تأثير المرونة الاستراتيجية في الأداء الاستراتيجي المستدام: مدخل معرفي

Rp- The impact of strategic flexibility on sustainable strategic performance: a cognitive approach .pdf

Abstract
The study aimed to test the effect of strategic flexibility, within the cognitive approach (as an independent variable) with its five dimensions: (rational cognitive models, developmental cognitive models, deterministic cognitive models, probabilistic cognitive models, and chaotic cognitive models), on sustainable strategic performance (as a dependent variable) with its dimensions: (The customer axis, the internal operations axis, the learning and growth axis, the financial axis, and the environmental and social axis) Can strategic flexibility, in its cognitive perspective, affect sustainable strategic performance? Which of the cognitive perspectives of strategic flexibility has the most impact on sustainable organizational performance? The importance of this study comes through its attempt to achieve a logical and philosophical link between strategic flexibility as a cognitive ability of the decision-maker and sustainable strategic performance. As well as alerting that strategic flexibility is a multi-level interdependent building (individual and organization) that derives its importance and strength from the first level. A new measure of strategic resilience was built based on the study of (Combe & Greenly, 2004), and a measure of sustainable strategic performance based on (Figge et al, 2002). The Al-Furat State Company for Chemical Industries and Pesticides in Babil Governorate was chosen as the field for this study. department, and division official). The data was analyzed by benefiting from the statistical program (SPSS, V.23), and a set of statistical methods were used to process the data, including (descriptive statistics, correlation coefficients, and gradient multiple regression analysis). The study reached a set of results, the most important of which are: the adoption of rational corrective measures by the company’s leaders (reaction) in the field of responding to environmental changes rather than rational proactive, and this indicates that the company actually lacks the proactive capabilities of decision makers in the field of strategic flexibility, which indicates a defect in the The work of the company, as success and sustainability of performance require a proactive approach. While the most prominent recommendations of the study were directing the leaders of the organization to be proactive in the face of environmental changes.
Key terms: strategic flexibility, sustainable strategic performance.