The managers' characteristics and their strategy development in the Palestinian NGOs

Abstract

PurposeThe purpose of this paper is to explore the role of managers in the strategic management process, particularly its application in non‐governmental organizations (NGOs).Design/methodology/approachThe study examines the relationship between managers’ demographic characteristics and the impact of strategic awareness on their part upon NGO performance. It is based on a recent empirical survey of NGOs located in the Gaza Strip (GS) in Palestine. Survey questionnaire supported by selected interviews and secondary data formed the main data collection instruments.FindingsThere is no disparity of opinion of the correspondence about the identification of NGOs manager's perceptions and attitudes toward developing and implementing effective strategies at significant level due to age, years of experience, level of education and gender. Moreover, it was discovered that the awareness of the managers plays an important part in the formulation and implementation of strategy in NGOs.Research limitations/implicationsThe findings of this first‐time study are specific to the NGO sector in the Gaza Strip, though there are a number of policy implications for other developing countries.Practical implicationsThe research has far reaching implications for selection, training and development of managers of NGOs, because of their significant role as strategists concerned with suitable allocation of resources, human and otherwise, to guide and improve strategic performance.Originality/valueThe original contribution is concerned with the managers’ awareness of the strategic management processes in Palestinian NGOs. It has a particular value for human resource management (HRM) decision processes towards recruitment, selection and management development of the managers.