THE IMPACT OF STRATEGIC PLANNING (SP) ON CRISIS MANAGEMENT (CM) IN THE LIBYAN BANKING SECTOR, A FIELD STUDY OF PUBLIC COMMERCIAL BANKS IN THE WESTERN REGION

Authors

  • Attahir Abdalhamid Abousrewel
  • Mustafa Ahmed Ben Hkuma

DOI:

https://doi.org/10.18623/rvd.v23.6362

Keywords:

Strategic Planning, Crisis Management, Banking Sector, Libya

Abstract

This study examines the impact of Strategic Planning (SP) on Crisis Management (CM) in public commercial banks operating in the western region of Libya. Using a descriptive–analytical approach, data were collected from 297 bank employees through a structured questionnaire with high reliability (Cronbach’s α > 0.87). Descriptive statistics, Pearson correlation, and one-way ANOVA were employed for data analysis using SPSS. The findings indicate that both strategic planning practices and crisis management effectiveness are present at moderate levels. A positive but modest correlation was found between SP and CM (r ≈ 0.35), suggesting that higher levels of strategic planning are generally associated with improved crisis management, though the relationship remains limited in strength. Further analysis revealed that strategic planning dimensions—particularly strategic vision and alternative planning—have a statistically significant effect on crisis management effectiveness. No substantial differences were observed across gender, academic qualification, or years of experience, reflecting a high degree of organizational homogeneity. The study concludes that effective crisis management in the Libyan banking sector depends on an integrated and dynamic strategic planning framework supported by experienced personnel and adaptive leadership.

References

Al-Hila, A., & Bany Baker, M. (2021). Strategic planning and its role in crisis management in banking institutions. International Journal of Business and Management, 16(4), 112–125. https://ijbm.ccsenet.org/article/download/0/0

Alkhawlani, M., & Abdallah, A. (2022). Strategic planning practices and organizational resilience: Evidence from financial institutions. Journal of Strategy and Management, 15(3), 389–405. https://doi.org/10.1108/JSMA-09-2021-0195

Alpaslan, C. M., Green, S. E., & Mitroff, I. I. (2009). Corporate governance in the context of crises: Towards a stakeholder theory of crisis management. Journal of Contingencies and Crisis Management, 17(1), 38–49.

Aven, T. (2016). Risk assessment and risk management: Review of recent advances on their foundation. European Journal of Operational Research, 253(1), 1–13.

Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations (5th ed.). Wiley. https://onlinelibrary.wiley.com/doi/book/10.1002/9781119071600

Bundy, J., Pfarrer, M. D., Short, C. E., & Coombs, W. T. (2017). Crises and crisis management: Integration, interpretation, and research development. Journal of Management, 43(6), 1661–1692.

Elbanna, S. (2016). Strategic planning in emerging economies: Evidence from the Middle East and North Africa. Strategic Management Review, 10(2), 15–30.

Herbane, B. (2013). Exploring crisis management in UK small- and medium-sized enterprises. Journal of Contingencies and Crisis Management, 21(2), 82–95.

Herbane, B. (2019). Rethinking organizational resilience and strategic renewal in crisis situations. Journal of Contingencies and Crisis Management, 27(1), 48–61. https://onlinelibrary.wiley.com/doi/pdf/10.1111/1468-5973.12239

Mitroff, I. I., & Anagnos, G. (2001). Managing crises before they happen. AMACOM.

Nunnally, J. C., & Bernstein, I. H. (1994). Psychometric theory (3rd ed.). McGraw-Hill.

Pearce, J. A., & Robinson, R. B. (2015). Strategic management: Planning for domestic and global competition (13th ed.). McGraw-Hill.

World Bank. (2023). Libya economic monitoring and banking sector challenges. https://documents.worldbank.org/en/publication/documents-reports/documentdetail

Downloads

Published

2026-05-05

How to Cite

Abousrewel, A. A., & Hkuma, M. A. B. (2026). THE IMPACT OF STRATEGIC PLANNING (SP) ON CRISIS MANAGEMENT (CM) IN THE LIBYAN BANKING SECTOR, A FIELD STUDY OF PUBLIC COMMERCIAL BANKS IN THE WESTERN REGION. Veredas Do Direito, 23(7), e236362. https://doi.org/10.18623/rvd.v23.6362

Issue

Vol. 23 No. 7 (2026): Veredas do Direito, v. 23, n. 7 2026

Section

Articles

License

I (we) submit this article which is original and unpublished, of my (our) own authorship, to the evaluation of the Veredas do Direito Journal, and agree that the related copyrights will become exclusive property of the Journal, being prohibited any partial or total copy in any other part or other printed or online communication vehicle dissociated from the Veredas do Direito Journal, without the necessary and prior authorization that should be requested in writing to Editor in Chief. I (we) also declare that there is no conflict of interest between the articles theme, the author (s) and enterprises, institutions or individuals.

I (we) recognize that the Veredas do Direito Journal is licensed under a CREATIVE COMMONS LICENSE.

 

Licença Creative Commons Attribution 3.0