Strategy Implementation in the Saudi Public Sector in Light of Saudi Vision 2030: A Systematic Literature Review
https://doi.org/10.56989/benkj.v6i9.2052
Keywords:
Strategy Implementation , Saudi Public Sector , Saudi Vision 2030 , Strategic Execution , Systematic Review , PRISMA 2020 , Digital Transformation , Transformational Leadership , Good Governance , Performance EvaluationSustainable Development Goals (SDGs)
Abstract
This study aimed to conduct a systematic review of the literature on strategy implementation in the Saudi public sector within the framework of Saudi Vision 2030 as an overarching strategic direction, with the objective of identifying the key strategy implementation mechanisms, enabling factors, barriers, and research gaps. The study employed a systematic literature review following the PRISMA 2020 protocol. Relevant studies were retrieved from several academic databases, including PubMed, Scopus, Web of Science, CINAHL, and EconLit, using four Boolean search strategies. Out of 1,171 unique records identified, 24 studies met the predefined inclusion criteria and were included after a rigorous screening and eligibility assessment. The findings revealed six common strategy implementation mechanisms across Saudi public sector organizations: Vision Realization Programs, change management, service redesign, digital transformation, public–private partnerships, and performance monitoring and evaluation systems. The review also identified several key enablers of successful implementation, including transformational leadership, strategic alignment with Saudi Vision 2030, good governance, human resource development, and digital infrastructure. Conversely, the findings highlighted several barriers to effective strategy implementation, including centralized bureaucracy, skills gaps, digital challenges, and regional inconsistencies in implementation. The study concludes that strengthening cross-sector implementation units, systematically investing in human resource development, adopting a phased approach to digital transformation, and establishing goal-oriented performance monitoring and evaluation systems are essential for improving strategy implementation. It also emphasizes the need to shift from sector-specific studies to comparative research and from cross-sectional to longitudinal studies in order to better understand the effectiveness of strategy implementation over time.
References
Alsubki, N., & Alghanim, S. (2026). Public-private partnership governance in health system transformation: Stakeholder evidence from Saudi Arabia’s Vision 2030. INQUIRY: The Journal of Health Care Organization, Provision, and Financing, 63, 1–9. https://doi.org/10.1177/00469580261444278 DOI: https://doi.org/10.1177/00469580261444278
D., A. T. (2026). Digital transformation and governance innovation in public administration: Challenges, enablers, and a strategic implementation framework. International Journal of Administration and Management Research Studies (IJAMRS). https://doi.org/10.63090/ijamrs/3107.9695.0023 DOI: https://doi.org/10.63090/IJAMRS/3107.9695.0023
Gulam, G. (2026). Big data analytics framework for Vision 2030 performance monitoring and national KPIs. Veredas do Direito, 23, Article e235732. https://doi.org/10.18623/rvd.v23.5732 DOI: https://doi.org/10.18623/rvd.v23.5732
Abudaqqa, F. (2025a). Employing IT service management to accelerate digital government transformation in Saudi Arabia: A Vision 2030 perspective. European Scientific Journal, 21(28). https://doi.org/10.19044/esj.2025.v21n28p16 DOI: https://doi.org/10.19044/esj.2025.v21n28p16
Abudaqqa, F. (2025b). The role of artificial intelligence in enhancing IT governance in Saudi Arabia: Opportunities, challenges, and future directions. ESI Preprints. https://doi.org/10.19044/esipreprint.8.2025.p24 DOI: https://doi.org/10.19044/esipreprint.8.2025.p24
Alanezi, F. (2025). Challenges of healthcare systems in Saudi Arabia to delivering Vision 2030: An empirical study from healthcare workers’ perspectives. Journal of Healthcare Leadership, 17, 173–187. https://doi.org/10.2147/JHL.S516159 DOI: https://doi.org/10.2147/JHL.S516159
