تأثير الرشاقة الاستراتيجية على البراعة التنظيمية في منظمات المجتمع المدني في المحافظات الجنوبية
جواد تيسير حسن السباعنة
Jawad Tysir .H assan. AlSabana
Generally, the study aimed to shed the light on the effect of strategic agility on organizational ambidexterity in civil society organizations in the southern governorates. The study deployed the descriptive analytical approach. The study population was the civil society organizations working in southern governates which were (37) according to specific criteria selected to meet the study objectives. The study sample members are those who are working at the upper, middle, and executive managerial positions namely; (chairman, board member, director, accountant, administrative employee). The researcher utilized a simple random sample technique using Stephen Thompson’s equation to compute the study sample which was (240) employees. Two hundred and three responses were returned by 84.6%. The study concluded that there is a statistically significant effect at the level of significance (0.05 ≥ α) for the dimensions of strategic agility (strategic sensitivity, joint responsibility, and response speed) on organizational ambidexterity. The study also found that there are no statistically significant differences at the level of significance (α≤0.05) in the average response of respondents about strategic agility due to (Gender, Age, Academic Qualification, Years of Service) but found statistically significant differences due to job title in favor of chairman. ح The study also found that there are no statistically significant differences at the level of significance (α≤0.05) in the average response of respondents regarding organizational ambidexterity due to (Age, Academic Qualification, Years of Service, and Job Title) but found statistically significant differences due to gender in favor of females. The study recommended the need for civil society organizations to employ all the necessary means and tools to predict the future and to enhance its’ core capabilities to serve both strategic agility and organizational ambidexterity, despite the presence of a high level, as organizations may need other capabilities to help and enable them to work better. Civil society organizations should also focus on the speed of response while maintaining the implementation of the work with acceptable quality, in addition, to focusing on flexibility rather than planning as planning may take the organization to a path that is no longer relevant.