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ThePracticeofChangestrategiesinEncounteringCrisesanditsImpactonCorporatePerformance

AFieldStudyontheJordanianBankingSector

Submittedby

TaghridSalehSuifan(1)

AhmedAdnanAlTit(2)

AbstractThe aim of this study is to describe the impact of the practice of changestrategiesinencounteringcrisesanditsimpactoncorporateperformanceintheJordanianbankingsector.Thesamplestudyconsistedof(209)individualsworking in four banks: Arab Bank, Housing Bank for Trade and Finance,Bankof JordanandBankSocieteGeneral, andwasselected byusing thestratified random sampling method. A questionnaire was developed tomeasurethestudyvariableswhichhadtheacceptablevalidityandreliability.Appropriatestatisticalmethodswerealsousedtoanswerthestudyquestionsand to test the hypotheses.Thestudyconcludedasetof results, themost

importantare: Thedegreeof practicingchange strategies in encounteringcrises in

theJordanianbankingsectorwashigh,wherethedegreeofpracticingtheempiricalrationalandnormativereductivestrategieswasalsohigh,whereas the degree of practicing the power coercive strategy was

medium. The level of corporate performance in the Jordanian banking sector

washigh. Therewas a positive relationshipbetween the empirical rational and

normative reductive strategies and the corporate performance,whereastherewasanegativerelationshipbetweenthepowercoercive

strategyandthecorporateperformance. There was a statistically significant impact for change strategies

practices in encountering crises (empirical rational, normativereductive, and power coercive) on corporate performance in the

Jordanianbankingsector.

In light of these results, the study presented many recommendations themost important one is enhancing the practice of empirical rational andnormative reductive strategies and trying to merge them in the Jordanian

bankingsectorandavoidingtheuseofpowercoercivestrategy.

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