Alaraj, A. H. (2025). Advancing cloud adoption in the Saudi public sector: Challenges, global insights, and strategic policy recommendations. ESI Preprints. https://doi.org/10.19044/esipreprint.5.2025.p627 DOI: https://doi.org/10.19044/esipreprint.5.2025.p627
Alarifi, A. M., Alshahrani, N., Jokhdar, H. A., & Asiri, A. M. (2025). Advancing health through sustainable development goals: Saudi Arabia’s mid-journey progress and insights. Journal of Epidemiology and Global Health, 15(1). https://doi.org/10.1007/s44197-025-00385-y DOI: https://doi.org/10.1007/s44197-025-00385-y
Alasiri, F., Dąbrowski, M., Rocco, R., & Forgaci, C. (2025). The impact of recent policies on the transformation of local participatory urban planning in Saudi Arabia. Urban Science, 9(3). https://doi.org/10.3390/urbansci9030069 DOI: https://doi.org/10.3390/urbansci9030069
Alhazmy, E. A. (2025). Education reform and Vision 2030 in Saudi Arabia: Challenges and pathways. Discover Education, 5. https://doi.org/10.1007/s44217-025-01005-4 DOI: https://doi.org/10.1007/s44217-025-01005-4
Alkorbi, S., & Alrwais, O. (2025). An empirical case study of digital government transformation in Saudi Arabia. Information, 16(12). https://doi.org/10.3390/info16121110 DOI: https://doi.org/10.3390/info16121110
Alshahrani, A. (2025). Adopting emerging technologies in digital government: A multi-case analysis of drivers, enablers, and challenges in Saudi Arabia. Digital Government: Research and Practice, 6(3), 1–26. https://doi.org/10.1145/3719297 DOI: https://doi.org/10.1145/3719297
Alyamani, K. A. Z. (2025). Transforming Saudi Arabia’s workforce: HR management strategies in action. International Journal of Innovative Research and Scientific Studies, 8(2), 465–476. https://doi.org/10.53894/ijirss.v8i2.5198 DOI: https://doi.org/10.53894/ijirss.v8i2.5198
Alyami, N. (2025). Transforming education policy and administration in Saudi universities: Aligning governance, curriculum, and technology with Vision 2030 objectives. Proceedings of the International Conference on Teaching, Learning and Education, 2(1). https://doi.org/10.33422/ictle.v2i1.1114 DOI: https://doi.org/10.33422/ictle.v2i1.1114
Bagader, O. M. (2025). The Saudi Vision 2030 role on healthcare policy implementation: A review study to evaluate the healthcare transformation initiatives. The Review of Diabetic Studies. https://doi.org/10.70082/3bcf3s04 DOI: https://doi.org/10.70082/3bcf3s04
Bokhari, R. M. (2025). Integrating privatization, digital health, and sustainability: A hybrid framework for healthcare transformation under Saudi Arabia’s Vision 2030. Lex Localis, 23(10). https://doi.org/10.52152/801460 DOI: https://doi.org/10.52152/801460
David, S., Virlanuta, F., Bacalum, S., Bărbuță-Mișu, N., & Mihai, I. (2025). Exploring digital transformation as a catalyst for institutional agility in the delivery of public services. Canadian Journal of Administrative Sciences, 42(4). https://doi.org/10.1002/cjas.70007 DOI: https://doi.org/10.1002/cjas.70007
Elbanna, S., Colak, M., & AlQubaisi, F. (2025). Challenges and mitigating factors in strategic plan implementation: Insights from GCC public-sector organizations. Management & Sustainability: An Arab Review. https://doi.org/10.1108/MSAR-06-2024-0052 DOI: https://doi.org/10.1108/MSAR-06-2024-0052
Nwali, T. (2025). Expanded review of public sector reforms in Africa: A further search for remediation. Journal of Policy and Development Studies, 18(3), 81–103. https://doi.org/10.4314/jpds.v18i3.6 DOI: https://doi.org/10.4314/jpds.v18i3.6
Wongsin, U., Pannoi, T., Prutipinyo, C., Maruf, M. A., Pongpattrachai, D., Quansri, O., & Sattayasomboon, Y. (2025). Strategic planning and organizational performance in public health sector: A scoping review. BMC Health Services Research, 25(1), 1–10. https://doi.org/10.1186/s12913-025-13206-6 DOI: https://doi.org/10.1186/s12913-025-13206-6
Downloads
Published
Issue
Section
License
Copyright (c) 2026 Ibn Khaldoun Journal for Studies and Researches
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.
