English abstract
The study aimed to identify the role of information in strategic planning and decisionmaking in the Sultanate of Oman's Cabinet, as well as the quality of information used, the most
prominent sources used, methods of use, and barriers to access. The study used a qualitative
method, with data collected through semi-structured interviews. The study population was limited
to the General Secretariat of the Council of Ministers. The study sample consisted of 17
respondents to the interviews, including decision-makers, general managers, department
managers, and department heads from the institution.
The study concluded with a set of findings, the most notable of which are: the Cabinet's
decision-making process is based on scientific evidence, all decisions are governed, and official
communications, direct contacts, and regular meetings define communication and coordination
methods. The results also revealed that the Council's strategic planning process is new, but it
has made significant progress towards achieving the appropriate structure, as the targets were
linked to institutional plans with the tenth five-year plan and aligned with Oman Vision 2040. The
number of government agencies that have implemented the process in accordance with the goal
cards has reached fifty. The study found that the Cabinet was distinguished by its ability to access
a variety of information sources. While the methods of using information in electronic systems
are linked to measuring the quality of decision-making through the availability of reliable
information, and identifying methods of collecting, analysing, and extracting information in a
variety of modes.According to the study, the Council's challenges in obtaining and using
information are classified into three types: information-related administrative, and technological.
The establishment of data centres and the use of artificial intelligence in information analysis are
expected to be future trends in strategic planning and decision-making.
The study's recommendations emphasise the importance of developing a mechanism for dealing with decision-making projects that uses modern strategies and anticipates the future. Centralising the institutions by collecting and analysing all information in the national centre for Statistics and Information will strengthen the decision-making process, support human resources, and attract competencies, as well as reviewing and updating legislation related to the confidentiality of documents and information, making information more accessible, and broadcasting it through control panels for decision-makers. Furthermore, it will encourage the use of artificial intelligence tools to aid decision-making and strategic planning.
