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Reem Lababidi

Diplômé DBA - 2016

Titre de thèse

The performance implications for enterprise firms in the UAE of the alignment between strategic planning process, organizational structure and environmental uncertainty


Jean Paul CASSAR

Dr. Reem Lababidi is currently running a business consultancy firm that provides competent strategist who are capable of developing innovative plans and activities designed to facilitate competitive growth in the international market. He has a rich international management experience having lived and work in the UK, Dubai, and Paris. Reem has served in several senior positions and advised clients from both the public and private sectors in a wide range of fields, but his core area of work is in strategy and business development.

The critical role of strategic planning has been well investigated and documented over several decades of strategic management research. But, although many researchers have attempted to understand the linkage between the particular variables of organizational structure, environmental uncertainty and their effect on the relationship of strategic planning to performance, they have generally concluded that their relationship remains complex, albeit closely linked. Purpose Notwithstanding this complexity, the present research seeks to explore the impact of the alignment between these variables on the performance of enterprises in the particular setting of the United Arab Emirates (U.A.E) and provides not only a contribution to the literature but also managerial applications, combined with suggestions and recommendations to strategists and senior management for supporting these applications as they formulate strategies for obtaining the required results from their own firms. Methodology A literature review was conducted to evaluate both the multiple aspects of contingency theory in the strategic planning performance interaction and the specific contextual variables deemed to be integral to the effectiveness of this relationship. Even though several researchers have investigated this managerial phenomenon, they have rarely addressed it in the context of the UAE. Moreover, the findings surrounding the causal strategic planning-performance relationship and the effect of the contextual variables in the literature are contradictory and inconclusive, triggering the interest of the present researcher in investigating this important managerial issue in this context. The relatively new trend towards strategic planning in the U.A.E firms is perceived as a move designed not only to assist executives to manage their environment more effectively but also to improve their understanding of the complex linkage between the inner and external contextual variables. This must underlie any effective process of formulating strategies aiming to enhance the competitiveness and improve the performance of UAE local enterprises. In order to investigate this topic, this study inclines towards a descriptive research design, with some exploratory parts. It adopts a quantitative methodological approach using multiple regression analysis in order to explain the variance in the dependent variable as a function of the simultaneous effects of the independent variables, Practical implication The managerial contributions and recommendations of this research are very important, because the UAE as a growing emerging economy with multicultural dynamic environment requires research in the field of strategic planning which originates in its own UAE context rather than relying on research from a Western context that might not be locally applicable. Hence, this research aims to help the top management in the UAE firms to formulate their strategies by critically evaluating