You are here

Saleh Ali Alhumaidan

DBA Graduate - 2016

Thesis title

How does Strategic Renewal Occur in a Highly Regulated but Stable Environment over Time? What are the Drivers of the Strategic Renewal Process for Incumbent Newspaper Companies in Saudi Arabia?

Supervisor(s)

Valerie Sabatier

Dr. Saleh Ali Alhumaidan received a Doctorate in Business Administration from Grenoble Ecole de
Management, France, in April 2016. During his professional and academic careers, which have spanned over 30 years, he has held senior executive positions in a number of organizations, including media, business, and human resources and manpower, and he has taught at a university. During his long career, Dr. Al-Humaidan has presented multiple papers and chaired several local and international.

Purpose The purpose of this research study is to investigate the environmental forces (drivers) that drive the strategic renewal processes in three major newspaper publishing companies in Saudi Arabia. Design/Methodology/Approach A multiple case study design was used to study the organizational phenomenon of strategic renewal within its naturalist context to capture the nuances of this social phenomenon. It also allows replication logic (literal and theoretical) (Yin, 1984). The qualitative research perspective was applied for its suitability in researching social phenomena, such as strategic renewal. Findings A key finding of the research study is that the regulatory environment, which was propositioned as “highly restrictive,” neither enabled nor constrained strategic renewal behaviors of the case organizations, mainly as a result of the type of regulation (social regulation). Other findings include the enabling effects of the case organizations’ top management team, technology adoption, and new competition on their strategic renewal processes. Research Limitations/Implications Limitations included the small number of cases in the sample (three organizations), which may affect the generalizability of the research findings with the industry or across other sectors. Also, only those newspaper organizations that are dominant (Tier 1) in the market were selected for investigation, depriving the research the richness of differences and/or similarities in strategic renewal behaviors between major and small- to medium-sized newspaper titles. Another limitation is the lack of a clear definition of what constitutes a strategic renewal action within the context of organizational impact of a specific action. Practical Implications The practical implications of this research can be found in the new information it generates for the management of the case organizations and other similar organizations, including the need to rethink current strategy approaches within the industry, a better understanding of the role and impact of the current regulatory framework on their business, the position of digital news in their existing or future product mix, and how to effectively compete in the emerging multi-platform market for news and entertainment. Social Implications (if applicable) Despite the changes shaping the media landscape, the newspaper and other forms of media will continue to impact societal values and will remain valuable sources of news and information. Original value The greatest value of this research is to the newspaper publishing industry, which is witnessing some of the most dramatic changes in its traditional business model and value proposition. It advocates for a dual, print-digital strategy as the best chance for traditional newspapers to survive and grow in the new digital-print space. Formulating and implementing such a strategy would have constituted the greatest value of this work. Keywords Strategic renewal, regulation