أثر التنفيذ الاستراتيجي في الأداء المؤسسي في جامعة القدس المفتوحة

Fatina "Mohamed Fathi" Madi; Shibli Ismail Al-Suwaiti

doi:10.64190/abj.1.1.2026.4

Fatina "Mohamed Fathi" Madi ⁽¹⁾ , Shibli Ismail Al-Suwaiti ⁽¹⁾

(1) Al-Quds Open University, Palestine, State of

https://doi.org/10.64190/abj.1.1.2026.4

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

Submitted
October 27, 2025

Accepted
November 11, 2025

Published
November 11, 2025

Keywords:

Strategic implementation, institutional performance, Al-Quds Open University

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Abstract

The study aimed to identify the impact of strategic implementation on institutional performance at Al-Quds Open University. To achieve this goal, the researchers used a descriptive approach due to its suitability for the nature of the study. They constructed a questionnaire that was distributed to a sample of 126 employees at Al-Quds Open University in the northern governorates, starting from the position of division head and above. The data were analyzed using the Statistical Package for the Social Sciences (SPSS).

The study found that strategic implementation at Al-Quds Open University was at a high level overall, with elements such as organizational culture, programs and projects, organizational structure, work procedures, and availability of financial resources. The results showed that the “level of institutional performance” in its various areas (efficiency, effectiveness, responsiveness, and beneficiary satisfaction) at the university was also high. The results of the study also showed a statistically significant impact of strategic implementation on institutional performance at Al-Quds Open University.

In light of the study's results, the researchers recommended the need to provide financial resources and budgets in a manner that ensures the implementation of the university's approved strategies, and that the university administration, before appointing any new staff, should take stock of the human resources available to it within the university in order to benefit from the competencies available at the university, thereby helping the university to implement its strategic requirements.

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References

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Authors

Fatina "Mohamed Fathi" Madi

Al-Quds Open University, Palestine, State of

https://orcid.org/0009-0000-8895-106X

Shibli Ismail Al-Suwaiti

Al-Quds Open University, Palestine, State of

https://orcid.org/0009-0001-1595-7126

Madi, F. "Mohamed F., & Al-Suwaiti, S. I. (2025). The Impact of Strategic Implementation on Institutional Performance at Al-Quds Open University. Arado Business Journal, 1(1), 125–154. https://doi.org/10.64190/abj.1.1.2026.4

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This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.

Introduction

In light of the dynamic, rapid, and continuous changes facing global institutions—particularly higher education institutions—it has become necessary for these institutions to move forward in implementing their strategic plans according to planned timelines, programs, and budgets, and in an effective manner to ensure the achievement of their goals and competitiveness, thereby improving and enhancing their institutional performance.

Strategic planning plays the role of a compass that guides the work of institutions and defines the correct direction they should take through strategic analysis of their internal and external environments to determine the strategic position, select the most appropriate strategic alternative from among available options, and subsequently prepare functional-level plans that contribute to implementing the strategic plan. The role of strategic implementation then follows, supported by strategic control, review, and audit tools to determine whether the strategy has been properly implemented in institutions (Daoud, 2020).

The strategic implementation phase is a difficult, challenging, and ongoing process. It is a vital process that involves translating strategic goals into tangible reality, focusing on turning the strategy—with its vision, mission, and defined objectives—into concrete outcomes that help achieve and improve the institution’s overall institutional performance to the fullest. Strategic implementation is challenging because it is the true, real-world measure of success; many experienced managers in strategy formulation and implementation have affirmed that developing a sound strategy is far easier than implementing it (Nasser Eddin, 2022).

Given that Al-Quds Open University operates in a dynamic environment characterized by complexity, rapid change, and ongoing development—like other universities and higher education institutions in Palestine—it has become essential to implement its strategic plans optimally to achieve its objectives and improve its institutional performance. From this standpoint, this study explores the role of strategic implementation in improving institutional performance at the university.

Theoretical Framework and Previous Studies

Definition of Strategic Implementation

Strategic implementation is “a series of interrelated activities that encompass the requirements of the chosen strategy” (Broekhuizen et al., 2018: 557). Accordingly, in the researchers’ view, strategic implementation at Al-Quds Open University means translating the orientations and goals in the strategic plan into the tasks required through mechanisms executed based on activities derived from the vision and involving all university departments by defining and assigning the tasks they are responsible for executing.

Dimensions of Strategic Implementation

The dimensions of strategic implementation focus on a set of interrelated activities and actions carried out to put the strategy into effect through operational programs, budgets, and procedures. These activities include:

Availability of financial and material resources:focusing on how to obtain funds from various sources and how to invest and spend them to reap the greatest benefit from that investment (Al-Ghunaim, 2022).
Human resources:human resources planning serves multiple goals for the individual, the organization, and society. At the individual level, the principle of “the right person in the right place” can be achieved. At the organizational level, internal fit is achieved by avoiding shortages or surpluses of human resources. At the societal level, optimal and proper use of human resources within organizations contributes to achieving the best use of human resources overall (Massaoud & Barakat, 2018).
Work procedures:when an organization selects a strategy, it may need to change its organizational structure, policies, and administrative systems; thus, it must be ready and able to make the required changes and plan for their implementation. For strategy choice to be effective, implementation must proceed hand in hand so that work procedures are clear and allocated among individuals according to their specializations, qualifications, and capabilities (Al-Maqoushi, 2023).
Organizational structure:here, one asks whether the organization conducts its activities at costs commensurate with the outputs of its organizational structure; whether the outputs of activities and programs fit the size of the workforce; and whether activities and programs are implemented within the allotted and sufficient time (Mansour, 2020).
Organizational culture:before commencing strategic implementation, it is necessary to establish an aware, informed, and activated culture at all organizational levels (Agaba et al., 2023).
Programs and projects:programs and projects used in strategic implementation pass through several phases: detailed project planning, project execution, and project closure with a final review of overall project success (El-Sayed et al., 2023).

Barriers to Strategic Implementation

Bou Zaid (2020) indicated numerous barriers to strategic implementation, foremost among them administrative barriers, such as centralization and a lack of attention by top management to delegating authority to employees; unclear or overlapping responsibilities among units charged with task execution; and weak coordination among units within the organization, reflected in poor use of management information systems and weakened monitoring and follow-up. Aichaoi (2021) added environmental barriers—reliance on traditional decision-making methods, favoritism, and personal relationships—as well as professional barriers such as lack of competent leadership cadres, inadequate education, and insufficient administrative training.

Institutional Performance

El-Nakeeb (2022) defined institutional performance as “the resultant of the performance of the organizational units and individuals belonging to the organization, and the interactive reciprocal relations between the organization and its surrounding environment, in a way that reflects the positive role of how the institution uses its material and human resources and invests them effectively and efficiently to achieve its goals as intended.” The researchers define institutional performance as the outputs the organization seeks to achieve, reflecting goals, activities, and means necessary to achieve them. Thus, institutional performance is the link between activities and the objectives the organization strives to accomplish through the tasks carried out by employees.

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The Impact of Strategic Implementation on Institutional Performance at Al-Quds Open University

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