Exploring the impact of strategic management practices on the organizational performance of NGOs in Brunei Darussalam / Syukriah binti Haji abd Kadir Jailani

Submitted in fulfilment of the requirements for the degree of Doctor of Philosophy.

ABSTRACT
Non-governmental organizations (NGOs) serve as pivotal agents in the field of international development, providing critical services to marginalized communities and acting as catalysts for policy reform. The main objective of this research was to investigate the impact of strategic management practices on the organizational performance of non-governmental organizations (NGOs) in Negara Brunei Darussalam. The research problem present research focused on investigating the impact of strategy formulation, strategic implementation, and strategic evaluation on the organizational performance of non-governmental organizations (NGOs) in Negara Brunei Darussalam. Despite their growing significance, there exists a notable paucity of empirical research examining the application of strategic management practices within NGOs, particularly in developing country contexts characterized by heightened uncertainty and operational complexity. This study seeks to address this knowledge gap by investigating the influence of strategy formulation, strategic implementation, and strategic evaluation on the organizational performance of NGOs in Negara Brunei Darussalam. Furthermore, it explores the moderating role of total quality management (TQM) in these relationships. Anchored in resource-based theory, contingency theory, and strategic fit theory, this research adopts a positivist philosophical stance and employs a descriptive research design. Utilizing random sampling techniques, data were collected from 309 NGOs, yielding 242 usable responses.
Quantitative data analysis was conducted using descriptive statistics, including measures of central tendency and dispersion, to examine the relationships among key variables. The empirical findings demonstrate that strategy formulation and strategic implementation exert a positive and statistically significant impact on organizational performance. Conversely, strategic evaluation was found to have no significant effect. Additionally, the moderating influence of total quality management on the relationship between strategic management practices and organizational performance was not supported. This research makes several significant contributions to the body of knowledge on strategic management in non-profit organizations. Theoretically, it extends existing frameworks by contextualizing strategic management within NGOs operating in developing economies. Practically, it provides actionable insights for NGO practitioners, emphasizing the necessity of prioritizing strategic formulation and implementation to enhance organizational performance. The study ultimately
underscores the critical importance of adaptive strategic pratices in enabling NGOs to maintain efficacy and sustainability amidst an increasingly volatile operational landscape.

Keywords: Strategic Management Practices, Strategic Formulation, Strategic Implementation, Strategic Evaluation, Total Quality Management, Organizational Performance, Non-Government Organizational.

Dissertations (Doctor of Philosophy) - Universiti Teknologi Brunei (2024)

Includes appendix