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TYPE
Original Research
PAGE NO.
14-31
OPEN ACCESS
SUBMITED
19 October 2024
ACCEPTED
12 December 2024
PUBLISHED
06 January 2025
VOLUME
Vol.05 Issue01 2025
COPYRIGHT
© 2025 Original content from this work may be used under the terms
of the creative commons attributes 4.0 License.
The Role of Strategic
Renewal in Achieving
Organizational Survival
Haider Harbi Hassan
University of Babylon, College of Administration and Economics, Iraq
Abstract:
The current study sought to test the level of
contribution of each of the strategic renewal with its
dimensions represented by (exploring opportunities,
forming new ideas, and investing opportunities) in
achieving organizational survival with its dimensions
represented by (the ability to adapt, maintaining high-
performance standards, achieving job performance
goals), as it adopted strategic renewal in its theoretical
framework as an independent variable. In contrast,
organizational survival came as a dependent variable.
The questionnaire form was used as a primary tool for
collecting data and information by selecting a deliberate
sample represented by the instructors and heads of
departments in private colleges with a total of (30), and
the descriptive analytical approach was relied upon in
presenting and analyzing the study information. In order
to process the data, the researcher used a number of
statistical methods, namely the weighted arithmetic
mean,
response
intensity,
standard
deviation,
coefficient of variation, simple correlation coefficient
(Pearson), and simple and multiple regression
coefficients.
One of the most prominent conclusions reached by the
study is that the colleges in the study sample seek to
enhance their interest in exploring new opportunities
and entrepreneurship to invest in these opportunities in
addition to adopting a distinct structural design that
depends on clear organizational procedures and the
smooth flow of information within the leadership's
participation in exchanging information to achieve
organizational survival.
Keywords:
Strategic renewal, organizational survival,
private educational colleges in Babylon Governorate
represented by Al-Mustaqbal University College, Al-
Hillah Private College, Islamic University.
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Introduction:
Universities are the focus of any society's
civilized presence today, and they are the pivot around
which the university's vision, goals, sustainable policy,
and permanent strategy revolve. The university's real
role is in serving the community and providing it with
scientific outputs represented by students and
scientific consultations in all economic fields of the
country.
This matter contributed to highlighting the term
organizational survival, which is far from the
widespread administrative terms and has clearly
appeared
in
modern
administrative
studies.
Organizational survival enables universities of all types
to possess individuals who are distinguished by their
integrated and high capabilities and skills through
exchanging ideas, presenting them in workshops, and
exploiting their internal energy fully in order to achieve
their set goals by benefiting from previous experiences
and working to confront inter-challenges.
This is what prompted them to think about strategic
renewal as the most appropriate combination of
capabilities and resources in an attempt to legislate the
survival of organizations in the face of a turbulent
environment, i.e., strategic renewal is a fact indicative
of the creativity adopted by technology more than it is
an effort for comprehensive change, in addition to
being an activity aimed at creating compatibility and
keeping pace with the available technology on a fixed
basis.
Based on the above, the study problem was
formulated depending on the level of influence each of
the strategic renewals had on achieving organizational
survival in the universities of the study sample.
The objectives of the study lie in the need for private
colleges for such studies that examine important topics
represented by (strategic renewal and organizational
survival), as they play a fundamental role in ensuring
the success of colleges through the valuable addition
they provide to the organization, and the provision of
the intellectual base and scientific results and the
procedures that follow them on the subject of the
study. In order to achieve the objectives of the study,
it was structured into four chapters divided into
several sections: Chapter One deals with some
previous cognitive contributions and the research
methodology and includes two sections, the first of
which is devoted to reviewing and discussing some last
cognitive contributions and the second is dedicated to
the research methodology. Chapter Two deals with the
theoretical framework of the research and includes
two sections, the first of which is dedicated to strategic
renewal. The second section is dedicated to
organizational survival. While Chapter Three deals with
the scientific aspect. Chapter Four consists of two
sections; the first section includes the conclusions, and
the second section contains the recommendations.
Chapter One
Section One / Research Methodology
First: Research Problem
With globalization and its accompanying dynamism in
the workplace, private educational institutions have
come to face significant competitive and technological
challenges resulting from the rapid transformations
toward globalization of economies and global markets.
The intensification of competition has required them to
make optimal use of their current resources and
uncover new opportunities to be able to renew and
revitalize their strategies in a way that ensures
compatibility with their environment, responds quickly
to its requirements, and works to ensure that their
outputs are compatible with the actual needs of society
and achieves organizational survival. Hence, it has
become more necessary than ever for universities to
realize the importance of strategic renewal and that
exploration, innovation, and creativity are worthy of
attention. Therefore, they must select individuals who
have a creative style for administrative positions, as
these individuals are likely to increase the performance
of their future team. On this basis, the need arose to
delve into the study of the impact of entrepreneurial
thinking for colleges to confront these challenges and
ensure their continuity and survival in the long term.
This requires an attempt to shed light on the role that
strategic renewal can play and its impact on the
performance of the colleges in question, especially after
the researcher noticed some ambiguity among the
study community regarding the concepts of strategic
renewal and organizational survival despite their
application and knowing the extent of the research
sample's awareness of these variables and their
importance by diagnosing the relationship between
them in order to employ them to achieve the goals of
the colleges in a changing environment. The research
problem can be framed through the following
questions:
1. What is the level of availability of strategic renewal in
its dimensions in the private colleges, the research
sample?
