STRATEGIC MANAGEMENT PRACTICES AS A KEY DETERMINANT OF SUPERIOR NON-GOVERNMENTAL ORGANIZATIONS PERFORMANCE
Journal Title: Problems of Management in the 21st Century - Year 2016, Vol 11, Issue 2
Abstract
Based on a review of prior studies, this research seeks to enrich the management literature by examining and empirically testing the impact of each of the strategic management practices (environmental scanning, strategy formulation, strategy implementation, and strategy evaluation-monitoring) on fnancial and non-fnancial performance of non-governmental organizations (NGOs). A questionnaire was developed and validated to measure strategic management practices and NGOs fnancial and nonfnancial performance. Questionnaires were distributed to projects coordinators, programs offcers and administration offcers of seventy-nine international NGOs operating in the Palestinian Territories. 237 questionnaires were distributed and 160 questionnaires were returned and were usable for statistical analysis. The research results demonstrates that strategic management practices have positive impact not only on fnancial performance but on non-fnancial performance of these organizations. Moreover, the research recommends that NGOs rely on strategic management as a means to achieve high performance.
Authors and Affiliations
Mohammed Aboramadan, Elio Borgonovi
Keywords
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