10(2). 135–144. Micheli, P. Mura, M. & Agliati, M. (2011) Exploring the roles of performance measurement systems in strategy implementation. The case of a highly diversified group of firms. International Journal of Operations & Production Management. 31(10). 1115-1139. Mieso, R. (2010). Connecting the Dots from Planning to Implementation: Translating Commitments into Action in A Strategic Planning Process. ProQuest Publishing. PhD Dissertation. Miller, S. Hickson, D. & Wilson, D. (2004). Beyond Planning Strategies for Successfully Implementing Strategic Decisions. Long Range Planning. 37(3). 201-218. Miller, S. Hickson, D. & Wilson, D. (2008). From Strategy to Action: Involvement and Influence in top Level Decision. Long Range Planning. 41(6). 606- 628. Mintzberg, H. & Quinn, J. B. (1991). The strategy process concepts, contexts, cases. (2nd Ed) Englewood Cliffs: Prentice Hall. Mintzberg, H. (1994). The Fall and Rise of Strategic. Harvard Business Review. 72 (1). 107-114. Mintzberg, H. (2011). Managing, Harlow: Pearson Morgan, G. (2007). Images of organization. Thousand Oaks: Sage Morgan, M. Levitt, R. & Malek, W. (2007). Executing Your Strategy: How to Break it down & get it done. Harvard Business School press. Munive-Hernandez, E. Dewhurst, F. Pritchard, M. & Barber, K. (2004). Modelling the strategy management process: An initial BPM approach. Business Process Management Journal. 10(6). 691-711. Muthen, B. (2002). Beyond SEM: General Latent Variable Modeling. Behavior metrika, 29(1), 81-117. Retrieved from http://www.statmodel.com/ download/muthen1.pdf. Jiang, N. & Carpenter, V. (2013). A case study of issues of strategy implementation in internationalization of higher education International Journal of Educational Management. 27(1). 4-18. Napier. N. & Smith, M. (1987). Product diversification, performance criteria and compensation at the corporate manager level. Strategic Management Journal.8(2). 195–201. Narrins, P. (1999). Get Better info from all your Questionnaires. 13 important tips to help you pretest your Survey. http://www.ryerson.ca/ mjoppe/researchProcessPretestingTips.htm Nayyar, J. Rosli, M. (2012). Facilitating Corporate Entrepreneurship in Public Sector Higher Education Institutions: A Conceptual Model. Issues in Social and Environmental Accounting. 6 (1/2). 26-49. Neck, C. & Houghton, J. (2006). Two Decades of Self-leadership Theory and Research: Past Developments, Present trends, and Future Possibilities. Journal of Managerial Psychology. 21(4). 270-295. Neilson, G. Martin, K. & Powers, E. (2007). The Secrets to Successful Strategy Execution. Harvard Business Review. 86(6). 60–70. Neuman, W. (2003). Social Research Methods- Qualitative and Quantitative Approaches. (5th Ed.). Pearson Education. Nickols, F. (2000). Strategy Is. . . A Lot of Things. Distance Consulting. Niven, P. (2008). Balanced scorecard step-by-step for government and nonprofit agencies. (2nd Ed). Hoboken, NJ: John Wiley & Sons. Noble, C. & Mokwa, M. (1999a). Implementing Marketing Strategies: Developing and Testing a Managerial Theory. Journal of Marketing. 63(4). 57-73. Noble, C. (1999b). The Eclectic Roots of Strategy Implementation Research. Journal of Business Research. 45. 119-134. Noble, C. (1999) Building the Strategy Implementation network. Business Horizons. 42 (6), 19-28. Nunnally, J. & Bernstein, I. (1994). Psychometric Theory. (3th Ed.). New York, McGraw-Hill. Nutt, P. & Wilson, D (2010). Hand Book of Decision Making. Retrieved 25-12-2011. Chichester: John Wiley. Okumas, F. (2002). Can Hospitality researches contribute to the Strategic Management Literature?. Hospitality Management. 21. 105-110. Okumas, F. (2003). Towards a Strategy Implementation Framework. International Journal of Contemporary Hospitality Management. 13(7). 327-338. Okumas, F. (2001). Towards a strategy implementation framework. International Journal of Contemporary Hospitality Management. 13(7). 327-38. Olsen, M. (2004). Literature in Strategic Management in The Hospitality Industry. International Journal of Hospitality Management. 23. 