2. Have the private colleges, the research sample,
achieved their organizational survival in their
environment?
3. What is the nature of the relationship of association
and influence between strategic renewal and
organizational survival?
4. What is the level of impact of strategic renewal on
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achieving organizational survival in the private colleges
in the research sample?
Second: The importance of the research
The research topic is vital in the survival of private
universities in the business world today, as it will give
them a distinctive feature over others, which qualifies
them to keep pace with the global and competitive
war. The study also gains its importance from the
variables and research topics that it sought to study, as
well as what it enhances in terms of results and effects
on the colleges studied.
The importance of the study is divided into:
The scientific importance of the study:
A- The theoretical framework of the study variables
(strategic renewal, entrepreneurial thinking, and
organizational survival) and deepening the process of
understanding and absorbing them to organize them
with the research and studies that preceded them with
the aim of intellectual enrichment and cognitive
accumulation of the study variables.
B- Providing the Iraqi library with a simple scientific
effort that addresses critical topics in management
that are characterized by development and modernity
to some extent.
C- Seeking to develop the capabilities of the
researched colleges in adopting entrepreneurial
thinking as they are interested in effectively achieving
organizational survival.
The practical importance of the research:
A- The importance of the researched sample in the
colleges as private colleges are one of the critical
sectors in private education that have a significant and
effective role in achieving prosperity.
B- Testing a model to clarify the impact of the role of
strategic renewal in achieving organizational survival,
which has not received much importance in previous
research.
C- Shedding light on the role played by strategic renewal
in achieving organizational survival by enhancing it in
the researched colleges.
D- The research contributes to deepening the vision of
the role of the independent variable (strategic renewal)
in achieving organizational survival.
E- Other colleges benefit from what the conclusions and
recommendations will lead to to ensure the unification
of the specified standards.
Third: Research objectives:
The research aims primarily to study the role of strategic
renewal in achieving organizational survival in private
colleges / Babylon Governorate through research and
achieving the following objectives:
1. Diagnosing the levels of strategic renewal and
organizational survival in the researched colleges.
2. The current research benefits by presenting some
visions and proposals to achieve strategic renewal,
which is urgently needed to enhance organizational
survival.
3. Diagnosing the level of contribution of strategic
renewal to the organizational survival of the researched
colleges.
4. Measuring the correlation and impact between each
dimension of strategic renewal and its contribution to
achieving organizational survival.
5. Attempting to present a set of recommendations in
light of the results and conclusions that will be reached,
which will improve the reality of the researched
organization for the better. Fourth: The hypothetical
research plan: Based on the theoretical framework of
the literature on strategic renewal and organizational
survival, and in light of the research problem, its
importance, and objectives, the researcher worked on
synthesizing a hypothetical research plan that clarifies
the relationship between these variables and the
directions of influence on them, which is illustrated in
the following Figure (1):
Strategic Renewal
1-Exploring Opportunities
2-Investing Opportunities
4-Forming a New Idea
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Figure (1) The hypothetical plan of the study
Fifth: Research hypotheses:
The research hypotheses were formulated based on
the problem and objectives of the research, which are
a group of them related to the correlation relationships
between the research variables and others related to
the influence relationships, as this research included
three main hypotheses, from which sub-hypotheses
emerge, which are as follows:
1 - The first primary hypothesis: (There is a significant
correlation relationship between strategic renewal in
its dimensions and organizational survival).
Three sub-hypotheses branched out from it, which are:
A- There is a significant correlation relationship
between exploration and organizational survival.
B- There is a significant correlation relationship
between
investment
in
opportunities
and
organizational survival.
C- There is a significant correlation relationship
between the formation of a new idea and
organizational survival.
2- The second primary hypothesis: (There is a
significant influence relationship for strategic renewal
in its dimensions on organizational survival).
Three sub-hypotheses branched out from it, which are:
A- There is a significant influence relationship to
explore opportunities in organizational survival.
B- There is a significant influence on investing
opportunities in organizational survival.
C- There is a significant influence relationship in
forming a new idea in organizational survival.
3- The third central hypothesis: (There is a significant
multiple influence from strategic renewal combined in
organizational survival).
Sixth: Research limits:
The research limits were represented by the following:
1. Spatial research limits: The spatial limits of the
research are represented by the geographical location
of (private colleges in Babylon Governorate) for the
purpose of completing the field aspect of the study. The
researcher chose these colleges based on a preliminary
field survey conducted by the researcher on a group of
organizations in Babylon Governorate, and it was found
that private colleges are the colleges most in need of
testing the research variables in them, in addition to
achieving varying annual revenues and profits.
2. Human research limits: The research was applied to a
deliberate sample that included the dean's assistants,
heads of scientific departments, and lecturers at Al-
Mustaqbal University College, Al-Hillah University
College, and Islamic University.
3. Research limits of the research: The research limits of
the study are based on addressing two variables
(strategic renewal and organizational survival) in
addition to the sub-variables they include.
Seventh: Research community and sample:
• Research community and sample:
The research community is the employees working in
the organization. A random sample of (30) employees
will be tested, and the questionnaire will be distributed
to them.
• Data collection method:
-
Secondary study: Books and a previous study that dealt
with electronic governance and its impact on
organizational excellence will be reviewed.
