الدور الوسيط للبراعة التنظيمية في تعزيز العلاقة بين الرشاقة الاستراتيجية وتحقيق الميزة التنافسية في جامعة تبوک: دراسة ارتباطية تنبؤية The mediating role of organizational prowess in Enhancing the Relationship between strategic agility and achieving competitive advantage at Tabuk University: A Predictive Correlational Study | ||||
| التربية (الأزهر): مجلة علمية محکمة للبحوث التربوية والنفسية والاجتماعية) | ||||
| Article 11, Volume 39, 188ج1, October 2020, Page 360-406 PDF (1.37 MB) | ||||
| Document Type: بحوث فی مجال الإدارة التعلیمیة والتخطیط التربوی والدراسات المقارنة | ||||
| DOI: 10.21608/jsrep.2020.127399 | ||||
 View on SCiNiTO | ||||
| Author | ||||
| علي بن حسن يعن الله القرني | ||||
| أستاذ الإدارة التربوية والتخطيط المشارک قسم الإدارة والتخطيط التربوي، کلية التربية والآداب، جامعة تبوک | ||||
| Abstract | ||||
| هدفت هذه الدراسة إلى تحديد دور البراعة التنظيمية کمتغير وسيط في العلاقة بين الرشاقة الاستراتيجية والميزة التنافسية في جامعة تبوک کما تراها القيادات الأکاديمية، وقد استخدمت الدراسة المنهج الکمي؛ المعتمد على تصميم البحث الارتباطي التنبؤي، وتم تطبيق أدوات الدراسة بأسلوب المسح الشامل لکافة أفراد مجتمع الدراسة، وقد استجاب منهم (118) فرداً بنسبة (70.66%) من مجتمع الدراسة، وبفحص النقاط المتطرفة outliers؛ تم حذف سبع حالات لکونها تمثل قيماً متطرفة؛ وبناءً على ذلک فقد تکونت عينة الدراسة النهائية من (111) مفردة. وقد کانت أبرز نتائج الدراسة ما يلي: - أن أبعاد الرشاقة الاستراتيجية تمارس في جامعة تبوک بدرجة عالية وبمتوسط حسابي 3.68 . - أن أبعاد البراعة التنظيمية تمارس في جامعة تبوک بدرجة عالية أيضاً وبمتوسط حسابي 3.67. - أن أبعاد الميزة التنافسية متوافرة في جامعة تبوک بدرجة عالية وبمتوسط حسابي 3.66. - وجود علاقة ارتباط موجبة دالة إحصائياً عند مستوى دلالة 0.01، وذات قيمة قوية بلغت (0.92)، بين درجة ممارسة الرشاقة الاستراتيجية في جامعة تبوک ودرجة توافر الميزة التنافسية فيها؛ وبذلک يتم قبول الفرضية الأولى (H1) والقول بصحتها. - وجود علاقة ارتباط موجبة دالة إحصائياً عند مستوى دلالة 0.01، وذات قيمة قوية بلغت (0.90) بين درجة ممارسة الرشاقة الاستراتيجية في جامعة تبوک ودرجة ممارسة البراعة التنظيمية فيها؛ وبذلک يتم قبول الفرضية الثانية (H2) والقول بصحتها. - وجود علاقة ارتباط موجبة دالة إحصائياً عند مستوى دلالة 0.01، وذات قيمة قوية بلغت (0.89) بين درجة ممارسة البراعة التنظيمية في جامعة تبوک ودرجة توافر الميزة التنافسية فيها؛ وبذلک يتم قبول الفرضية الثالثة (H3) والقول بصحتها. - وجود تأثير غير مباشر للرشاقة الاستراتيجية على الميزة التنافسية بوجود البراعة التنظيمية کمتغير وسيط، حيث بلغت القيمة المعيارية لوزن الانحدار 0.291، وهي دالة إحصائياً عند مستوى 0.01؛ مما يدل على أن البراعة التنظيمية تلعب دوراً وسيطاً في تعزيز العلاقة بين الرشاقة الاستراتيجية والميزة التنافسية في جامعة تبوک؛ وهذا يدعم صحة النموذج التصوري للدراسة، وبذلک يتم قبول الفرضية الرابعة (H4) والقول بصحتها . This study aimed to determine the role of organizational prowess as a mediating variable in the relationship between strategic agility and competitive advantage at the University of Tabuk as viewed by academic leaders . The study used the quantitative approach based on the design of predictive correlational research. The study tools were applied in a comprehensive survey method for all members of the study population where the electronic study tools were sent to all members of the study community . 118 individuals responded representing a ratio of 70.66 % of the study population . By examining the outliers , seven cases were omitted because they represent outliers . Accordingly , the final study sample consisted of 111 individuals. The most prominent results of the study were the following: 1-The dimensions of strategic agility are practiced at TabukUniversity with a high degree, with an average of 3,68. 2-The dimensions of organizational prowess are practiced at TabukUniversity with a high degree with a mean of 3,67. 