TY - JOUR
T1 - Organizational Resources and Performance
T2 - The Case of an Oil-Rich Country
AU - Elbanna, Said
AU - Abdel-Maksoud, Ahmed
N1 - Funding Information:
The authors are grateful for the two years research grant received from the National Research Foundation, United Arab Emirates [UAE-NRF#: RSA-1108-00788] which enabled this research study to be carried out. The authors thank the Editor, Professor Marc Holzer; Associate Editor, Professor Steven Van de Walle; and four anonymous reviewers for their constructive feedback. The authors also acknowledge the helpful comments received from participants of SMS and APMAA annual conferences on earlier drafts of this paper.
Publisher Copyright:
© 2019, © 2019 Taylor & Francis Group, LLC.
PY - 2020/5/3
Y1 - 2020/5/3
N2 - This study adopts the Resource-Based View (RBV) framework in investigating the relationships between the resources/capabilities of public organizations and their performance in an Arab oil-rich country, i.e. the United Arab Emirates (UAE). It concludes that the organizational financial and human resources and capabilities are found to influence organizational performance of the surveyed public organizations. An additional analysis shows that slack of resources, i.e. financial resources, is found to be the only significant organizational resource to influence corporate social performance. The findings of this study along with the interpretation of the RBV of organizational performance in the public sector reflect ‘practice variation’ and conclude that policy makers should deal with the fact that the current slack of resources in the UAE, as a major oil-producing country, may not last forever.
AB - This study adopts the Resource-Based View (RBV) framework in investigating the relationships between the resources/capabilities of public organizations and their performance in an Arab oil-rich country, i.e. the United Arab Emirates (UAE). It concludes that the organizational financial and human resources and capabilities are found to influence organizational performance of the surveyed public organizations. An additional analysis shows that slack of resources, i.e. financial resources, is found to be the only significant organizational resource to influence corporate social performance. The findings of this study along with the interpretation of the RBV of organizational performance in the public sector reflect ‘practice variation’ and conclude that policy makers should deal with the fact that the current slack of resources in the UAE, as a major oil-producing country, may not last forever.
KW - United Arab Emirates
KW - participation
KW - resource-based view
KW - slack
KW - strategic performance measurement systems
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U2 - 10.1080/15309576.2019.1660187
DO - 10.1080/15309576.2019.1660187
M3 - Article
AN - SCOPUS:85071980833
VL - 43
SP - 713
EP - 739
JO - Public Performance & Management Review
JF - Public Performance & Management Review
SN - 1530-9576
IS - 3
ER -