Field study: Questionnaires will be distributed to the
study sample, and their opinions will then be identified.
Eighth: Procedural definitions of current research
variables:
This paragraph includes the procedural definitions of
the research variables to translate the framework and
scope of the independent and dependent research
variables, and are determined in light of the selection of
logical relationships reinforced by theoretical and
experimental aspects in light of the hypotheses and
model of the tested research, as Table (1) shows the
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procedural definitions of current research variables.
Table (1) Procedural definitions of current research variables
Variable
Operational Definition
N.
Strategic Renewal
A modern management philosophy that aims to renew
1
Exploration
It is the continuous process by which the organization seeks to bring about
a change in behavior and direction; in order to create a positive relationship
between it and other organizations on the one hand and between it and its
environment on the other hand
2
Opportunity
Exploitation
It is a set of human resources practices that organizations apply through
special programs that aim to increase and improve performance and use
their resources efficiently and effectively and achieve the advantage of
superiority
3
Organizational
Survival
It is the investment of human energies by bringing out the best of the
organizations' skills and experiences to achieve excellence in performance
to satisfy customers
4
Adaptability
A modern management philosophy that aims to renew
5
Maintaining High
Standards
Of
Performance
It is the continuous process by which the organization seeks to bring
about a change in behavior and direction; in order to create a positive
relationship between it and other organizations on the one hand and
between it and its environment on the other hand
6
Achieving
Job
Performance
Goals
It is a set of human resources practices that organizations apply through
special programs that aim to increase and improve performance and use
their resources efficiently and effectively and achieve the advantage of
superiority
7
Chapter Two
Strategic Renewal - Organizational Survival
Section One
Strategic Renewal Organizational
Accordingly, in this section, we will discuss the
following: -
First: The concept of strategic renewal
Second: The importance of strategic renewal
Third: Dimensions of strategic renewal
First: The concept of strategic renewal: concept and
definition of strategic renewal
The present time faces pressures in the global market,
so it must focus on productivity and efficiency because
global quality is no longer sufficient for its long-term
success, which prompts it to search for opportunities to
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respond to the surrounding environmental variables,
and this encourages business organizations to
participate in renewal processes to overcome
environmental
disturbances
and
competition.
Therefore, renewal is an approach to the literature of
strategic management. The following are some unique
concepts of strategic renewal from the viewpoints and
opinions of some writers and researchers:
(30: 2014, Kyla Heiko): Strategic renewal is defined as
"a process that includes the title and results of
replacing organizational characteristics that have the
potential to affect the long-term success of the
organization."
Moreover, (2015: 21, Claola et al.):-Strategic renewal is
"the ability of the organization to replace and change
the features that have a significant impact on the
organization's
independence,
and
therefore
management must be informed of the direction of this
fundamental phenomenon."
Kearney & Morris (2015) and Agarwal and Tlelfal
(2009) agreed that strategic renewal is "the process of
preparing the qualification and replacement of the
organizational characteristics and features of
organizations with the ability to influence the long
term. These critical characteristics and features include
the organization's structure, business processes,
organization goals, capabilities, and human resources."
(Kazem et al., 2015: 205) indicated that the concept of
strategic renewal is "the steps followed by the
organization to change the activities of managers at
different levels from top to bottom and vice versa, and
the way in which independent investments are studied
by seizing opportunities, and it is also the way in which
managers and employees share knowledge within and
outside the organization's borders." From the point of
view of (Al-Taie and others, 2016: 11): - Strategic
renewal is not limited to changing core capabilities but
instead changes in strategic positioning, employing
knowledge, and creating opportunities for education
(2010: 53, Apollo).
(Abbas, 2016: 175) referred to: - Strategic renewal as
"an administrative activity that works to find and
acquire knowledge that brings about changes in
strategy, whether at the level of core capabilities or
organizational products."
The concept of strategic renewal is based on being "the
general and comprehensive plan to change the
formulation of a high-performance strategy (Al-Sharifi,
59: 2017).
(Ajwa and Nasser, 2019: 9) See: - Strategic renewal as
"a group of complex development activities that seek
to change its direction and resources at all activities
and levels of the organization through the corrective or
therapeutic process to bring about an unusual positive
change and have the ability to have a long-term impact.
The researchers define strategic renewal as "a modern
administrative philosophy that aims to renew, change or
replace the organization's business model, including the
organization's continuous and effective transformation
towards innovation to create opportunities and search
for capabilities or opportunities to seize and invest
current capabilities to overcome environmental risks in
the long term in order to ensure strategic sovereignty."
Strategic Renewal of Importance
Strategic renewal is of great importance from the point
of view of writers and researchers, as it is the
permanent characteristic that managers search for and
work on. It has been shown that strategic renewal,
despite the various studies of business administration,
is the starting point for the process of continuous
improvement and ideas, from technological transitions
to competitive transitions. Hayden (2-1 2012) indicated
that the importance of strategic renewal arose from the
hypothesis that over time, there must be compatibility
between the organizational structure, competencies,
and processes within the organization on the one hand
and external environmental threats and opportunities
on the other hand. This is what strategic renewal
achieves by enabling it to change its business in a way
that suits its competitiveness through development
processes in acquiring new opportunities or knowledge
or current competencies and adapting to procedures
and options, which ensures strategic compatibility with
changing environments. Taussig (466 2013) explained
that the importance of strategic renewal lies in
improving market conditions and identifying the most
beneficial opportunities for the organization, which
helps it achieve successful and continuous alliances and
partnerships to ensure obtaining scarce resources. He
added that organizations face economic threats inside
or outside the business level. Strategic renewal is the
best opportunity for organizations to achieve
sustainable success when they deliberately confront
economic downturns (Morays et al., 2014). (2011:66
Kwee et al.) believes that three main points determine
the importance of strategic renewal:
1- Strategic renewal transforms basic capabilities into
essential capabilities with a competitive advantage in
the market.