3-The dimensions of the competitive advantage are available at the University of Tabuk with a high degree, with a mean of 3,66. 4-There is a positive statistically significant correlation relationship at the level 0,01 and with a strong value of 0.92 between the degree of strategic agility practice at the University of Tabuk and the degree of availability of competitive advantage in it . Thus, the first hypothesis , H1 is accepted as valid . 5-There is a positive statistically significant correlation relationship at the level 0,01 with a strong value of 0.90 between the degree of strategic agility and the degree of practicing organizational ingenuity at the University of Tabuk , thus accepting the second hypothesis H2 as correct . 6-There is a positive statistically significant correlation at the level 0.01 and with a strong value of 0.89 between the degree of practicing organizational ingenuity and the degree of availability of competitive advantage at the University of Tabuk , thus accepting the third hypothesis H3 as correct . 7-There is an indirect effect of strategic agility on the competitive advantage by the presence of organizational prowess as an intermediate variable, where the standard value of the regression weight reached 0292. It is statistically significant at the level of 0.01, which indicates that organizational prowess plays a mediating role in enhancing the relationship between strategic agility and competitive advantage at the University of Tabuk . This supports the validity of the conceptual model of the study, thus accepting the fourth hypothesis H4 , and its validity . | ||||
| Keywords | ||||
| الدور الوسيط; البراعة التنظيمية; الرشاقة الاستراتيجية; الميزة التنافسية. mediating role; organizational Ambidexterity; strategic agility; competitive advantage | ||||
| References | ||||
Abraham, M. (2017). The Role of the organizational Ambidexterity in achieving strategic success, Application Study in National Bank of Iraq. Journal of Accounting and Financial Studies ( JAFS ), 39 (2).
Abu Al-Wafa, J., Shaalan, A. and Daraj, M. (2019). Educational institutions Strategic Agility analytical study, educational knowledge journal, Egyptian association for education foundation, 7 (14).
Abu Zaid, A. (2019). The Role of Strategic Thinking in Building Organizational Ambidexterity: Applied Study on the Public Shareholding Companies Listed on the Amman Stock Exchange, Jourdan journal of business,15 (3).
Aal Sheikh, H. (2020). University System Document, promulgated by Royal Decree No. (M / 27) dated 3/2/1441 AH.
Al-Bashqali, Mahmoud and Al-Dawad, Alvin (2015). The Effect of Organizational Ambidexterity on Organizational Burnout Limitation: An Exploratory Study of Managerial Leaderships Opinions in the Faculties of Dohuk University. Arabian journal, 35 (2).
Al-Baghdadi, A. and Al-Jabouri, H. (2015). The Influence of Organizational Ambidexterity to Achieve Strategic Flexibility: An analytical Comparative Study between of Zain & Asia Cell Communications Companies in Iraq. Al-Qadisiyah Journal of Administrative and Economic Sciences, 17 (1).
Tawazun, F. and Zaire, B. (2017). Universities performance development Strategic dimensions for creating competitive advantage. Journal of North African Economics, 16.
Al-Hazrat, M. (2015). The Impact of Strategic Agility in The Context of the Competitiveness of the Companies On the Operational Performance: An Empirical Study of Corporate Engineering Industries in Jordan (unpublished master thesis), Middle east university, Oman.
Al-Hawajza, K. and Al-Azab, H. (2019). The Mediating Effects of Dynamic Capabilities between Workforce Diversity and Strategic Agility in the United Nations Organizations Working in Jordan. Al H ussein Bin Talal University Journal, 5 (1).
