Practicing Strategic Agility by Palestinian Organizations and its Impact on Performance Excellence رسالة ماجستير

Abstract

In light of the unstable Palestinian environment and the rapid economic, political and social changes affecting Palestinians in general and organizations in particular, organizations in Palestine are continuously searching for administrative and planning solutions that fit their circumstances. In regards to planning, particularly long-term or strategic planning, traditional methods of planning that rely on establishing long-term goals and objectives might be problematic in Palestine, considering the on-going economic and political instabilities. Additionally, long-term strategic projects that rely on the availability of stable financial resources might not be relevant to public and private Palestinian organizations. One smart solution for this problem is to shift from traditional strategic planning to strategic planning that uses agility. This study aims to investigate the extent to which Palestinian organizations (public, private, NGOs) adopt strategic agility in their planning process, and evaluates the impact of strategic agility on excellence in institutional performance. Where the researcher sought to measure the relationship between strategic agility (clarity of vision, strategic sensitivity, choice of strategic objectives, response speed, core competencies, and shared responsibility), and organizational performance excellence. These included (leadership, human resources, employee satisfaction, satisfaction Customers, product quality and process quality). To achieve the objectives of the study, the researcher used the descriptive-analytical method and the appropriate statistical approach to answer the study questions. A non-random convenient sample was used. The sample covers three sectors intended by the study. 154 questionnaires were distributed to different management positions of the targeted sample. The collected data was encoded, cleaned and analysed using the SPSS v.23 data analysis tool. Empirical results showed that Palestinian organizations operating in the three sectors implement strategic agility through different VII dimensions in a way that helps them overcome the obstacles they face, and that the level of strategic agility and organizational performance excellence in private and NGO sectors are higher than in public sector organizations. The study also shows a strong positive and statistically significant correlation between strategic agility and organizational performance excellence in the surveyed organizations, and that there is a statistically significant impact between the practice of strategic agility and excellence in organizational performance. In addition, one of the most important contributions of this study, which distinguishes it from others, is the success in building the 80% impact of strategic agility model on the excellence of organizational performance in Palestinian organizations. Based on the results of the study, a number of recommendations were reached, the most important of which is the need for an agile organization plan that includes strengths and weaknesses, and the need to involve employees in strategic decisions and plans in the organizations of three sectors. Also, the organization should provide highly qualified staff to implement the dimensions of strategic agility, in order to help them to achieve excellence in organizational performance.