Search Results for strategic-drift

Abstract

This study aimed to analyze the impact of strategic drift on improving organizational performance through an analytical study of the opinions of a sample of employees at the Technical Institute / Kufa , within the context of seeking to bridge the knowledge gap related to explaining the nature of the relationship between these two variables in educational institutions. The study was based on the hypothesis that strategic drift, through its dimensions represented by satisfaction with leadership, marketing myopia, logical incrementalism, and organizational commitment, is one of the factors that directly influence the level of organizational performance, which was measured through its dimensions of accounting returns, growth, stock market performance, and operational performance. The study adopted the descriptive – analytical approach, and the questionnaire was used as the main tool for data collection, in addition to observation and personal interviews to enhance the accuracy of the results. The study population consisted of (355) employees, while the study sample included (185) questionnaires valid for statistical analysis. The data were analyzed using the (SPSS) program, relying on a set of descriptive and inferential statistical methods, particularly correlation and impact tests, after ensuring that the data met the conditions of normal distribution. The results of the statistical analysis showed the existence of a statistically significant and positive correlation and impact relationship between strategic drift and organizational performance. This confirms that the conscious management of manifestations of strategic drift can contribute to the early detection and treatment of organizational imbalances, improve the efficiency of resource utilization, and enhance the institution’s ability to adapt to environmental changes. The results also indicated that integration among the dimensions of strategic drift leads to achieving better levels of organizational performance, especially in operational aspects and institutional growth. The study concluded that strategic drift is not necessarily an entirely negative phenomenon; rather, it can be employed as an effective managerial tool if properly diagnosed and managed, thereby contributing to improving organizational performance and achieving institutional sustainability. In light of the results, the study recommended enhancing strategic awareness among administrative leaders and adopting flexible mechanisms to monitor and address strategic drift in a manner consistent with the requirements of modern work environments in educational institutions.