Use this URL to cite or link to this record in EThOS: http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.490641
Title: A study of the implementation stage of strategic decisions in the banking sector in Jordan
Author: Obeidat, Bader Yousef
ISNI:       0000 0001 3454 7977
Awarding Body: Durham University
Current Institution: Durham University
Date of Award: 2008
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Abstract:
Implementation is the most important stage in the strategic decision making process (Taslak, 2004; McNeilly, 2002). However, many of the previous studies on implementation have focused on the first stage of the strategic decision making process. Furthermore, these studies have only been conducted in Anglo-Saxon countries. Therefore, the question was raised whether the implementation process and the factors affecting its outcome within banks in Jordan are different to those in organisations which operate in Anglo-Saxon countries. Consequently, more research is needed into the implementation stage as opposed to the decision making stage and the need was perceived to investigate the implementation process in organisations operating'in different countries. This thesis is one of the first studies to investigate the nature of the implementation process of strategic decisions outside Europe and North America. It is applied to three banks in Jordan and investigates the criteria used in these banks to measure the outcome of the implementation process. It also explores the factors which may affect this outcome either positively or negatively. A qualitative approach was followed in this thesis. Twelve strategic decision case studies were studied and fifty-eight semi-structured interviews, observation, and documentation research were conducted to collect the data of this study. Data analysis revealed that managers within banks in Jordan partially hold the same definition of implementation as managers from Anglo-Saxon countries. Six criteria, one of which had not been identified in the prior research, are used to measure the outcome of the implementation process. Four factors are used to explain the nature of this process, whilst nine factors are deemed to affect the outcome of the implementation of strategic decisions. Two out of the four factors used to explain the implementation process are new to this area of research and to our knowledge have not been investigated in any existing studies.
Supervisor: Not available Sponsor: Not available
Qualification Name: Thesis (Ph.D.) Qualification Level: Doctoral
EThOS ID: uk.bl.ethos.490641  DOI: Not available
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