2- Strategic renewal has a significant impact on all levels
of the organization.
3- Strategic renewal is important to break the path
adopted by the environment surrounding the
organization and ensure its sustainability in the long
term.
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Strategic renewal also contributes to changing the
organization's performance pattern in order to obtain
economic performance. Working on renewal enables
organizations to change their direction and strategic
policy toward development and compatibility with
their dynamic, technological, political, and economic
business environment (80: 2015, Albert et al.).
Therefore, strategic renewal affects the organization's
participation in various industries in which entire
economies compete. In addition to enabling
organizations to compete and maintain continuous
success, it is recommended that organizations develop
strategies and cultures that enable them to face
environmental challenges and exploit available
opportunities (25: 2016, Masad).
(Bryce et al.) summarized, 2019 242). The importance
of strategic renewal in five points, which are as follows:
-
1- Finding modern ways of working in order to meet
the requirements and needs of customers and
maintain a competitive position in the era of
development that the organization is experiencing.
2-Finding a new approach to market and product
composition to generate ideas is the main activity of
the strategic renewal process.
3- Increasing the chances of permanent and
continuous success by encouraging organizations to
provide strategic partnerships to obtain scarce
resources that work to increase profits.
4-Strategic renewal also has the importance of
interacting and integrating individual behaviors to
confront environmental forces and address project
procrastination.
5- It enables organizations to move to a better strategic
position by improving their capabilities and potential.
The importance of strategic renewal also emerges
through the following: -
Based on the above, the researcher believes that the
importance of strategic renewal is represented by the
following:
1-Strategic renewal ensures the effective exploitation
of available human resources, which leads to making
work more effective, efficient, and motivating.
2- Strategic renewal helps the organization address
conflict and overcome previous and current strategic
shortcomings.
3- Strategic renewal enables the organization to
develop strategies and cultures that enable it to face
the surrounding environmental challenges and
opportunities.
4- Strategic renewal is the best approach for an
organization because it helps it acquire opportunities
and knowledge that help it achieve permanent success.
5- Strategic renewal is one of the most important
decisions an organization makes to maintain its position
and status in the market.
Third: Dimensions of strategic renewal
1.
Explore opportunities
Some scholars support the organizational learning
perspective (organizational learning perspective) which
focuses on balancing exploration and investment of
opportunities effectively, which is considered a
fundamental challenge for strategic renewal, Schmit
that it is on exploring procedures (Volberda et al., 2001,
p. 214) of each and knew (Raisch, & Volberda, 2018)
renewal procedures that add new activities to the
organization's current inventory, or that increase the
company's geographical scope. Opportunity exploration
can be defined as the procedures that the organization
takes with the aim of renewing its activities, such as
introducing new products in new markets, through the
organization's ability to search for new opportunities so
as to achieve a balance between exploration and
exploitation, considering this balance is a fundamental
factor in the organization's survival and growth, and
ensuring the organization's proactive response to
environmental disturbances.
2- Entrepreneurship Business
The topic of entrepreneurship is one of the important
topics. With the accelerating pace of change in various
areas of the business environment and the
intensification of competition between organizations,
the importance of this topic has increased as one of the
modern and contemporary strategic options that The
organization resorts to it in order to achieve excellence
and distinction in its work, so it has become an
important means that all organizations need to keep
pace with developments and transformations in a highly
competitive environment. The term Entrepreneurship
has been used in the past, as its roots go back to a long
period. If we want to define it, we find that the literature
refers to the beginning of the sixteenth century, where
it was first used in the French language. The concept of
this term at that time included the meaning of risk and
enduring the difficulties that accompanied military
exploration campaigns (Ahmed and Barham, 2008: 7).
The term Entrepreneurship was also mentioned in the
Oxford Dictionary for the year 2004 to indicate the
process of making money by starting a new business,
especially when this business includes taking the risk
into account (Ibrahim, 2013: 247). Then this concept
developed during the subsequent periods until it
became today one of the contemporary topics that have
become a challenge for different organizations. It is a
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multidimensional concept that harmonizes with
different sciences, including, for example, economics,
sociology, management, and psychology (Al-Taie,
2008: 159). Therefore, researchers did not agree on
the subject of giving a specific and agreed-upon
definition of organizational entrepreneurship or
entrepreneurship in general. Based on the above, we
can define "entrepreneurship" as a set of creative
activities inside or outside the organization that carry
some risks through which the organization can carry
out an activity such as producing new products or
services, expanding existing businesses, entering new
markets, or any other initiative that can distinguish the
organization from others and add a certain value to it.
3 - Investing opportunities
Simultaneous investment in an existing strategy with
the exploration of new capabilities is one of the basic
challenges for organizations (2009, Lewis &
Andriopoulos). In this context, strategic investment
renewal procedures depend on the current path of the
organization and are linked to gradual renewal.
