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The Impact of Strategic Planning on Non-profit Organizations
Performance Efficiency in Jordan and the Role of
Entrepreneurial Orientation
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ABSTRACT
The Impact of Strategic Planning on Non-Profit Organizations
Performance Efficiency in Jordan and the Role of Entrepreneurial
Orientation
Prepared by
Aseel Amin Ibrahim Al-Shaikhly
Supervisor
Prof. Mohammad AL- Nuiami
The study aims to investigate the impact of Strategic Planning on
Performance Efficiency of Non-Profit Organizations in Jordan , and the Role
of Entrepreneurial Orientation. The study sample population consist of six of
Non-profit Organizations in Jordan. The unit of sampling and analysis
included 139 of employees that are working with the 6 of Non-profit
Organizations in Jordan ,the total of 139 employees are programs directors ,
projects managers, and projects coordinators. A descriptive analytic and
causal method was used to achieve study objectives. A designed
questionnaire that consist of 37 items which reflected the study variables and
hypotheses were used as a main method to collect the study information ,
after testing and analyzing the study hypotheses, the results were as follows:
1. There is a significant impact of Strategic Planning (Environmental
Scanning Intensity, Planning Flexibility , Planning Horizon and Locua
of Planning) on Performance Efficiency of Non-profit Organizations
in Jordan at level (α ≤ 0.05).
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@
2. There is significant impact of Strategic Planning (Environmental
Scanning Intensity, Planning Flexibility, Planning Horizon and Locua
of Planning) on Analysis and Futurity Entrepreneurial Orientation in
Non-profit Organizations in Jordan at level (α ≤ 0.05).
3. There is a significant impact of Analysis and Futurity Entrepreneurial
Orientation on Performance Efficiency in Non-profit Organizations in
Jordan at level (α ≤ 0.05).
4. There is significant impact of Strategic Planning (Environmental
Scanning Intensity, Planning Flexibility, Planning Horizon and Locua
of Planning) on Performance Efficiency in Non-profit Organizations
in Jordan with exsisting of Analysis and Futurity Entrepreneurial
Orientation at level (α ≤ 0.05).
The study recommended to develop the mechanisms and set a clear
procedures to implement strategic planning outputs in the non-profit
organizations operating in Jordan, in order to integrate the efforts and
achieve the concepts of community development , as well as to keep up with
trends , development and respond to beneficiaries’ and partners’ needs in
order to get their satisfaction , the Non-profit organizations need to adapt
and apply with analytic and futurity entrepreneurial orientation concepts on
the ground , in order to achieve the desired results related to corporate
performance efficiency in long term, which reflects and translate the future
orientation of the funders according to the strategies of United Nations (UN)
Millennium Development Goals.
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J �����)Bhardwaj & Momaya, 2006( ��&��� " Role of Organizational
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F�jg ون, ا��م
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ا�9 ?���*
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11 و+n آ�� (2#G#�,9&b. ا�b&9#ت ا��ا�,
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12 و+n آ#2) ا�Ge�,9&b. ا`دارة ا�(��# 2)
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13 (2 0j&ا`دارة ا�� .Ge�,9&bا� n+و
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17 ,���(�* ا�b&9,ص�#f, ا& �ا�� .G#�
ا`� X#ر _�ح#ت ا���#ت ا��ا�, وآ2#, ا�9 ?���* م* ا��gم#ت ا�>�م,
18 (2 0j&9,� ��0 ا`دارة ا��&bا�>�#م ا�
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19 �, ا�b&9,�>�م ا`دارة ا�(��# 2) #+��
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22 مg��#ت أن�, ا��+#�, ا��g 9�,9&bم
وا�(��م#ت ا`دار�, و�����# fD�اض F�jg ا�
23 �� �� >��� أداء م�v?��# و ,9&bم ا��<� .دوري
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م(#��� � x�4g ا��ارد ا� ) ا�b&9,��ى 25 ��Dة ا�رات +�4#X ا�� y�)�
��0 إ��اء ا��را&#ت � ��� ا�b�,9&bآ� 26 ا�?C#ت ا���jب �Gم �#
<��9, �(� ا� !bX واح�ا م* ا�bش�ات ا�� 27 cر�# �,9&bا�
28 cX �,9&bا� ��� ا���#ه#ت ا�(#م, � إح �#�#ت ا�9 ?���* م* �Gم#��#
29 9,���e م g.ي ا�>�ارات 2) &bإ�0 ا�
,�	أ&��ب م#ذا ��ث (ا& �gام أ&��ب ا��� (,��X< 9#��# ا�و أ� #�)ر�# 2) ���� م
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(1) (2) (3) (4) (5) آ?#ءة أداء ا�!�,
30 � ��,9&bا� ,�#��>�#س &��, ا�& �g�� 9 ?��* وت ا�#C2 ,2#�� ,>�مم, ا�
ا� (#م��*
31 �)�,9&bا� \���#& �ار ��0 �
�#�9 ?���* م* �Gم#��# ,jX��ن#��# ا�#��
32 ���� وا3p 2) ا�#�2, ا�b&9,��ى
cء ��9ر ا�[>, وا���ء م#!� 0�� ا�9 ?��* و ا� (#م��*
33 k�� 9�,9&bا��� � م�ن �� �Z�ات
2) ا�ح �#�#ت ا� ��دة ��9 ?���*
34 2) ���2� ا���� ا�(!�ي ا�b&9�,9#ه�
و ا�#دي ��9 ?���* و �b&9#ت ا�� c ا��ن)
35 0)9�,9&bا� cم #��#+^� ���j �
#��� ,)�Xj� ا�b&9#ت ذات ا�(^+,
36 �� م9 � �#� (�ا�b&9,�>�م �ف و
��0 اح �#�#ت آC2 ,2##ت م (#م���#
37 � ��,9&bا� cار�, م���9#ت ا��#�
C2#ت ا�� y�) � c م�ى اه #م�# �A#م�* ا�b9و��, ا�� #��,