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dc.contributor.advisorSuresh Renukappa
dc.contributor.authorAl Meraikhi, Hamda
dc.date.accessioned2021-05-05T08:49:04Z
dc.date.available2021-05-05T08:49:04Z
dc.date.issued2021-04
dc.identifier.urihttp://hdl.handle.net/2436/624051
dc.descriptionA thesis submitted in partial fulfilment of the requirements of the University of Wolverhampton for the degree of Doctor of Philosophy.en
dc.description.abstractWith the increasing importance given to sustainable development nowadays, countries around the world are shifting their focus and efforts to changing the previous unsustainable growth framework that has been ineffective. Therefore, Qatar, following in the footsteps of the rest of the world, decided to introduce a sustainability plan to ensure the population’s prosperity through its Qatar National Vision 2030 (QNV 2030). However, little is known about how Qatar organisations are responding to this encouragement. The aim of this research is to investigate how Qatar public sector organisations are embedding smart and sustainable strategies in order to achieve the QNV 2030. Given the relatively new and unexplored nature of the research problem, a qualitative research method was adopted to collect and analyse data. Semi-structured interviews with 56 professionals were used to collect data which was then analysed using content analysis for inference and conclusion. The study concluded that smart and sustainable issues are complex, dynamic, and multifaceted. A complex mix of government, economic, social and environmental forces drives Qatar organisations to implement smart and sustainable strategies. Overall, the outlook for improved sustainable strategies efforts from the state of Qatar looks quite promising at present. Qatar organisations face significant challenges in taking the first steps towards implementing smart and sustainable strategies. To improve smart and sustainable performance, therefore, leaders have to recognise and better understand the concept of smart development and sustainability. The current study results suggest that, to meet the goals of the QNV2030, the implementation of healthcare strategies is still evolving in the State of Qatar. Therefore, there is a need to re-examine the National Health Strategy to Qatar’s health challenges, aligned to a global shift in thinking towards population health and smarter and more integrated care. The scarcity of knowledge and expertise associated with sustainable strategies is, and will continue to be, a huge challenge for Qatar public sector organisations. Therefore, training programmes related to the management of smart and sustainable related knowledge will help leaders, managers, and change agents better understand how to craft and implement various smart and sustainable strategies to achieve QNV 2030. An innovative business model for the integration of smart and sustainable strategies into day-to-day operational decisions was developed and validated. This model is intended to offer guidance for the successful implementation of smart and sustainable strategies to simultaneously improve environmental, social and economic performance. It is recommended to explore the level of embeddedness of smart and sustainable strategies in the public sector between developed and developing countries.en
dc.description.sponsorshipThe Amiri Diwan of the State of Qatar.en
dc.formatapplication/pdfen
dc.language.isoenen
dc.publisherUniversity of Wolverhamptonen
dc.rightsAttribution-NonCommercial-NoDerivatives 4.0 International*
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/4.0/*
dc.subjectQataren
dc.subjectsmarten
dc.subjectsustainableen
dc.subjectQNV2030en
dc.subjectsustainable developmenten
dc.subjectsmart citiesen
dc.subjectstrategiesen
dc.subjectdriversen
dc.subjectchallengesen
dc.titleAdoption of smart and sustainable strategies in the State of Qataren
dc.typeThesis or dissertationen
dc.type.qualificationnamePhD
dc.type.qualificationlevelDoctoral
refterms.dateFOA2021-05-05T08:49:05Z


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