Al-Hout, M., Tawfiq, S. and Abdul-Muttalib, A. (2016). Universities Competitiveness. Journal of education, education faculty, Banha University.
Khawaldeh, M. (2018). A Proposed Administrative Rules to Activate Competitive Advantage Indicators in Higher Education Institutions. Educational sciences studies journal, 45 (4).
Dammaj, A. (2019). The Role of Strategic Liveliness in Achieving Competitive Advantage in Yemeni Secondary Schools. Ibb University, Pen journal, 12.
Radi, J. and Al-Mousawi, M. (2019). The Effect of Organizational Learning Mechanisms in Strategic Agility Improvement: A Survey of a Sample of Senior Leaders Opinions in Private Banks in the Provinces of the Middle Euphrates. Muthenna Journal of Administrative and Economic Sciences, 9 (1).
Radwan, T. (2014). The impact of Strategic Agility on organizational excellence practical study at telecommunication sector in Egypt. commerce and FinanceJournal, Faculty of Commerce, Tanta University, Egypt
Butter, M. (2018). The Impact of Organization Agility on organizational performance at power distributing company in Gaza governorate (Unpublished Master's Thesis), Postgraduate Academy of Management and Politics. Gaza, Palestine.
Saad, O. M. (2017). The role of strategic agility in the development of human resources in Palestinian non-government organizations (unpublished master thesis), Management and politics academy. Gaza.
Al-Sharif, T. (2018). Building Building university Competitive Capabilities, alweeam electronic newspaper, retrieved at https://www.alweeam.com.sa
Shalbi, A. (2018). Requirements to Achieve Competitive Advantage to the Mansoura University in the Light of Some International Experiences: With Educational Contemporary Vision (unpublished Ph. D. dissertation). Education faculty, Mansoura University. Egypt.
Al-Shahrani, M. (2019). 17 Saudi Universities Outside The World Ranking, An Article In Al-Watan Online Newspaper, Saturday 2 November 2019, Retrieved In : https://wtn.sa/a/1026933
Amr, H. (2016). Strategic Agility relationship with Competitive Advantage at Palestinian telecommunication and information companies (unpublished master thesis). postgraduate studies, Hebron University, Palestine.
alfaqyhu, M. (2018). The Role of Strategic Liveliness in Achieving Competitive Advantage in Yemeni universities, in the first scientific Seminar of educational management and foundation, educational institutions future horizon, education faculty, Ibb university.
Al-Qahtani, R. T. (2019). A Framework for the Saudi Universities Governance to Achieve Competitive Advantage in Decision Making According to the Aspirations of Vision 2030. Educational and psychological sciences journal, 3 (15).
Al-Karawi, M. T. (2016). Organizational Ambidexterity role in building and strengthening higher education institutions reputation. Journal of Management and Economics, Mustansiriya University, 51 (20).
Lahraji, I. and Bogazi, F. (2020). The Strategic Human Resource Management as an Entrance to Achieve Strategic Agility in the Economic Institution: Case Study in Skikda Harbour Company. Strategy and development journal, 10 (1).
Al-Mahasna, L. (2017). The Mediating Role of Organizational Ambidexterity on the Relationship between Dynamic Capabilities and Organizational Agility: Field Study in Jordanian Companies for Pharmaceutical Industries (unpublished master thesis). Business faculty, middle east university.
Mezher, A. and Yasser, Y. (2018). The effect of Strategic Agility on sustainable institutional performance: case study at power distributing company in Gaza governorate. Iraqi Journal of Management Sciences, 14 (15).
Al-Mawadiah, Y. and Al-Hawamdeh, N. (2016). The Role of Strategic Learning on Achieving the Strategic Agility in Jordanian Private Universities: A Field Study (unpublished master thesis). Mouta University. Jourdan.
Al-Musawi, K. (2018). Strategic Fitness and its Role in Achieving Marketing Excellence: An Analytical Study of the Opinions of a Sample of Managers in the Sponsor Company. Journal of the Arts of Kufa, University of Kufa, 10 (35).
Management and strategic thinking in a changing world. Maktibat Almujtamae Aleurabay for publishing and distributing.
