Implications of Applying Uncertainty Management on Strategic Planning under Economic, Social and Political Circumstances Case Study: Birzeit University

Abstract

The aim of the study was to examine how economic, social, and political conditions influence strategic planning at Birzeit University, employing the mixed-method design using questionnaires and interviews. The study sample consisted of 83 managers and supervisors from upper and middle management levels, drawn from a total population of 89 managers and supervisors. The findings revealed that the level of interest in the concept of strategic planning within Birzeit University’s administration was moderate (72.3%), which can be attributed to the administration’s emphasis on establishing and developing strong relationships with international scholarship programs and initiatives for the exchange of expertise. Moreover, the influences of administrative, economic, and technological conditions on strategic planning at Birzeit University were found to be moderate, too. This indicates that Birzeit University possesses effective administrative systems capable of supporting and implementing the strategic planning process; however, further development of institutional abilities, skills, and capacities in this area remains necessary. Similarly, the influence of the legislative and legal environment on strategic planning was found to be moderate (70.8%). Ultimately, no statistically significant differences were identified in respondents’ views regarding the implementation of uncertainty management in strategic planning under economic, social, and political conditions at Birzeit University based on gender, academic qualification, years of experience, or job title. Furthermore, the findings indicated that strategic planning in contexts characterized by political, economic, and social uncertainty is required as an adaptive approach in order to effectively cope with vague, indeterminate, and volatile conditions.