Investment includes things such as improvement,
selection, production, efficiency, and implementation
(p71. 1991, March). Strategic investment renewal
procedures are short-term procedures consisting of
procedures that focus on the current field of activities
within the organization's current geographical
markets. Investment includes: expanding current
markets, improving current competencies, and starting
activities such as liquidation, merger, or reduction
(Uotila al, 2009 et).
Investing opportunities represents The renewal
procedures undertaken by the organization with the
aim of defining and controlling the scope of its current
work and creating value in the short term, by exploiting
its capabilities in strategically rethinking its
competitive position with the aim of achieving a rapid
response to current competitive needs. The main
driver for investing in opportunities is risk and
competition, so that the organization’s skills
and
expertise are employed in exploring current
opportunities to be invested in.
The second topic: Organizational survival
First: The concept of organizational survival: The
concept of organizational survival
Organizational survival is a major element and an
ultimate goal for business organizations of different
types and levels, in addition to enhancing stability and
trust between management and employees, and it also
contributes
to
developing
the
organization's
capabilities and achieving goals. Therefore, the
concepts of organizational survival varied due to the
different visions of researchers about it. Clarifying the
concept has been accompanied by some complexity as
a result of focusing on organizational survival towards
the work environment, as organizational survival
expresses the individual's and the organization's
readiness to exert the maximum possible effort for the
benefit of the organization and the desire for stability,
then accepting and believing in it and its goals and
values.
(Mend et al, 2013: 3) Organizational survival is meant as
a means in research to develop organizational plans that
meet the needs of stakeholders as well as manage
relationships with them in order to achieve feasibility
and ambition in survival and continuity (Varbanova,
2013: 10)
(Bansal, et al, 2014: 70) believes that the concept of
organizational survival is often used interchangeably
with organizational sustainability to understand
organizations' ability to withstand immediate pressures.
For his part, Moldavanova et al. (2014: 2) added that
service organizations are adapting to the private
sector's focus on meeting stakeholders and providing
them with needs to gain competitive advantage and
improve their strategic position to survive and continue.
Survival,
sustainability
and
commitment
are
organizational goals based on the organization's ability
to satisfy stakeholders. In the same general and non-
profit organizational context, stakeholders have
become marginalized for the sake of organizational
stability and survival (Johansson, et al, 2014, 43) )
(64 2014, (Ban, et al) indicated that organizational
survival is the achievable path by relying on internal
organizational capabilities as well as external social
cohesion based on social capital theories.
As well as (8 2014, Dsborns et al.) rooms that it is the
approach that can effectively address defects and
potential risks that organizations are exposed to, which
may contribute to organizing and modifying the path of
the system on which organizations operate.
(8: 2016 Osborn, et al) defined it as an important
institutional goal and a necessary condition for
organizations that aspire to create social value and gain
customers in order to obtain a good reputation and gain
capital, and that this helps organizations to survive and
sustain.
We note that there is an explicit and repeated indication
in many researches and studies revolving around
benefiting from the knowledge, ideas, energy and
creativity of all employees in it. At the level of front-line
workers, and the level of managers in order to confront
the global business environment and global customer
expectations. (300: 2016, (Dempsey)
Second: The importance of organizational survival:
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The survival of the organization is of utmost
importance in this period of business turmoil. As well
as maintaining the organization's position in terms of
competitive position. This matter becomes not only
the responsibility of the owners or leaders of the
organization, but also the responsibility of the working
individuals.
Therefore, the importance of survival is a primary and
essential source for every organization of all types and
sizes because it will enhance its competitive position.
Therefore, writers and researchers differed in
determining the importance of organizational survival.
Where he sees: (47 (2012 Cratch) that the importance
of organizational survival is represented by the
following: -
2.
Organizational survival is the result of the job
selection process.
3.
Focus on survival in many studies of
organizational sustainability (2014: 4, Johansson)
4.
Most scholars focus on institutional building as
an agent of organizational survival (Bowan, 2011: 37)
5.
Developing
a
framework
based
on
interdependence for survival and sustainability.
6.
The desire to focus efforts towards helping the
organization To achieve its goals.
For his part, (2014:36, (Markusen) added a set of
points that clarify the importance of organizational
survival, which are as follows:-
1- Preserving the culture.
2 Achieving a balance between the public service
mission and economic interests.
3- Teaching public arts when providing a service,
whether private or public.
4- Providing a resource of increasing value to
organizational contexts.
5- Administrative practices are used in profitable and
non-profit fields.
6- Knowing the strengths and weaknesses as well as
the threats that the organization may face that may
affect its sustainability.
7- The desire to focus efforts towards helping the
organization achieve its goals.
8- Survival is represented by a set of exchanges
between the individual and the organization on the
one hand and the strong desire to continue, grow and
stay in work on the other hand.
In addition, modern literature has shown the great
importance of survival and that various organizations
today are striving with various efforts to maintain their
position and marketing status, which use their
administrative practices in the profitable and non-profit
fields in order to provide unique and distinctive
products. Therefore, employees must be involved in the
company's strategy and in decision-making to benefit
from their knowledge and experience to gain a
competitive advantage and gain and retain the
workforce. Survival in the global struggle to meet the
increasing demand for companies in the markets
requires attention to the employees in the organization
since the innovation in the products and services that
these individuals bring and make them an important
source of survival. (350: 2015, Smith, et al).
