All Stories

  1. GCC workforce nationalization: what factors contribute to the comprehensive implementation of Qatarization practices?
  2. Foreign market involvement, entry-mode learning potential and SME internationalization outcomes
  3. Restructuring the health education cluster in a public university
  4. Development of Gulf Cooperation Council human resources: an evidence-based review of workforce nationalization
  5. Education and employment reforms toward developing human capital: the case of Qatar
  6. The COVID-19 pandemic and the case of Little Birds Kindergarten in Qatar: strategic challenges and the role of leadership
  7. Policy and practical implications for workforce nationalization in the Gulf Cooperation Council (GCC) countries
  8. The harder firms practice strategic management, the better they are
  9. A Literature Review of the Strategic Decision-Making Context: A Synthesis of Previous Mixed Findings and an Agenda for the Way Forward
  10. Contextualizing Internationalization Decision‐making Research in SMEs: Towards an Integration of Existing Studies
  11. Organizational Resources and Performance: The Case of an Oil-Rich Country
  12. Role of board environmental orientation in improving US firms’ carbon performance
  13. The mediating role of alliances in the international market orientation-performance relationship of smes
  14. A multidimensional perspective of SME internationalization speed: The influence of entrepreneurial characteristics
  15. Leveraging “Green” Human Resource Practices to Enable Environmental and Organizational Performance: Evidence from the Qatari Oil and Gas Industry
  16. The constructive aspect of political behavior in strategic decision-making: The role of diversity
  17. Revisiting the relationship between formal planning process and planning effectiveness
  18. Do different marketing practices pre-suppose different frames of reference? An exploratory study
  19. Creativity and propitiousness in strategic decision making
  20. The influence of conflict and intuition on explorative new products and performance in SMEs
  21. SME international business models: The role of context and experience
  22. Arab Management Research: A Critical Review and a Research Agenda
  23. A Triangulation Study to Assess the Perceived City Image in the Arab Middle East Context: The Case of Al-Ain in the UAE
  24. Investigating relationships between stakeholders’ pressure, eco-control systems and hotel performance
  25. Relationships between strategic performance measures, strategic decision-making, and organizational performance: empirical evidence from Canadian public organizations
  26. Managers' autonomy, strategic control, organizational politics and strategic planning effectiveness: An empirical investigation into missing links in the hotel sector
  27. An Analysis of the Comprehensive Implementation of Strategic Plans in Emerging Economies: The United Arab Emirates as a Case Study
  28. The role of context in intuitive decision-making
  29. An empirical study of intuition and its context
  30. The use of performance information in strategic decision making in public organizations
  31. Measuring hotel performance using the balanced scorecard: A theoretical construct development and its empirical validation
  32. Intuition in project management and missing links: Analyzing the predicating effects of environment and the mediating role of reflexivity
  33. Strategic Planning and Implementation Success in Public Service Organizations: Evidence from Canada
  34. The mediating role of the extensiveness of strategic planning on the relationship between slack resources and organizational performance
  35. Do environment and intuition matter in the relationship between decision politics and success?
  36. An Exploratory Study of the Determinants of the Quality of Strategic Decision Implementation in Turkish Industrial Firms
  37. Understanding how the contextual variables influence political behaviour in strategic decision-making
  38. Positive Politics and Strategic Decision Making Outcomes: The Moderating Role of Context
  39. The practice of Strategic Management in the United Arab Emirates
  40. Intuition in Strategic Decision-making
  41. The Constructive Aspect of Political Behavior in Strategic Decision Making
  42. Antecedents and Consequences of Political Behavior in New Product Development Teams
  43. Slack, planning and organizational performance
  44. Egyptian Managers’ Perception of Conflict in Strategic Decision Making
  45. Investigating the phenomenon of earnings management in the Egyptian stock market
  46. Slack, Planning and Organizational Performance
  47. Miller's environmental uncertainty scale: an extension to the Arab world
  48. Antecedents of Team Intuition and Its Impact on the Success of New Product Development Projects
  49. Conflict in strategic decision making: do the setting and environment matter?
  50. Strategic planning in the United Arab Emirates
  51. Assessing the perceptions of the quality of reported earnings in Egypt
  52. The impact of affective conflict on firm performance
  53. How much does performance matter in strategic decision making?
  54. Determinants of strategic planning effectiveness: extension of earlier work
  55. Do Egyptian Managers Differentiate between Task and Personal Conflicts?
  56. Planning and participation as determinants of strategic planning effectiveness
  57. The relationships between the characteristics of the strategy process: evidence from Egypt
  58. strategic planning
  59. The Influence of Decision, Environmental and Firm Characteristics on the Rationality of Strategic Decision‐Making*
  60. Influences on strategic decision effectiveness: Development and test of an integrative model
  61. Strategic decision‐making: Process perspectives