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

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  • Said Elbanna

Abstract

This study presents the first substantial exploration of the processes and impacts of strategic management in the public sector of the United Arab Emirates (UAE). It is designed to survey the way in which public organizations formulate, implement, and evaluate their strategic plans, and to identify which particular strategic management elements are most closely related to their perceived impacts. Based on an analysis of 172 usable questionnaires from 67 organizations, the results show that the practice of strategic management has become regular and standard and can be considered the centerpiece of the public management reform in UAE public organizations over the last few years. Moreover, there is relatively high awareness of strategic planning tools and the balanced scorecard is used as the framework for strategic planning by both federal and local organizations. The study also shows that there is very little variation in the practice of strategic management between federal and local organizations and the impacts of this practice are largely beneficial. The implications of these results for practitioners and public management research are discussed.

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  • Said Elbanna, 2013. "Processes and Impacts of Strategic Management: Evidence From the Public Sector in the United Arab Emirates," International Journal of Public Administration, Taylor & Francis Journals, vol. 36(6), pages 426-439.
    • Handle: RePEc:taf:lpadxx:v:36:y:2013:i:6:p:426-439
    DOI: 10.1080/01900692.2013.772629
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