Haniyeh, M. (2016). Practicing Strategic Agility and Its Relationship to Institutional Performance Excellence in the Food Industry Sector in Gaza Strip (unpublished master thesis). Commerce faculty, Islamic university. Gaza.
Al-Sanea, I. (2013). The Impact of Strategic Agility Determinants in Organizational Effectiveness: Case Study of Lafarge Co. Jordan Cement (unpublished master thesis). Business college, middle east university. Jourdan.
Sabr, R. and Al-Ameri, S. (2018). The Reactive role of competitive intelligence to enhance the Impact of organizational Ambidexterity in achieve customer delight: Field research on a sample of travel and tourism companies in Baghdad. Management and economics journal, 41 (117).
Al-Ameri, A. M. (1434). Higher Education internationalization requirements as an approach for reaching global entrepreneurship of Saudi university (unpublished Ph. D. dissertation). Umm Al-Qura University. KSA.
Al-Abbad, A. (2017). A Proposed Model to Enhance Competitiveness Capabilities of King Saud University in Light of International Ranking Standards of Universities. The International Interdisciplinary Journal of Education, 6 (3).
Abdul Rahim, S. and Fadel, O. (2016). Organizational Agility Dimensions and Its Adapting Within Business Institutions an Analytical and Field Study at Asiacell Mobile Communications Company. Journal of Economic and Management Sciences, 22 (94).
Abdullah, H. and Omair, A. (2019). The role of strategic agility in achieving Organizational Excellence field study at a sample of private colleges. Al dnaneer journal, Iraqi university, 15.
Abdi, S. and Lamb, R. (2018). organizational Ambidexterity as an approach for achieving strategic agility field study on a sample of mobile companies in Iraq. Journal of Economic and Management Sciences, 24 (109).
Al-Azzawi, S. and al-Dabbagh, I. (2019). the impact of organizational agility on service quality an analytic and pilot study at electric manufacturing public companies. Baghdad College of Economic Sciences Journal, 57.
Aqilat, H. (2019). the impact of strategic agility on university reputation in Jordanian universities. Education faculty Scientific journal, Assiut University, 35 (9).
ثالثا: المراجع الأجنبية
Abu Radi, S. (2013). Strategic Agility and its Impact on the Operations Competitive Capabilities in Jordanian Private Hospitals (Unpublished Master Thesis), Faculty of Business, Middle East University, Jordan.
Becker, Bob (2007). Strategic Agility: The Ultimate Competitive Advantage. www.sa-advantage.com,1-9.
Chandrasekaran, A., Linderman, K., & Schroeder, R. (2012). Antecedents to ambidexterity competency in high technology organizations. Journal of operations management, 30(1-2), 134-151.
Chang, Y. Y., Hughes, M., & Hotho, S. (2011). Internal and external antecedents of SMEs' innovation ambidexterity outcomes. Management Decision, 49 (10).
Creswell, J. W. (2012). Educational research: Planning, conducting, and evaluating quantitative and qualitative research (4th ed.). MA: Pearson.
Crocker, L., & Algina, J. (2006). Introduction to Modern and Classical Test Theory. OH: Cengage Learning.
David, Tarody (2016). Organizational Ambidexterity as a new Research Paradigm in Strategic Management. Budapest Management Review, 47 (1).
Doz, Y. & Kosonen, M. (2008). Fast Strategy: How strategic agility will help to stay ahead of the Game. Harlow: Wharton School Publishing.
Goldman, S., Nagel, R., Preiss, K.(1995). Agile Competitors and Virtual Organizations: Strategies for Enriching the Customer. Van, Nostrand Reinhold.
Hall, Lengnick & Beck, Tammy (2009). Resilience Capacity and Strategic Agility: Prerequisites for Thriving in a Dynamic Environment, (Working Paper). University of Texas at San Antonio , College of Business.
Khoshnood, N. T., & Nematizadeh, S. (2017). Strategic agility and its impact on the competitive capabilities in Iranian private banks. International Journal of Business and Management, 12(2), 220-229.
Kohtamäki, M., & Farmer, D. (2017). Strategic Agility—Integrating Business Intelligence with Strategy. In Real-time Strategy and Business Intelligence (pp. 11-36). Palgrave Macmillan, Cham.