411-424. Olsen, M. & Roper, A. (1998). Research in Strategic Management in the Hospitality Industry. International Journal of Hospitality. 17 (special issue). 111-124. Olson, E. Slaten, S. & G. Tomus, M. (2005). The Importance of Structure and Process to Strategy implementation. Business Horizons. 48. 47-54. Olum, Y. (2004). Modern Management Theories and Practices. The 15th East African Central Banking Course, Kenya. Ostar, A (1989). What the future holds for American colleges and universities. Vital Speeches. 55(18). 558-62. Owen, A. (1982). How to implement strategy. Journal of Management Today. 50(3) 544-557. Pallant, J. (2001). SPSS Survival Manual. A Step by Step Guide to Data Analysis Using SPSS for Windows (version 10). New South Wales: Allen & Unwin. Parmigiani, A. & Holloway, S. (2011). Actions Speak louder than Modes: Antecedents and Implications of Parent Implementation Capabilities on Business Unit Performance. Strategic Management Journal. 32. 457–485. Parnell, J. (2008). Strategy Execution in Emerging Economies: Assessing Strategic Diffusion in Mexico and Peru. Management Decision. 46(9). 1277-1298. Parsa, H. (1999). Interaction of Strategy Implementation and Power perceptions in Franchise Systems: An Empirical Investigation. Journal of Business Research. 45. 173-185. Paton, R. & Wagner, R. (2014). Management Education makes a Difference: Enhancing German Engineering Performance. Long Range Planning. 47. 277-298. Pechlaner, H. & Sauewein, E. (2002). Strategy Implementation in the Alpine Tourism Industry. International Journal of Contemporary Hospitality Management. 14(4). 157-168. Pineno, C. & Box, R. (2011). The Business School Strategy: Continuous Improvement by Implementing the Balance Scorecard. ABD journal, 1. Porter, M. (1996). What is Strategy? Harvard Business Review. 74(6). 61-78. Porter, M. (1990). The Competitive Advantage of Nations, Free Press, New York, NY. Porter, T. & Smith, D. (2005). Tactical Implementation and Murph’s Law: Factors Affecting the Severity of Problems. Journal of Business Research. 58. 1702-1711. Quadri, H. (2011). The Strategic Execution Framework and Less Developed Countries: A New Project Portfolio Management Paradigm for Implementing Economic Development Process. PM World Today, XIII, (IX), 1-8. Rahimnia, F. Polychronakis, Y. & Sharp, J. (2009). A Conceptual Framework of Impeders to Strategy Implementation from an Exploratory Case Study in an Iranian University. Education, Business and Society: Contemporary Middle Eastern Issues, 246- 261. Rajagopalan N, & Finkelstein S. (1992). Effects of strategic orientation and environmental change on senior management reward system. Strategic Management Journal, Summer Special Issue. 13. 127–142. Rajagopalan N. (1997). Strategic orientations, incentive plan adoptions, and firm performance: evidence from electric utility firms. Strategic Management Journal. 18(10). 761–785. Ranjbar, M. Shirazi, M. & Blooki, M. (2014). Interaction among intra-organizational factors effective in successful strategy execution. An analytical view. Journal of Strategy and Management. 7(2). 127-154. Rapert, M. Velliquette, A. & Garretson, J. (2002). The Strategic Implementation Process Evoking Strategic Consensus through Communication. Journal of Business Research, 55, 301-310. Raps, A. (2004). Implementing strategy. Strategic Finance. 85(12). 48-53. Reed, R. & Buckley, M. (1988). Strategy In Action-Techniques For Implementing Strategy, Long Range Planning. 21(3). 67-74. Robert A. Paton, R. & Wagner, R. (2014). Management Education makes a Difference: Enhancing German Engineering Performance. Long Range Planning. 47(5). 277-298. Rosttom, R. (2004). Strategic planning in higher education. Quality in Higher Education, Islamic University: Gaza. 1. 60-75. Rouleau, L. (2005). Micro-practices of strategic sensemaking and sensegiving: how middle managers interpret and sell change every day. Journal of Management Studies, 42, 1413–1443. Rouleau, L. & Balogun, J. (2011). Middle managers, strategic sensemaking, and discursive competence. Journal of Management Studies. 48(5). 