أثر الرشاقة الاستراتيجية في الأداء التنظيمي: الدور المعدل لتشاركية المعرفة في شركات التأمين الأردنية
Abstract
The study aimed at identifying the impact of strategic agility in its dimensions (strategic sensitivity, collective commitment, and resource fluidity) on organizational performance and the moderating role of knowledge sharing at Jordanian insurance companies The study population is composed of all 21 Jordanian insurance companies registered under the umbrella of Jordan Insurance Federation, with 603 managers in the top and middle administrations. The study utilized the proportionate stratified random sampling method to represent the study's population, with a sample size of 214 managers.
The present study has adopted the quantitative approach (analytical descriptive method) and has utilized the questionnaire as a tool for the collection of primary data. The researcher has developed the identification of the study on the basis of a series of previous studies. Several statistical methods have been relied upon using the Social Sciences Statistical Package (SPSS) to achieve the objectives of the study and test its hypotheses, including multi-standard and multi-hierarchic linear regression analysis.
The study revealed a set of findings, most notably: that the relative importance of all study variables and their dimensions was high; and there was a statistically significant impact at a significant level (a £ 0.05) of strategic agility in its dimensions (strategic sensitivity, collective commitment, resource liquidity) on organizational performance at Jordanian insurance companies, with an explanatory power of R2 = 0.724; and that there was a statistically significant impact at a significant level (a £ 0.05) to knowledge sharing in improving the impact of strategic agility on organizational performance.
The study recommended that Jordanian insurance companies should develop agile and adaptable strategies rather than relying solely on long-term strategic plans through a more dynamic approach that allows speed and flexibility. The study also recommended that collaboration and multifunctional learning should be strengthened by encouraging staff from different sections or teams to work together and share their knowledge; this could lead to new vision, better problem-solving, and higher overall performance.