Kosonen, Mikko(2007). Strategic Agility for Continuous Renewal. European paper week Brussels, www.stratmark.fi.
Li, C. R. (2013). How Top Management Diversity Fosters Organizational Ambidexterity. Journal of Organizational Change Management, 26 (5).
Li, C.(2013). How Top Management Diversity Fosters Organizational Ambidexterity. Journal of Organizational Change Management, 26 ( 5).
Long, C. (2000). You don't have a strategic plan?--good!. Consulting to Management, 11(1), 35.
Lu, Y., & K.(Ram) Ramamurthy. (2011). Understanding the link between information technology capability and organizational agility: An empirical examination. MIS quarterly, 931-954.
McCann, J., Selsky, J., & Lee, J. (2009). Building agility, resilience and performance in turbulent environments. People & Strategy, 32(3), 44-51.
Mom, T. J., Van Den Bosch, F. A., & Volberda, H. W. (2007). Investigating managers' exploration and exploitation activities: The influence of top‐down, bottom‐up, and horizontal knowledge inflows. Journal of management studies, 44(6), 910-931.
Narasimhan, R., Swink, M., & Kim, S. W. (2006). Disentangling leanness and agility: an empirical investigation. Journal of operations management, 24(5), 440-457.
Nemanich, L. A., & Vera, D. (2009). Transformational leadership and ambidexterity in the context of an acquisition. The Leadership Quarterly, 20(1), 19-33.
Nicholas. F. Horney (2012). Principal of Agility Consulting and Training. American Management Association, University of South Florida.
Nunnally, J.C. (1978). Psychometric theory. McGraw-Hill.
Ojha, D. (2008). Impact of strategic agility on competitive capabilities and financial performance (Doctoral dissertation, Clemson University).
Orojloo, M., Feizi, K., & Najafabadi, M. H. (2016). Strategic Agility Capabilities, Factors and their Effect on Organizational Performance: A Case Study of Iranian Banks. International Journal of Humanitites, 23(4).
Oyedijo, Ado (2012). Strategic Agility and Competitive Performance in the Nigerians Telecommunication Industry: An Empirical.
Sampath. G. (2014). Exploring the Significance of Strategic Agility in Building Sustainable Competitive Advantage for Retail Banks, NMIMSSchool of Business Management Working Paper Series W.P. No: ST – 16 -01
Santala, M. (2009). Strategic Agility in a Small Knowledge Intensive Business Service Company: Case SWOT Consulting (unpublished Master thesis), Helsinki School of Economics, Espoo, Finland.
Santala, M. (2009). Strategic agility in a small knowledge intensive business services company: case swot consulting.
Sherehiy, B. (2008). Relationships between agility strategy, work organization and workforce agility. University of Louisville.
Shoo (2010). When to be and how to be ambidextrous: The relationship between environmental pressures innovation strategy and organizational capabilities, China.
Smith, W. K., & Lewis, M. W. (2011). Toward a theory of paradox: A dynamic equilibrium model of organizing. Academy of management Review, 36(2), 381-403.
Tallon, P. P., & Pinsonneault, A. (2011). Competing perspectives on the link between strategic information technology alignment and organizational agility: insights from a mediation model. MIS quarterly, (35) 2 .463-486.
Tempelaar, M. (2010). Organizing for ambidexterity: Studies on the pursuit of exploration and exploitation through differentiation, integration, contextual and individual attributes (No. EPS-2010-191-STR).
Tuan, L. T. (2016). Organisational ambidexterity and supply chain agility: The mediating role of external knowledge sharing and moderating role of competitive intelligence. International Journal of Logistics Research and Applications, 19(6), 583-603.
Wei, Z., Yi, Y., & Yuan, C. (2011). Bottom‐up learning, organizational formalization, and ambidextrous innovation. Journal of Organizational Change Management, 24(3).
Wendler, R. (2013, September). The structure of agility from different perspectives. In 2013 Federated Conference on Computer Science and Information Systems (pp. 1177-1184). IEEE.
Yigit, M. (2013). Organizational ambidexterity: Balancing exploitation and exploration in organizations (Unpublished Master thesis), Blekinge Institute of TechnologySchool of Management.
| ||||
|
Statistics Article View: 1,753 PDF Download: 1,369 |
||||
