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El Hafyan, E.H., 2022. Understanding the barriers to successful strategy execution at OmanBank. DBA, Nottingham Trent University.
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Abstract
Research has shown that effective strategy execution is fundamental for organisational success and represents a competitive advantage. Nonetheless, most studies indicate that around 90% of organisations in the developed nations, mainly in the West, fail in strategy execution, thereby failing to attain the success and competitive advantage to which they aspire and that the underdeveloped and developing nations are under-researched. More worryingly, despite increased calls for more attention, research on strategy execution remains fragmented and lacks an overarching cohesive framework.
Therefore, the purpose of this study is to explore the barriers to strategy execution at OmanBank, a bank domiciled in the Sultanate of Oman, aiming to offer a fresh perspective on the subject from the context of a developing nation and thus fill a gap in the literature.
To achieve the said aim, the study deployed an interpretive methodology using semi-structured in-depth interviews to gather the views and insights of eight senior managers of OmanBank about the barriers to strategy execution at the bank, and the data were analysed using reflexive thematic analysis.
Interestingly, in a major departure from the barriers commonly cited across the literature, the key findings revealed by this study are three major and contextually-novel SE barriers at OmanBank. These are Omanisation (the nationalisation policy of Oman), 'Wasta' (nepotism/favouritism), and Omani Labour Law. This new barrier-trio, working collaboratively by reinforcing each other, has formed a chain of strategy execution blockages and framed and shaped the rest of the strategy execution barriers that inductively emerged from the data to hinder the strategic success of the bank.
The originality of these findings is that they did not feature elsewhere in the consulted literature as barriers to successful strategy execution; thus they have definitively answered the research question. The key implication for academicians and practitioners is that context is vital: future researchers may uncover other context-specific strategy execution barriers or relationships among barriers in non-Western, less-developed countries that are significantly under-researched while practitioners need to adjust their managerial and leadership practices based on the context.
| Item Type: | Thesis | ||||||||||||
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| Creators: | El Hafyan, E.H. | ||||||||||||
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| Date: | October 2022 | ||||||||||||
| Rights: | This work is the intellectual property of the author, El Hussein El Hafyan. You may copy up to 5% of this work for private study, or personal, non-commercial research. Any reuse of the information contained within this document should be fully referenced, quoting the author, title, university, degree level, and pagination. Queries or requests for any other use, or if a more substantial copy is required, should be directed to the owner of the Intellectual Property Rights via email: hafyan@gmail.com. | ||||||||||||
| Divisions: | Schools > Nottingham Business School | ||||||||||||
| Record created by: | Linda Sullivan | ||||||||||||
| Date Added: | 28 Nov 2023 10:52 | ||||||||||||
| Last Modified: | 28 Nov 2023 10:52 | ||||||||||||
| URI: | https://irep.ntu.ac.uk/id/eprint/50456 |
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