STRATEGIC MANAGEMENT PRACTICES AS A KEY DETERMINANT OF SUPERIOR NON-GOVERNMENTAL ORGANIZATIONS PERFORMANCE | Problems of Management in the 21st Century

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STRATEGIC MANAGEMENT PRACTICES AS A KEY DETERMINANT OF SUPERIOR NON-GOVERNMENTAL ORGANIZATIONS PERFORMANCE

Title	STRATEGIC MANAGEMENT PRACTICES AS A KEY DETERMINANT OF SUPERIOR NON-GOVERNMENTAL ORGANIZATIONS PERFORMANCE
Publication Type	Journal Article
Year of Publication	2016
Authors	Aboramadan, M, Borgonovi, E
Journal	Problems of Management in the 21st Century
Volume	11
Issue	2
Start Page	71-92
Pagination	Continuous
Date Published	December/2016
Type of Article	Original article
ISSN	2029-6932
Other Numbers	ICID: 1226516
Keywords	financial performance, non-financial performance, Non-Governmental Organizations, strategic management practices
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 financial and non-financial performance of non-governmental organizations (NGOs). A questionnaire was developed and validated to measure strategic management practices and NGOs financial and non-financial performance. Questionnaires were distributed to projects coordinators, programs officers and administration officers 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 financial performance but on non-financial performance of these organizations. Moreover, the research recommends that NGOs rely on strategic management as a means to achieve high performance.
URL	http://oaji.net/articles/2016/450-1482086041.pdf
DOI	10.33225/pmc/16.11.71
Refereed Designation	Refereed
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