The impact of strategic alignment in enhancing organizational immunity through strategic agility "A survey study in Kirkuk education directorate - Iraq"
Hassan Mohammid Zidan and Abdul Karim Al-Loumi
The study aimed to mesure the role of strategic agility in its dimensions. (Strategic sensitivity, unit of command, ressource flow) in the relationship of the impact of strategic alignment with its dimensions (Communications, value, governance, partnership, infrastructure, skills) on organizational immunity with its dimensions (Organizational learning, organizational memory, organizational DNA), through measuring the impact of strategic alignment on strategic agility, and measuring strategic agility on organizational immunity in the Kirkuk education directorate in the republic of Iraq. by using the descriptive analytical approach, and the questionnaire and interview tools, the study was applied to a sample of workers that included 87 male and femelle leaders in the kirkuk Education directorate, and by using statistical tests in statistical programs.SPSS v.23 and AMOS V.24 The study found:
There is a statistically significant effet of strategic alignment on strategic agility at the significance level 0.05 ≥ α in Kirkuk Education Directorate.
There is a statistically significant effect of strategic agility on organizational immunity at the significance level of 0.05 ≥ α in Kirkuk Education Directorate.
There is a statistically significant effect of strategic agility in the relationship of the impact of strategic alignment on organizational immunity at the significance level 0.05 ≥ α in Kirkuk Education Directorate. Therefore, the model that represents the relationship between strategic alignment, strategic agility and organizational immunity in Kirkuk Education directorate is a strong model.
Hassan Mohammid Zidan, Abdul Karim Al-Loumi. The impact of strategic alignment in enhancing organizational immunity through strategic agility "A survey study in Kirkuk education directorate - Iraq". Int J Res Hum Resour Manage 2024;6(2):167-185. DOI: 10.33545/26633213.2024.v6.i2b.214