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Implementation of Strategic Management Practices in Healthcare Sector in Saudi Arabia

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  • Munirah Alomran

    (School of Management, Faculty of Business, Government & Law, University of Canberra, Canberra, Australia)

Abstract

The world is experiencing a rapid economic and technical transformation that has not been experienced in decades. As a result, there is an increasing need for strategic management practices in both the public and private sectors. Strategic management is a tool that is used by top management levels in continuously planning, monitoring, analysing and assessing steps necessary to achieve the goals of the organization. In Saudi Arabia healthcare organizations play an important role in the development process, therefore, the use of modern management strategies is a necessity in healthcare organizations in Saudi Arabia to be able to meet set targets and coping with an ever-dynamic environment. The objectives of this study was to investigate the current level of adopting strategic management practices by healthcare organizations in Saudi Arabia, and to explore the barriers to their implementation based on the opinion of the top management. However, to achieve the objectives of the study questionnaire was used as the method to collect views of senior management in eight healthcare organizations (four public and four private healthcare organizations). The research adopted a positivism research philosophy approach that helped in data collection and analysis. The research strategy and design was survey that used the self-administered questionnaire. This strategy helped get the necessary information and data for this research from the top management people. It also focused on the mono-method research choice that involved collection of quantitative data. Lastly, the research adopted exploratory and descriptive research data analysis approaches. The theoretical foundation of this research found out that there is a dire need for strategic management practices in both public and private healthcare sector in Saudi Arabia. The results showed that six out of eight healthcare organizations (two public and four private) have already adopted and implemented strategic management approaches. The results revealed that the main reasons behind clinging on the old management practice are (1) fear of change (2) weakness of understanding the strategic concept (3) insufficient capabilities of employees (4) unwillingness to change. Practically, these research findings helped in the development of a framework that helped gain a deeper understanding of the link between implementation of strategic management practices and the success of the healthcare sector in Saudi Arabia. The last section of the research is the discussion and conclusion urging organizations to be cautious while adopting strategic management by continuously training both top managers and members of staff to ensure the strategy is purposefully implemented.

Suggested Citation

  • Munirah Alomran, 2019. "Implementation of Strategic Management Practices in Healthcare Sector in Saudi Arabia," International Journal of Business and Administrative Studies, Professor Dr. Bahaudin G. Mujtaba, vol. 5(3), pages 131-144.
    • Handle: RePEc:apa:ijbaas:2019:p:131-144
    DOI: 10.20469/ijbas.5.10003-3
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    References listed on IDEAS

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    1. David Cowan, 2018. "The Coming Economic Implosion of Saudi Arabia," Springer Books, Springer, number 978-3-319-74709-5, June.
    2. Rhys Andrews & George A. Boyne & Jennifer Law & Richard M. Walker, 2009. "Strategy Formulation, Strategy Content and Performance," Public Management Review, Taylor & Francis Journals, vol. 11(1), pages 1-22, January.
    3. Luke van der Laan & Janson Yap, 2016. "Foresight & Strategy in the Asia Pacific Region," Management for Professionals, Springer, edition 1, number 978-981-287-597-6, December.
    4. Manuela Varsani, 2018. "Concept for Strategic Management and Innovation: Perspective of Balance Theory," International Journal of Business and Administrative Studies, Professor Dr. Bahaudin G. Mujtaba, vol. 4(3), pages 93-104.
    Full references (including those not matched with items on IDEAS)

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