The Influence of Dynamic Capabilities on Organisational Performance: An Empirical Study on Qatar’s Ministry of Finance

The Influence of Dynamic Capabilities on Organisational Performance: An Empirical Study on Qatar’s Ministry of Finance

Rima Younis Hasan Sabra Associate Professor of business Administartion

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Mohamed Sulaiman Alhamadi

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The Influence of Dynamic Capabilities on Organisational Performance: An Empirical Study on Qatar’s Ministry of Finance

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Abstract

This research aimed to explain the influence of dynamic capabilities on organisational performance in Qatar’s ministry of finance. The research population consisted of top management in which included (managers, vice manager, Department Manager, and Vice Department Manager) in Qatar’s ministry of finance. A complete census method used to collect data based on the small size of the population. Structural equation modelling (SEM) used to analyse data and test hypotheses. The research results indicated that there is a statistically significant influence of dynamic capabilities with their dimensions in which were (sensing, seizing, and reconfiguration) on organisational performance. Accordingly, the research is recommended managers and decision-makers in Qatar’s ministry of finance to motivate its employees to share knowledge between them and design appropriate training to enhance its employees’ abilities to identify external changes.

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Funding

No external funding was declared for this work.

Conflict of Interest

The authors declare no conflict of interest.

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No ethics committee approval was required for this article type.

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How to Cite This Article

Rima Younis Hasan Sabra. 2020. \u201cThe Influence of Dynamic Capabilities on Organisational Performance: An Empirical Study on Qatar’s Ministry of Finance\u201d. Global Journal of Management and Business Research - A: Administration & Management GJMBR-A Volume 20 (GJMBR Volume 20 Issue A2).

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GJMBR Volume 20 Issue A2

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Crossref Journal DOI 10.17406/GJMBR

Print ISSN 0975-5853

e-ISSN 2249-4588

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GJMBR-A Classification JEL Code: H54

Submission ReceivedDecember 10, 2019
Peer Review Double Blind
Handling Editor
Accepted January 3, 2020
Published January 15, 2020

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February 3, 2020

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