Abstract

Under the pressure to improve strategy implementation effectiveness and organizational performance, several government officials look for new tools and methods to have greater public organizational performance. By improving the public organizations' performance, public value and citizens trust in government will be improved. Saudi Arabia is a country in Western Asia and one of the Middle East countries which depends on its natural resources (i.e. oil and gas production) as the primary source of income (Such countries are named rentier states). However, Saudi Arabia was trying to reduce its dependence on oil and to have a diverse set of products that feed its income since the ’70s of the last century. This notion has been injected by Saudi government officials into their national strategies (i.e. 5- year national development plans). However, several contemporary analyses show that Saudi still depends on oil as the primary source of income, which means that its national strategies implementation is not achieving its foremost objectives. Not achieving the strategic objectives keep the organisational performance low which accumulatively will have an impact on the whole government and the country’s economy. Based on a sample from Saudi public organisations, the research describes the strategy implementation dynamics and issues along with the drivers that have an impact on implementing effectiveness that leads to the organisational performance improvements in which -at the end- will lead to improvements in the economic performance of the country. One of the key findings of the research indicates that having a coordinated body for the strategy implementation activities across the organisation is the first ranked driver for having successful strategy implementation.