SACM - United Kingdom
Permanent URI for this collectionhttps://drepo.sdl.edu.sa/handle/20.500.14154/9667
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Item Restricted Investigating the Implementation of Governance Through the Adoption of the Universities Law in Saudi Higher Education(ASTON UNIVERSITY, 2025) Alowaid, Othman; Hall, MatthewThis research investigates the implementation of the new Universities Law in Saudi Arabia and its implications for higher education governance. The primary aim is to develop a comprehensive governance framework tailored to Saudi universities' unique sociocultural, political, and economic context. This study provides a robust theoretical foundation for understanding governance dynamics within Saudi higher education by synthesising agency, stewardship, and stakeholder theories. There has previously been an in-depth exploration of adapting governance in Saudi higher education through the new Universities Law; hence, this research examines the two universities that first implemented the new law. The study explores the governance framework of Saudi higher education, the adaptation processes, and the challenges encountered. A qualitative case study approach allowed participants to describe their experiences. Data collection involved two main methods: document analysis and semi-structured interviews. The key documents analysed were the previous Higher Education and Universities Council Law and the new Universities Law. Fifteen semi-structured interviews were conducted with participants from the two universities and the Universities Affairs Council, considered the body supervising universities. This study contributes to the theoretical discourse on higher education governance by demonstrating the novel combination of agency, stewardship, and stakeholder theories and revealing the limitations of existing governance frameworks when applied in isolation. This study addresses practical challenges universities face during the transition, providing insights crucial for successfully implementing governance reforms. By bridging the gap between theory and practice, this research supports ongoing efforts to improve governance in Saudi higher education, aligning with the broader goals of the Vision 2030 initiative. Additionally, it addresses practical challenges universities face during the transition, providing insights crucial for successfully implementing governance reforms. By bridging the gap between theory and practice, this research supports ongoing efforts to improve governance in Saudi higher education, aligning with the broader goals of the Vision 2030 initiative.14 0Item Restricted Large-System Transformation in Healthcare and the Roles of Senior Leaders: A Case Study from Saudi Arabia(University of Manchester, 2024) Bawhab, Omar; Nelson, Adrian; Coleman, Anna; Mahon, AnnThe implementation of large-system transformation in healthcare is complex and multi-faceted, requiring effective leadership at all levels, particularly from senior leaders. However, there is limited conceptual clarity around large-system transformations in healthcare and the roles senior leaders play in driving such transformations, especially in a non-Western context. This thesis addresses these knowledge gaps by exploring senior leaders' perceptions of large-system transformation and their role in its implementation in Saudi Arabia. Using a qualitative single case study design, this research gathered insights from 22 senior leaders at national and regional levels of the Saudi healthcare system through semi-structured interviews. The study employed an inductive-deductive thematic analysis approach, guided by the Health System Dynamics Framework, sensemaking theory, and systems leadership perspectives. Two conceptual frameworks were developed: one delineating ten key components of large-system transformation in healthcare, and another outlining seven critical roles of senior leaders during such transformations, six categories of enablers, and eight types of challenges. The large-system transformation framework highlights the interconnected nature of contextual triggers, climate for change, vision, leadership, governance, actors, resources, processes, social forces (e.g., resistance to change), and information flow. The senior leaders’ roles, enablers, and challenges framework emphasizes leaders' responsibilities in creating a climate for change, communicating and learning, managing resources, engaging stakeholders, setting strategic direction, managing social dynamics, and developing key leadership attributes. The framework also indicates multiple enablers and challenges relevant to the roles of senior leaders, providing a nuanced understanding of the complexities involved in healthcare system transformations. This research contributes to the theoretical understanding of large-system transformation in healthcare and senior leaders' roles, enablers, and challenges, particularly in a non-Western context. It offers practical implications for healthcare leaders and policymakers engaged in system-wide transformations. Future research directions are suggested to further validate and expand upon these findings.20 0Item Restricted Large-System Transformation in Healthcare and the Roles of Senior Leaders: A Case Study from Saudi Arabia(University of Manchester, 2024) Bawhab, Omar; Nelson, Adrian; Coleman, Anna; Mahon, AnnThe implementation of large-system transformation in healthcare is complex and multi-faceted, requiring effective leadership at all levels, particularly from senior leaders. However, there is limited conceptual clarity around large-system transformations in healthcare and the roles senior leaders play in driving such transformations, especially in a non-Western context. This thesis addresses these knowledge gaps by exploring senior leaders' perceptions of large-system transformation and their role in its implementation in Saudi Arabia. Using a qualitative single case study design, this research gathered insights from 22 senior leaders at national and regional levels of the Saudi healthcare system through semi-structured interviews. The study employed an inductive-deductive thematic analysis approach, guided by the Health System Dynamics Framework, sensemaking theory, and systems leadership perspectives. Two conceptual frameworks were developed: one delineating ten key components of large-system transformation in healthcare, and another outlining seven critical roles of senior leaders during such transformations, six categories of enablers, and eight types of challenges. The large-system transformation framework highlights the interconnected nature of contextual triggers, climate for change, vision, leadership, governance, actors, resources, processes, social forces (e.g., resistance to change), and information flow. The senior leaders’ roles, enablers, and challenges framework emphasizes leaders' responsibilities in creating a climate for change, communicating and learning, managing resources, engaging stakeholders, setting strategic direction, managing social dynamics, and developing key leadership attributes. The framework also indicates multiple enablers and challenges relevant to the roles of senior leaders, providing a nuanced understanding of the complexities involved in healthcare system transformations. This research contributes to the theoretical understanding of large-system transformation in healthcare and senior leaders' roles, enablers, and challenges, particularly in a non-Western context. It offers practical implications for healthcare leaders and policymakers engaged in system-wide transformations. Future research directions are suggested to further validate and expand upon these findings.20 0