Abstract:
This study investigates the impact of strategic management practices on
organizational performance in Palestinian banks. The research objectives included
assessing the influence of environmental scanning, strategy formulation, strategic
implementation, and strategic evaluation on organizational performance, as well as
measuring employees' opinions regarding these practices. A quantitative research
design was employed, with data collected through questionnaires from a sample of 340
employees in Palestinian banks. The data was analysed using descriptive statistics,
measurement model analysis, and structural model analysis. The results revealed
significant and positive relationships between all strategic management practices and
organizational performance, with strategic evaluation having the strongest influence.
The findings also indicated that employees' perceptions of these practices were
moderate to high, suggesting room for improvement. The theoretical contribution of
this study lies in its exploration of strategic management practices in Palestinian banks,
which can help to expand the understanding of these practices in a unique context.
Practically, the study provides valuable insights for bank managers and policymakers
to enhance their strategic management processes, ultimately improving organizational
performance. Limitations of the study include its cross-sectional design, reliance on
self-reported data, and potential cultural differences within the Palestinian context.
Future research is recommended to explore the impact of other factors on
organizational performance, conduct longitudinal studies, and investigate the
moderating effects of contextual variables.