953–983. Runyon, R. & Audrey, H. (1980). Fundamentals of Behavioral Statistics. (4th Ed.). Addison: Addison-Wesley. Rutan, S. (1999). Strategic Management: 3 Steps to the Cycle of Success, Compass Points. Saenz, J. (2010). Strategic Planning and Implementation Process Impacting Small Business Success in Mexico: A Correlation Study. ProQuest Publishing. PhD Disseratation. Salih, A. & Doll, Y. (2013). A Middle Management Perspective on Strategy Implementation. International Journal of Business and Management. 8(22). 32-40. Salkind, N. (2000). Exploring Research, 4th Ed. New Jersey, Prentice Hall. Saunders, A. (2005). Performance Excellence and Strategy Deployment: A Framework for Implementing Strategic Initiatives. PhD Dissertation. Newzeland. Schaap, J. Stedham, Y., & Yamamura, Y. (2008). Casino Management: Explore Gender-Based Differences in Perception of managerial Work. International Journal of Hospitality Management. 27. 87-97. Schein, E. (1992), Organizational culture and leadership. (2nd Ed), San Francisco: Jossey-Bass. Cited in (Tolleson, 2009). Schmenner, R. (1982), Production/Operations Management, Concepts and Situations (1st Ed.), Chicago, IL: Science Research Associates. Sedlmayer, M. (2008). The Architecture for Effective Strategy Execution- Value Creation through Integration of the PMO into the Strategy Process. 22 IPMA World Congress. Roma: Project management to run. 9-11. Sekaran, U. (2003). Research Methods for Business: A skill Building approaches. New York: John Wiley & Sons. Selsky, J. Goes, J. & Baburoglu, O. (2007). Contrasting perspectives of strategy making: Applications in ‘hyper’ environments. Organization Studies. 28(1). 71- 94. Serra, F. & Ferreira, M. (2010). Emerging Determinants of Firm Performance- a Case Study Research Examining the Strategy Pillars from a Recourse-based View. The Journal of the Ibero American Academy of Management. 8(1). 7-24. Shah, M. & Nair, C. (2014). Turning the ship around Rethinking strategy development and implementation in universities. Quality Assurance in Education. 22 (2). 145-157. Sharma, P. & Kim, K. (2012). A Comparison of PLS and ML Bootstrapping techniques in SEM: A Monte Carlo Study. Sinickas, A. (2006). Improving understanding of strategy. Strategic Communication Management. 10(2). 12-13. Skinner, W. (1974). The Focused Factory. Harvard Business Review. 52. 113–121. Skivington, J. & Daft, R. (1991). A study of organizational 'framework' and 'process' modalities for the implementation of business-level strategic decisions. Journal of Management Studies. 28(1). 45-68. Slater, S. Olsen, E. & Hult, G. (2010). Worried about Strategy Implementation?. Don’t Overlook Marketing Role. Business Horizons. 53. 469-479. Smircich, L. (1983). Concepts of culture and organizational analysis. Administrative Science Quarterly. 28(3). 339-58. Smit, Y. & Oosthuizen, H. (2010). Execute Strategy with Intelligence. USB Leaders’ LAB, 4 (1). 12-16. Speculand, R. (2006). Strategy Implementation: We got the people factor wrong! Human Resources Management International Digest. 14(6). Speculand, R. (2014) Bridging the strategy implementation skills gap. Strategic Direction, 30 (1) 29-30. Sterling, J. (2003). Translating strategy into effective implementation: Dispelling the myths and highlighting what works. Strategy & leadership. 31(3). 27-34. Streib, G. & Poister, T. (1990). Strategic planning in US cities. American Review of Public Administration. 20(1). 29-44. Tabachnick, B. & Fidell, L. (1996). Using Multivariate Statistics. (3thEd.). Newyork: Harpercollins. Tenenhaus, M. Esposito, A. Vinzi, V. Chatelin,Y. & Lauro, C. (2005). PLS path modeling. Computational Statistics & Data Analysis.48(1). 159–205. Teulier, R., & Rouleau, L. (2013). Middle managers' sensemaking and interorganizational change initiation: Translation spaces and editing practices. Journal of Change management. 13(3). 308–337. The Steering Group- European Union (2011). Strategic Implementation Plan- Operational Plan. For The European Innovation Partnership on Active and Healthy Ageing Steering Group Working Document Final Text Adopted. Thompson, A. & Strickland, A. (2003). Strategic Management Concepts and Cases, 13th Ed., McGraw-Hill, Boston, MA. Thorpe, E. & Morgan, R. (2007). A Role Theoretic view of Product-Market Strategy Execution: An Investigation of Mid-Level. Journal of Strategic Marketing. 