(8-2: 2018, Charan) indicated that organizational
survival is an important source because it represents an
important element in linking employees to the
organization, especially in times when organizations are
unable to provide appropriate incentives to their
employees to encourage them to achieve the highest
level of achievement. Because employees consider
staying within the organization a more important factor
than job satisfaction, the individual's commitment to
the organization to which he belongs is also a factor for
success,
continuity
and
increased
production.
Organizational survival also contributed to translating
the desires and beliefs that are within the individual
towards the organization into behavior that drives the
organization to progress and survive. In addition,
several reasons led to interest in this concept, namely
that organizational survival represents one of the basic
indicators for predicting many factors, especially
increasing productivity and the rate of turnover. It is
assumed that committed individuals will stay longer in
the organization and work more towards achieving the
organization's goals because survival is like the
individual's willingness to make the maximum possible
effort for the benefit of the organization and his
acceptance and belief in its goals and values. Survival
also affects the individual's decision regarding whether
to stay or leave the organization, as survival is described
as an intangible state embodied in the loyalty of
individuals to their organization at a fixed and not
absolute level, and its dimensions are multiple and
influential on each other (Venkatarman, 2019: 27).
Meanwhile, (2020: 10, Geoncheol) added that the
importance of organizational survival is represented by
the following: -
1-Increasing the cohesion of the individuals working
within the organization and their confidence in the
organization in which they work, thus achieving growth,
stability, and commitment.
2- Increasing the rates of production (productivity) and
performance.
3- Decreasing the level of turnover.
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4- The higher the rate of compatibility between values
and goals, the higher the morale.
5- Decreasing the problems and disputes that occur
between employees and managers.
The Dimensions of organizational Survival
Writers and researchers differed in defining the
dimensions of organizational survival, despite the
interest of many researches in studying organizational
survival, its relationships and effects. However, they
differed in diagnosing its dimensions through which
organizational survival can be described and explained
well. (Casey & Denison 2010 90) presented three
dimensions of organizational survival, which are (the
ability to adapt - maintaining high performance
standards - achieving job performance goals). The
researcher
relied
on
these
dimensions
as
comprehensive dimensions, and because they are
consistent with the work of the organizations under
study, and the possibility of measuring them, and each
dimension will be explained as follows: -
First: The ability to adapt
Interest in the concept of adaptation has increased as
a result of the great pressures facing many
organizations to gain a competitive advantage in
turbulent markets. This term has appeared in research
related to strategic management, organizational
design and creativity as an emerging science in
organization studies with the increase in research on
this topic. (2014:1,.Papachroni et al.) Business
organizations adopt strategies that distinguish them
from other organizations, by developing many new
strategies to replace previous strategies. The
organization directs its resources and capabilities to
create new sources of competitive advantage, and
improve the organization of its operations, to improve
its ability to respond to events and changes in the
external environment by developing products that
meet
the
evolving
needs
of
customers
(2015234,Hilton). The essence of adaptation refers to
creating advantages over competitors who fail to
adapt, which means that the organization can easily
link the ability to adapt with the ability to compete.
Amah and Baridam 17: 2012) Adaptation is the
organization's ability to respond to changes in the
external environment and recover from damages that
occur in the internal structure that affect its ability to
achieve its purpose (Oalziell and Mc Manus (2004: 45-
91)
Aziz (2008; 8) defined it as "coordination between the
strategy set and the structures of the organizational
units of the organization itself and the internal
elements. While Tayauova (201,1160) referred to
adaptation as "accepting the state of change and facing
the environmental challenge and presenting and
implementing new strategies." Barth (2011; 203) sees
adaptation as a set of mechanisms, methods and vision
necessary for business organizations to survive and
continue and find integration between the various
components of the internal organization and its external
environment, which enables it to build a strategic
system to control and control the course of the system.
" Banks (2013; 20) defined adaptation as one of the
most decisive factors in determining the survival or
demise of an organization because environmental
changes can be tolerated for a short period of time.
(69; 2013, Parter) emphasizes that every organization
should develop a comprehensive strategy that is based
on adapting to the surrounding environmental
conditions.
It is also the extent to which the organization, in its
various types, is able to change behavior, structures,
and systems in order to continue in the event of any
change.
(90: 2014, Dienissouin)
It is "the organization's ability to predict its future
internal and external problems, and to know the means
to control them as much as possible." (Al-Khashali 2015:
9)
Organizational
Survival
High production and
performance rates
Reduced problems between
employees and managers
Low Turnover
Increased stability, retention
and commitment
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(Al-Ghalbi and Idris 2015 33) defined adaptation as
"the organization's response process to environmental
changes, external actions, and its internal situation,
and the necessity of adapting its condition,
perceptions, and activities according to this change."
(Al-Binaa 2016, 6) and (Canderasekaran 2009 180)
agree that adaptation is the organization's ability to
implement innovation and improve the strategies
followed, and it must adapt these strategies and
activities across all levels, including organizational
cultures and effective strategy.
Safwat (2017 (11) indicated that adaptation is the
extent to which organizations are able to respond to
and interact with any variable in their internal business
environment or change in the external environment
that affects their work and various administrative,
production, financial, and service activities.
