MEDIATING ROLE OF ORGANIZATIONAL INTELLIGENCE IN THE RELATIONSHIP BETWEEN ORGANIZATIONAL LEARNING AND ORGANIZATIONAL AGILITY “AN EMPIRICAL STUDY ON EMPLOYEES OF PETROLEUM SECTOR” | ||||
| HICMIS–Journal of Administrative Sciences and Digital Technology | ||||
| Volume 2, Issue 1, March 2024, Page 15-44 PDF (948.4 K) | ||||
| Document Type: Researches | ||||
| DOI: 10.21608/hicmis.2024.353419 | ||||
 View on SCiNiTO | ||||
| Authors | ||||
Safi S.M. Abualazm  1; Mamduh A. Rifai2; Sally A. Mohamed2
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| 1High Inst. Comp. and Manag. Info. Sys. - New Cairo, Min. High. Edu., Egypt. | ||||
| 2Fac. Commerce, Ain Shams Univ., Egypt. | ||||
| Abstract | ||||
| The study aims to identify the availability of the organizational learning, organizational intelligence, and organizational agility in the petroleum sector companies in Cairo Governorate under study, and to determine the relationship between organizational learning as an independent variable and organizational agility as a dependent variable. The study was based on the descriptive and analytical approach, and the relationship society is represented by the Egyptian petroleum sector companies in Greater Cairo, and a stratified random sample of 382 individual workers was selected. The study concluded: There is a statistically significant relationship between organizational learning (learning dynamics, transformation in the organization, knowledge management, information technology, and organizational memory) and between organizational agility (sensor agility, decision-making agility, and application agility). A statistically significant relationship between organizational learning (learning dynamics, transformation in the organization, knowledge management, information technology, and organizational memory) and between organizational intelligence (strategic vision, desire for change, and a common destiny). And that there is a statistically significant relationship between organizational intelligence (learning dynamics, transformation in the organization, knowledge management, information technology, and organizational memory) and organizational agility (sensing agility, decision-making agility, and application agility). It has a positive and moral influence on the dimensions of organizational learning, and in turn affects the enhancement of organizational agility. The study recommended the need to improve organizational learning capabilities that could affect the organization’s speed, which is crucial for its survival, the need to support and develop employees and stimulate organizational intelligence to achieve organizational agility, and the need to enhance and improve organizational agility through organizational learning and the role that organizational intelligence plays in companies. | ||||
| Keywords | ||||
| Organizational Learning; Organizational Intelligence; Organizational Agility; Petroleum sector comp | ||||
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