التوافق الاستراتيجي بين التوجهات والأنشطة المنشورة: دراسة تحليلية على مؤسسة ائتلاف أمان في فلسطين

Adeeb Salem Masoud Al-Agha

doi:10.64190/abj.1.1.2026.3

Adeeb Salem Masoud Al-Agha ⁽¹⁾

(1) Al-Aqsa University, Palestine, State of

https://doi.org/10.64190/abj.1.1.2026.3

Issue
Vol. 1, No. 1, January, 2026

Submitted
October 26, 2025

Accepted
November 3, 2025

Published
November 5, 2025

Keywords:

Declared Strategic Orientation, Strategic Alignment, Published Activities

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Abstract

This study aims to analyze the strategic alignment between the declared strategic orientation of the AMAN Coalition and its actually implemented activities. Four core dimensions were examined: innovation, leadership, beneficiary focus, and environmental responsiveness. The researcher employed a descriptive-analytical approach, using institutional content analysis of official publications and activities. The (Resource–Product–Market) model was applied to assess the Strategic Alignment Index (SAI).

The study focused on AMAN’s official documents published on its website as a reflection of its declared orientation. Findings indicate that AMAN translates its strategic orientation into highly aligned operational practices, with SAI scores ranging from 0.77 to 0.82 across all four dimensions. Innovation was demonstrated through digital oversight tools and investigative journalism; leadership was reflected in policy advocacy initiatives and reform papers; beneficiary focus emerged through community training and participatory forums; and environmental responsiveness was evident in the organization’s adaptability to national contexts.

The study concludes with several recommendations, including the enhancement of digital impact measurement tools, institutionalizing policy papers within structured legislative processes, developing an institutional framework for environmental responsiveness, and conducting regular assessments of stakeholder needs to strengthen organizational engagement. This research contributes a practical model for linking strategic orientation with institutional practice and supports the development of alignment metrics within the Palestinian civic oversight context.

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References

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Authors

Adeeb Salem Masoud Al-Agha

Al-Aqsa University , Palestine, State of

https://orcid.org/0000-0002-4209-3909

Al-Agha, A. S. M. (2025). Strategic Alignment Between Declared Orientations and Published Activities: An Analytical Study of AMAN Coalition in Palestine. Arado Business Journal, 1(1), 21–41. https://doi.org/10.64190/abj.1.1.2026.3

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Introduction

Civil oversight institutions are among the most prominent tools for enhancing transparency and accountability in contemporary societies, especially in environments facing complex political and economic challenges (Transparency International, 2023; UNDP, 2015). In the Palestinian context, the AMAN institution has emerged as one of the leading civil initiatives that seeks to establish concepts of integrity and combat corruption through independent oversight tools (AMAN Coalition, 2000).

This study addresses the experience of the AMAN institution as a civil oversight model in Palestinian society, aiming to analyze its strategic roles and its ability to influence public policies and enhance the culture of community accountability (ESCWA, 2021; World Bank, 2015).

The importance of this study stems from the need to understand the dynamics of oversight work in an environment characterized by institutional complexity, political pressures, and developmental challenges, where its results and recommendations can contribute to highlighting the importance of strategic alignment between the published strategic orientations and the actual activities, thus enhancing the principle of transparency and the seriousness of the published strategic discourse.

Theoretical Framework and Literature Review

Through the review of the theoretical framework of the study, the researcher aims to deepen the theoretical concepts of the study variables and their dimensions by conducting a thorough review of previous studies and deriving the necessary cognitive implications to build a wide cognitive momentum to establish a solid ground for building analytical models and reaching scientific conclusions that help answer the study’s questions and achieve its objectives.

The researcher defined the dimensions by building a matrix showing the presence of strategic dimensions in previous studies. For this purpose, the appearance of each dimension was traced within the eight adopted studies, in order to extract the most frequently recurring dimensions and justify their employment in analyzing the published activities of the AMAN Coalition.

Frequency Matrix of Strategic Dimensions

Table 1 indicates that the most frequently present dimensions in empirical and theoretical studies are: innovation, leadership, focus on beneficiaries, and environmental responsiveness.

Table 1.Frequency matrix of strategic dimensions by studies
Reference (Year)	Leadership	Innovation	Beneficiary Focus	Environmental Response	Technology	Competition	Values / Vision
Al-Dala’in (2017)	×	×	×	×	×	×	✔
Anekwe et al. (2020)	✔	✔	×	×	×	✔	×
Al-Jarjari (2021)	✔	✔	✔	✔	×	×	×
Al-Shammari & Al-Jubouri (2022)	✔	✔	✔	✔	×	×	×
Al-Sayed et al. (2023)	×	✔	✔	×	✔	✔	×
Abdul Wahab et al. (2024)	×	×	✔	×	✔	✔	×
Ajjawi et al. (2023)	×	×	×	✔ (implicitly)	×	×	×
Löffelholz et al. (2014)	×	×	×	✔ (implicitly)	×	×	×
Total frequency	3	4	4	3 (incl. implicit)	2	2	1

The researcher noticed that these dimensions are clearly reflected in the published activities of the AMAN Coalition within the following selected dimensions:

Innovation:manifested in digital community oversight tools and investigative journalism.
Leadership:evident in the presentation of position papers and calls for amendments to public policies.
Focus on Beneficiaries:clear in community training and accountability forums.
Environmental Responsiveness:reflected in the flexibility of institutional discourse according to national developments.

I. AMAN Coalition: An Overview

The AMAN Coalition was established in 2000 and is considered one of the leading Palestinian institutions specialized in combating corruption and promoting integrity in the management of public funds. In 2006, it joined Transparency International as an accredited branch, which enhanced its oversight position at both local and international levels. The institution has faced several challenges, including a lack of political will, stalled legislation, and ongoing occupation obstacles, yet it has demonstrated an active presence in Palestinian oversight performance.

The institution operates from a vision that believes in a corruption-free society, and its mission seeks to mobilize community efforts in favor of transparency and accountability, based on values such as justice, independence, and integrity. Its strategic objectives include establishing public oversight, holding officials accountable, building national partnerships, and developing reform tools. Among its achievements are the launch of the local integrity index, organizing a national accountability day, establishing an integrity school, granting oversight awards, and issuing critical reports on public budgets.

Given AMAN’s position and its vital role in protecting public funds and activating community oversight, studying it is an ethical response to addressing one of the most serious structural challenges facing the Palestinian people in their struggle for justice and institutional dignity.

From the above, we conclude that the AMAN Coalition represents a structural pillar in shaping Palestinian oversight awareness, embodying a vibrant community model that enhances the role of citizens in holding the executive authority accountable and establishes a culture of transparency and accountability as functional and societal values. In light of the complexities of the Palestinian environment and the reduction of official oversight paths, the existence of AMAN reflects a vital need to create a civil structure that monitors public funds and defends the right to knowledge and accountability.

II. The Concept of Strategic Orientation

Strategic orientation is defined as “the identification of the general direction in which the organization is moving, which expresses its future vision and guides its decisions towards achieving its long-term objectives by interacting with the external environment and efficiently employing internal resources” (Bani Hamad, 2022).

As Al-Ifad (2022) pointed out, strategic orientation is implicitly understood as a vital process through which the organization seeks to achieve its long-term goals by analyzing its internal and external environment, identifying strengths, weaknesses,

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Strategic Alignment Between Declared Orientations and Published Activities: An Analytical Study of AMAN Coalition in Palestine

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