STRATEGIC MANAGEMENT AND THE HEALTHCARE SECTOR IN ABU DHABI (SEHA): A THEORETICAL REVIEW
Abstract
The purpose of this study is to determine the strategic management and the healthcare sector in Abu Dhabi (SEHA) from the theoretical perspective. Although an empirical research is a way of gaining knowledge by means of direct and indirect observation or experience, however, this research will add on the understandings from the view of theoretical review as well. To execute that, a number of theories put forward, upon which the theoretical framework is premised; these are: the theoretical model of strategic planning in healthcare organizations, strategy content in strategic planning model (SPM), environment(s) in strategic planning model, mission in strategic planning model, human resources management (HRM) in strategic planning model etc. The theoretical review revealed that the available limited research lacks validation through empirical research. This has brought about new knowledge to the researchers which may be tested or contested due to country conditions being different to that of Abu Dhabi or laps of time has altered the findings as of a future date. Future researchers could identify emerging variables that may alter the significance of variables tested which may lead to completely new discoveries as to what contributes to the success of healthcare.
Article visualizations:
Keywords
References
Andrews, R., Boyne, G. A., and Walker, R. M. (2006). Strategy content and organizational performance: an empirical analysis, Public Administration Review, 66(1), 52-63.
Azam, S. M. F. and Moha Asri A., (2015).”Differential Roles between Owner and Manager in Financial Practice That Contributes to Business Success: An Analysis On Malaysian Small Business”, Accepted in European Journal of Social Sciences Education and Research for the upcoming volume.
Azam, S. M. F., Haque, A., Sarwar, A. and Anwar, N. (2014), “Training Program Effectiveness of Service Initiators: Measuring Perception of Female Employees of Bank Using Logistic Approach”, Asian Research Journal of Business Management, 1 (2): 98-108
Barman, E. A. (2002). Asserting difference: The strategic response of non-profit organizations to competition. Social Forces, 80(4), 1191-1222.
Blackmon, V. Y. (2008). Strategic planning and organizational performance: An investigation using the balanced scorecard in non-profit organizations. Ph.D. dissertation, Capella University, United States. Retrieved August 2011, from Dissertations and Theses: Full Text Database (Publication No. AAT 3311386).
Brian. H., Understanding Company Strategy: An Introduction to Analysis and Implementation. Cambridge, MA: Blackwell Publishers, Inc., 1996.
Brown, W. A. and Iverson, J. O. (2004). Exploring strategy and board structure in non-profit organizations, Non-profit and Voluntary Sector Quarterly, 33(3), 377-400.
Bryson, J.M., 2004, Strategic Planning for Public and Nonprofit organizations, 3rd ed. Jossey-Bass, San Francisco.
Cakar, F., Bititci, U., and MacBryde, J. (2003). A business process approach to human resource management. Business Process Management Journal, 9, (2), 190- 207.
Campbell and S. Yeung, (1998). “Brief Case: Mission, Vision, and Strategic Intent,” Long Range Planning, pp. 145–147;
Canary, Jr., H.W. (1992). Linking strategic plans with budgets. Government Finance Review, 8(2), 21-24.
Chandler, Alfred D., Jr. (1962), Strategy and Structure – Chapters in the History of the American Industrial Enterprise.
Chetkovich, C. & Frumkin, P., (2003). Balancing margin and mission nonprofit competition in charitable versus fee-based programs. Administration & Society, 35: 564-596.
Cooper, L.G. (2000). Strategic marketing planning for radically new products. Journal of Marketing, 64 (1), 1–15.
Floyd, S.W., and Wooldridge, B. (2000). Middle management involvement in strategy and its Strategic Management Journal, 13 (5): recognizing middle managers
Haque A., Sarwar, A., Azam, S. M. F. and Yasmin, F. (2014), “Total Quality Management Practices in the Islamic Banking Industry: Comparison between Bangladesh and Malaysian Islamic Bank”, International Journal of Ethics in Social Sciences, Vol. 2 No. 1, pp.5-18.
Haur, C. H., Khatibi, A. and Azam, S. M. F. (2017), “Antecedents of Consumers’ Perception towards Online Advertising in Malaysia: The Structure Equation Modeling Approach”, European Journal of Management and Marketing Studies, 2 (3): 15-30
Kaplan, R. (2001). Strategic performance measurement and management in non-profit organizations. Non-profit Management & Leadership, 11, 353-370.
Macpherson, M. (2001). Performance measurement in not-for-profit and public-sector organizations. Measuring Business Excellence, 5(2), 13-17.
Mosley, J. E., Maronick, M.P., & Katz, H. (2012). How organizational characteristics affect the adaptive tactics used by human service managers confronting financial uncertainty. Non-profit Management & Leadership, 22(3), 281-303.
Okumus, R. (2003). A framework to implement strategies in organizations, Management Decisions, 41(9), 871-882.
Rhodes, M. L., & Keogan, J. E. (2005). Strategic choice in the non-profit sector: Modeling the dimensions of strategy. Irish Journal of Management, 26(1), 122-135.
Tarofder, A. K. and Azam, S. M. F. and Jalal, A. N. (2017), “Operational or Strategic Benefits: Empirical Investigation of Internet Adoption in Supply Chain Management”, Management Research Review, 40 (1): 28-52
Tham, J., Yazid, M. S. A, Khatibi, A. A. and Azam, S. M. F. (2017), “Internet and Data Security – Understanding Customer Perception on Trusting Virtual Banking Security in Malaysia”, European Journal of Social Sciences Studies, 2 (7): 186-207
Weilemaker, M. and Flint, D. (2005). Why does HRM need to be strategic? A consideration of attempts to link human resources & Strategy, The Business Review, Cambridge, (3) 2, 259-265.
DOI: http://dx.doi.org/10.46827/ejmms.v0i0.301
Refbacks
- There are currently no refbacks.
Copyright (c) 2018 Salem Ali Nasser Abdulla Al Mansoori, Mohd Shukri Ab Yazid, Ali Khatibi, S. M. Ferdous Azam
This work is licensed under a Creative Commons Attribution 4.0 International License.
The research works published in this journal are free to be accessed. They can be shared (copied and redistributed in any medium or format) and\or adapted (remixed, transformed, and built upon the material for any purpose, commercially and\or not commercially) under the following terms: attribution (appropriate credit must be given indicating original authors, research work name and publication name mentioning if changes were made) and without adding additional restrictions (without restricting others from doing anything the actual license permits). Authors retain the full copyright of their published research works and cannot revoke these freedoms as long as the license terms are followed.
Copyright © 2017-2023. European Journal of Management and Marketing Studies (ISSN 2501 - 9988) is a registered trademark of Open Access Publishing Group. All rights reserved.
This journal is a serial publication uniquely identified by an International Standard Serial Number (ISSN) serial number certificate issued by Romanian National Library. All the research works are uniquely identified by a CrossRef DOI digital object identifier supplied by indexing and repository platforms. All the research works published on this journal are meeting the Open Access Publishing requirements and standards formulated by Budapest Open Access Initiative (2002), the Bethesda Statement on Open Access Publishing (2003) and Berlin Declaration on Open Access to Knowledge in the Sciences and Humanities (2003) and can be freely accessed, shared, modified, distributed and used in educational, commercial and non-commercial purposes under a Creative Commons Attribution 4.0 International License. Copyrights of the published research works are retained by authors.
