Managers of NGOs and strategic Management: The case of Gaza Strip Research Background

The study will be principally concerned with thinking strategically and practicing strategic management and its impact on the performance particularly on NGOs in Gaza Strip. Many writers (Bowman and Asch, 1987; Byars, 1991; Rowe et al, 1994; Pitts and lei, 1996; Thompson and Strickland,1999; Pearce and Robinson, 2000; Joyce and woods, 2001; Hunger and Wheelen, 2001; Hitt et al, 2001; Analoui and Karami, 2003; Harrison, 2003;) agreed that thinking strategically and practicing strategic management have positive effects on the organizations’ performance. Recently, a study of strategic management and challenges that are facing the NGOs in the UK by Aston University (Lubelska 1996) suggests that managers of NGOs are running their organizations as business and public bodies (Cited from Courtney, 2002). However, Lindenberg (2001) warns that bankruptcy and irrelevance are the most likely factors that will end the NGOs that do not reform themselves to achieve superior influence, efficiency, and accountability particularly in a gradually more global competitive environment.