The effects of strategic attributes on organizational performance in the banking sector of Pakistan

In recent times, there has been an increasing interest in the strategic attributes which aims to achieve the superior organizational performance that allows organizations, including the banks, to be competitive with time. Therefore, to achieve superior organizational performance and successful bank...

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Main Author:	Ahmed, Ammar
Format:	Thesis
Language:	eng eng
Published:	2018
Subjects:	HD58.7 Organizational Behavior.
Online Access:	https://etd.uum.edu.my/7386/1/s901076_01.pdf https://etd.uum.edu.my/7386/2/s901076_02.pdf
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id	my-uum-etd.7386
record_format	uketd_dc
institution	Universiti Utara Malaysia
collection	UUM ETD
language	eng eng
advisor	Lebai Othman, Ismail
topic	HD58.7 Organizational Behavior.
spellingShingle	HD58.7 Organizational Behavior. Ahmed, Ammar The effects of strategic attributes on organizational performance in the banking sector of Pakistan
description	In recent times, there has been an increasing interest in the strategic attributes which aims to achieve the superior organizational performance that allows organizations, including the banks, to be competitive with time. Therefore, to achieve superior organizational performance and successful bank growth, the banks need to focus on their strategic attributes. The key strategic attributes include strategic orientation, organizational culture, organizational IMO, and organizational commitment. Drawing upon the resource-based view theory (RBV) and the social exchange theory (SET), this study examined the influence of these strategic attributes on organizational performance. Moreover, this study also examined the mediating effect of organizational commitment on the relationship between strategic orientation, organizational culture, organizational IMO and organizational performance. The data was collected from the 260 bank managers working in the branches of six-large banks of Pakistan. The results of PLS path modeling revealed the significant positive direct relationships between strategic orientation, organizational culture, organizational IMO and organizational commitment, and organizational performance. Similarly, the study also found significant positive direct relationships between strategic orientation and organizational culture, and organizational commitment. However, no significant relationship existed between organizational IMO and organizational commitment. Furthermore, the bootstrapping results revealed that organizational commitment mediated the relationships between strategic orientation, organizational culture, and organizational performance. In contrast, the study did not find any mediation of organizational commitment between organizational IMO and organizational performance relationship. In general, the findings showcased that organizational performance can be enhanced through the examined key strategic attributes of the study. Accordingly, the study has forwarded noteworthy claims regarding the mediating effect of organizational commitment on these variables. The study offers theoretical and practical contributions. This study also highlights the crucial role of these strategic attributes for performance improvement in the banking sector. Lastly, limitations and scope of further studies are also provided.
format	Thesis
qualification_name	Ph.D.
qualification_level	Doctorate
author	Ahmed, Ammar
author_facet	Ahmed, Ammar
author_sort	Ahmed, Ammar
title	The effects of strategic attributes on organizational performance in the banking sector of Pakistan
title_short	The effects of strategic attributes on organizational performance in the banking sector of Pakistan
title_full	The effects of strategic attributes on organizational performance in the banking sector of Pakistan
title_fullStr	The effects of strategic attributes on organizational performance in the banking sector of Pakistan
title_full_unstemmed	The effects of strategic attributes on organizational performance in the banking sector of Pakistan
title_sort	effects of strategic attributes on organizational performance in the banking sector of pakistan
granting_institution	Universiti Utara Malaysia
granting_department	School of Business Management
publishDate	2018
url	https://etd.uum.edu.my/7386/1/s901076_01.pdf https://etd.uum.edu.my/7386/2/s901076_02.pdf
_version_	1747828211134234624
spelling	my-uum-etd.73862021-08-09T03:36:54Z The effects of strategic attributes on organizational performance in the banking sector of Pakistan 2018 Ahmed, Ammar Lebai Othman, Ismail School of Business Management School of Business Management HD58.7 Organizational Behavior. In recent times, there has been an increasing interest in the strategic attributes which aims to achieve the superior organizational performance that allows organizations, including the banks, to be competitive with time. Therefore, to achieve superior organizational performance and successful bank growth, the banks need to focus on their strategic attributes. The key strategic attributes include strategic orientation, organizational culture, organizational IMO, and organizational commitment. Drawing upon the resource-based view theory (RBV) and the social exchange theory (SET), this study examined the influence of these strategic attributes on organizational performance. Moreover, this study also examined the mediating effect of organizational commitment on the relationship between strategic orientation, organizational culture, organizational IMO and organizational performance. The data was collected from the 260 bank managers working in the branches of six-large banks of Pakistan. The results of PLS path modeling revealed the significant positive direct relationships between strategic orientation, organizational culture, organizational IMO and organizational commitment, and organizational performance. Similarly, the study also found significant positive direct relationships between strategic orientation and organizational culture, and organizational commitment. However, no significant relationship existed between organizational IMO and organizational commitment. Furthermore, the bootstrapping results revealed that organizational commitment mediated the relationships between strategic orientation, organizational culture, and organizational performance. In contrast, the study did not find any mediation of organizational commitment between organizational IMO and organizational performance relationship. In general, the findings showcased that organizational performance can be enhanced through the examined key strategic attributes of the study. Accordingly, the study has forwarded noteworthy claims regarding the mediating effect of organizational commitment on these variables. The study offers theoretical and practical contributions. This study also highlights the crucial role of these strategic attributes for performance improvement in the banking sector. Lastly, limitations and scope of further studies are also provided. 2018 Thesis https://etd.uum.edu.my/7386/ https://etd.uum.edu.my/7386/1/s901076_01.pdf text eng public https://etd.uum.edu.my/7386/2/s901076_02.pdf text eng public Ph.D. doctoral Universiti Utara Malaysia Abbas, Q., Hunjra, A., Azam, R., Ijaz, M., & Zahid, M. (2014). Financial performance of banks in Pakistan after Merger and Acquisition. Journal of Global Entrepreneurship Research, 4(1), 1-15. Retrieved from http://www.journaljger.com/content/4/1/13 Abdalkrim, G.M. (2013). The impact of strategic planning activities on private sector organizations performance in Sudan: an empirical research. International Journal of Business and Management, 8 (10), 134-143. Abdallah, W. M., & Alnamri, M. (2015). Non-financial performance measures and the BSC of multinational companies with multi-cultural environment: An empirical investigation. Cross Cultural Management, 22(4), 594-607. Abdullah, I., Omar, R., & Rashid, Y. (2013). 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