The researcher believes that the ability to adapt is the
continuous process by which the organization seeks to
bring about a change in behavior and direction in order
to create a positive relationship between it and other
organizations on the one hand and between it and its
environment on the other hand, and this leads to
satisfying the different needs of customers. In other
words, adaptation is the process that involves bringing
about changes in the organization or the environment
or both, with the aim of achieving harmony in the
relationship between them.
Keep high standards of performance
Expresses that every organization has important
outputs that must be achieved in order to survive, in
addition to that the quality of service provided must be
improved to meet customer expectations and is an
ongoing part of strategies to ensure survival and
customer satisfaction. (Casey 2010 509-32) This
requires that management have types of skills that
employees accomplish that are of important value
during the specified time. As the most important factor
in the performance management system, managers
must take care of the individuals working within their
organization. (19: 2009Milligan, et al.)
Al-Ubaidi (2015: 63) believes that high performance is
a broad activity carried out by organizations by
adapting to the surrounding environment and
exploiting their resources efficiently and effectively in
order to achieve their goals and achieve success and
excellence and represents a reflection of the
organization's ability to change and renew, which has
an impact on its survival and growth in the long term
in light of changing environments. Al-Rubaie (2015: 93)
believes that high performance is the performance
that exceeds or surpasses the normal performance of
the individual, in addition to being a set of high
intellectual, behavioral, cognitive and creative skills that
individuals working in the organization possess and
attempt to employ them to accomplish their work tasks
in a manner that exceeds the limits set by the
organization in terms of quantity and quality in order to
provide products and work characterized by originality,
creativity and distinction in order to achieve the
organization's goals increasingly and continuously
towards the future. Rogers & Blenko (2006133)
indicated that high performance organizations are a
group of organizations that possess the means that
enable them to translate their goals into tangible results
with high efficiency and effectiveness compared to
other organizations over a period extending from (5-10)
years. 323 2008 Lussier found that the required level of
performance depends on three factors, which are
(ability, motivation, resources (ability and motivation
are two factors that lead the efforts of employees to the
behavior that creates the level of performance, and in
order for performance to be high, these three factors
must also be high. If one of them decreases or is lost,
the level of performance will be adversely affected.
From the above, the researcher sees that maintaining
high standards of performance is a set of human
resources practices that organizations apply through
special programs that aim to increase and improve
performance and use their resources efficiently and
effectively and achieve the advantage of excellence,
provided that there is a link between these practices
with each other.
Achieving the Performance of the Functional
Performance
Management is charged with developing tasks and
setting goals, as well as preparing strategies to
accomplish plans in order to achieve the organization's
goals. The goal refers to the quantity, quality and extent
of performance - and in the best cases when the
organization and the working individuals are more
committed to achieving their goals. The goals affect the
level of motivation of employees and their beliefs about
what they can learn, and the level of their performance
and self-evaluation. (97: 2002 Loke and Latham) The
relationship between guidance and adaptability is
represented by the person who transfers knowledge
and skills. It is an ongoing relationship of learning,
dialogue and overcoming various challenges, which
contributes to making the organization more adaptable
to the constantly distinct work environments (9-5: 2005
Palmer and Johnson) While the relationship between
guidance and maintaining performance standards is a
developmental relationship that enhances individual
capabilities, skills and knowledge and provides
immediate and long-term needs easily. Therefore,
guidance skills ensure that the working individual is fully
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aware of the job description, which in turn will
enhance his performance in order to meet the
specified standards. (9-18: 2013, Aman and Jaja) One
of the most important barriers to achieving job
performance goals is the lack of trust between
management and employees, which makes it difficult
to implement job performance requirements.
Therefore, organizations must maintain a strong and
active commitment by senior management, employee
commitment to the organization's goals, the constant
pursuit of sustainable advantage, and covering the
costs that the organization can bear when
implementing these practices, which can be expensive,
especially training costs. However, evidence indicates
that the gains achieved from job performance
requirements far outweigh the costs (EEF & CIPD 2003:
5). Simsek et al. (2009) believe that achieving job
performance goals requires the creation of
independent structures, each with its strategies,
structures,
cultures,
incentive
systems,
and
innovations. Therefore, the concepts of dividing
structures have their roots in the literature of
organizational design, indicating the importance of
maintaining compatibility between the organizational
structure and the important design demands and the
environment alike. Therefore, satisfaction and
contentment within different structural units, for
example, managing the distinguished team and the
organizational structure, culture, control systems,
incentive structure, as each unit works independently
and at the same time there is organizational
communication, which leads to achieving goals. This
requires coordination between the optimal investment
of opportunities and the search for new opportunities
to achieve synchronization through the presence of a
common vision. And the work of the senior
management team. Through what has been addressed,
the researcher sees the achievement of job
performance goals. It is the investment of human
energies by bringing out the best of the organizations'
skills and experiences to achieve excellence in
performance to satisfy customers, stakeholders and
investors. That is, it is a combination of human
resources practices that can facilitate employee
participation and enhance their skills, and provide a
stronger incentive. It is important because it improves
the level of trust in the workplace, enhances the level of
employee performance and raises their level of job
commitment.
