DRIVERS AFFECTING THE SUCCESSFUL IMPLEMENTATION OF ORGANIZATIONAL STRATEGIES: THE CASE OF THE OIL & GAS INDUSTRY IN QATAR

Abstract

The oil and gas industry in Qatar stands out as one of the world's most prosperous sectors. This success comes from the excellent decision-making and practical implementations accumulated over the years. A literature review underscores the need for further exploration and consideration of the factors influencing organizational strategy implementation within this sector. This research discusses the factors affecting successful strategy implementation in Qatar's oil and gas industry and sheds light on the interplay among these elements. Factors are organizational culture, risk management, achievable goals, employee engagement, knowledge management, leadership support, and resource allocation. To assess the hypothesis of the relationship among factors, a quantitative research approach was employed involving a Likert scale questionnaire distributed to employees currently working in organizations within the oil and gas sector in Qatar where 292 participants were selected for the survey, ranging from top, middle, and first-line managers and employees. Data collected were analysed using the SPSS. Results revealed that organizational culture, risk management, achievable goals, and employee engagement exhibit significant and direct relationships with successful strategy implementation. In contrast, the remaining variables, leadership support, knowledge management, and resource allocation were identified as indirect influencers on successful strategy implementation, operating through mediators.