15. 223-236. Tippmann, E. Scott, P. & Mangematin V. (2013). Stimulating Knowledge Search Routines and Architecture Competences: The Role of Organizational Context and Middle Management. Long Range Planning xxx 1–18. Tolleson, C. (2009). A Phenomenological Study of the Malcolm Baldrige National Quality Award Recipient Strategy Execution. ProQuest Publishing. PhD Disseratation. Trevino, L. & Nelson, K. (2004). Managing business ethics: Straight talk about how to do it right (3rd Ed.). Hoboken. Wiley. Van Der Heijden, K. (2005). The art of strategic conversation. Journal of Management Studies. 42(7). 1413–41 Venkatraman, N. & Ramauiam, V. (1986). Management of organizational performance in strategy research: A comparison of approaches. Academy of Management Review. 11 (4). 801-814. Vickery, S., Droge, C., & Markland, R. (1997). Dimensions of manufacturing strength in the furniture industry. Journal of Operations Management, 15, 317–330. Walter, J. Kellermanns, F. Floyd, S. Veiga, J. & Matherne, C. (2013). Strategic alignment: A missing link in the relationship between strategic consensus and organizational performance. Strategic Organization. 11(3). 304- 328. Wooldridge, B. Schmid, T. & Floyd, S. (2008). The middle management perspective on strategy process: Contributions, synthesis, and future research. Journal of Management, 34(6), 1190–1221. Wang, E. Shih, S. Jiang, J. & Klein, G. (2008). The consistency among facilitating factors and ERP implementation success: A holistic view of fit. The Journal of Systems and Software. 81. 1609–1621. Waweru, M. (2011). Comparative analysis of competitive strategy implementation. Journal of Management and Strategy. 2(3), 49-61. Welbourne, T. (2005). Leaders talk about executing strategy, Leadership Pulse. Wetzels, M. Odekerken-Schröder, G. & Oppen, C. (2009). Using PLS path modeling for assessing hierarchical models: Guidelines and empirical illustration. MIS Quarterly 33 (1), 177-195. Wheaton, B. Muthen, B. Alwin, D. & Summers, G. (1977) in Burney, L. & Matherly, M. (2007). Examining Performance Measurement from an Integrated Perspective. Journal of Information System. 21(2). 49-68. Wheelen T. & Hunger, J. (2010). Strategic Management and Business Policy (12th Ed). New Jersey, NJ: Pearson. Wheelwright, S. (1978). Reflecting corporate strategy in manufacturing decisions, Business Horizons, 21(1), 57–66. Wilden, D. (2012). New Management Tool Addresses Strategy Gap-Distance between Strategy and Implementation, CA (PRWEB), San Francesco. Retrieved rom:http://www.prweb.com/ releases/2012/4/prweb9429114.htm 14th-July-2012. Wilden, R. Siegfried, P. Gudergan, S. Nielsen, B. & Lings, L. (2013). Dynamic Capabilities and Performance: Strategy, Structure and Environment. Long Range Planning. 46. Yang, J. & Wan, C. (2004). Advancing Organizational Effectiveness and Knowledge Management Implementation. Tourism Management, 25, 593-601. Yeh, C. Lee, G. & Pai, J. (2012) How information system capability affects e-business information technology strategy Implementation. An empirical study in Taiwan. Business Process Management Journal. 18(2). 197-218. Youndt, M. Snell, S. & Lepak, D. (1996). Human Resource Management, Manufacturing Strategy, and Firm Performance. Academy of Management Journal. 39. 836–866. Zagotta, B. & Robinson, D. (2002). Keys to successful strategy execution. Journal of Business Strategy. 23(1). 1-5. Zhang, Y. (2009). A Study of Corporate Reputation’s Influence on Customer Loyalty Based on PLS-SEM Model. International Business Research. 2(3), 28-35. Zheng, W., Yang, B., & McLean, G. (2010). Linking organizational culture, structure, strategy, and organizational effectiveness: Mediating role of knowledge management. Journal of Business Research, 63. 763-771. Zott, C. Amit, R. & Mssa, L. (2010). The Business Model: Theoretical Roots, Recent Development, and Future Research, IESE Business School, University of Navara. Internet websites: www.mohe.gov.ps www.pcbs.gov.ps

Similar Items