Figure (3) Dimensions of organizational survival Source: Prepared by the researchers based on previous
literature
Chapter Three
The Applied Aspect of the Research
The First Section: Description and Diagnosis of the
Research Variables
Dimensions Of
Organizational
Survival
Achieving Job
Performance Goals
Adaptability
Maintaining High
Performance
Standards
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This paragraph aims to present, analyze, and interpret
the results of the answers of the research sample
individuals regarding the paragraphs included in the
questionnaire form by reviewing the values of the
weighted arithmetic means, the intensity of the
response, the standard deviations, and the coefficients
of variation for each paragraph of the research
variables.
The research determined the level of answers in light
of the arithmetic averages by determining their
affiliation to any category, and because the research
form is based on a five-point Likert scale (strongly
agree - strongly disagree), there are five categories to
which the arithmetic averages belong, and the
category is determined by finding the length of the
range (5-1 = 4), and then dividing the range by the
number of categories (5) (4÷5 = 0.80). After that, (0.80)
is added to the lower limit of the scale (1) or subtracted
from the upper limit of the scale (5). The categories are
as follows: (Dewberry, 2004: 15)
1 - 1.80: Very low
1.81 - 2.60: Low
2.61 - 3.40: Moderate
3.41 - 4.20: High
4.21 - 5.00: Very high
This aspect will be addressed according to the following
paragraphs:
First: Presentation, analysis, and interpretation of the
responses of the research sample individuals regarding
strategic renewal (X)
The paragraphs of this variable will be addressed by
analyzing and explaining the questions related to the
dimensions of the first variable, which is a strategic
renewal, by extracting the values of the weighted
arithmetic means, the values of the intensity of the
response, and the values of the calculated standard
deviations, whether at the partial or total level, as
shown in the following:
Table (2) Descriptive statistics for strategic renewal and its dimensions n=50
Dimensions
Weighted arithmetic
mean
Standard Deviation
% Answer intensity
Exploration
3.26
0.94
65
Entrepreneurship
3.30
1.31
66
Opportunity
Capitalization
3.16
1.26
63
Strategic Renewal
3.19
1.22
64
Source: SPSS V.26 and Microsoft Excel 2010 program outputs
The strategic renewal variable achieved a weighted
arithmetic mean of (3.19), meaning that it falls within
the category of (moderate). At the same time, the
response intensity value was (64%), the standard
deviation value was (1.22), and the coefficient of
variation percentage was about (38.40%). From the
above, it is clear that the variable is available with its
three axes in the research sample organization.
When observing the results shown in Table (2), we
note the following:
1- Exploration: The strategic orientation dimension
achieved a weighted arithmetic mean of (3.26),
meaning that it falls within the category of (moderate),
while the response intensity value was (65%), and the
standard deviation value was (0.94). From the above, it
is clear that the dimension is available in the research
sample organization.
2- Entrepreneurship: The dimension achieved a
weighted arithmetic mean of (3.30), meaning that it falls
within the category of (moderate), while the response
intensity reached (66%), while the standard deviation
value was (1.31), which shows the availability of the
dimension in the research sample organization.
3- Opportunity investment: The dimension achieved a
weighted arithmetic mean of (3.16), meaning that it falls
within the category of (moderate), while the response
intensity reached (63%), while the standard deviation
value was (1.26), which shows the availability of the
dimension in the research sample organization.
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Second: Presentation, analysis, and interpretation of
the responses of the research sample individuals
regarding organizational survival (Y)
The paragraphs of this variable will be addressed by
analyzing and explaining the questions related to the
second variable, which is organizational survival, by
extracting the values of the weighted arithmetic means,
the response intensity values, and the calculated
standard deviation values, whether at the partial or
total level, as shown in the following:
Table (3) Descriptive statistics Organizational survival and its dimensions n=50
Source: (SPSS V.26) and Microsoft Excel 2010 program outputs
The organizational survival variable achieved a
weighted arithmetic mean of (3.70), meaning that it
falls within the category of (high). At the same time,
the response intensity value was (74%), while the
standard deviation value was (1.22); from the above, it
is clear that the variable and its components are
available in the research sample organization.
When observing the results shown in Table (3), we
note the following:
1- Adaptability: The dimension achieved a weighted
arithmetic mean of (3.90), meaning that it falls within
the category of (high), while the response intensity
value was (78%), while the standard deviation value
was (0.95), from the above it is clear that the
dimension is available in the research sample
organization.
2
—
Maintaining high standards of performance: The
dimension achieved a weighted arithmetic mean of
(3.56), meaning that it falls within the category of
(high). The response intensity reached (71%), and the
standard deviation value was (1.16), which shows the
dimension's availability in the research sample
organization.
3- Achieving job performance objectives: The
dimension achieved a weighted arithmetic mean of
(3.63), meaning that it falls within the category of
(high), while the response intensity reached (73%),
while the standard deviation value was (1.44), which
shows the availability of the dimension in the research
sample organization.
Second topic: Testing hypotheses of association and
influence between research variables:
It aims to test the relationships of association and
influence between research variables. The relationships
of association and influence will be tested at the level of
the sub-hypotheses that emerged from the main
hypotheses and at the overall level by using the simple
correlation coefficient (Pearson) and the regression
coefficient.
First: Testing the first central hypothesis related to the
relationship
between
strategic
renewal
and
organizational survival
(There is a significant correlation between strategic
renewal and organizational survival)
Three sub-hypotheses branched out from it, as shown
below:
1. There is a significant correlation between exploration
and organizational survival.
2. There is a significant correlation between
entrepreneurship and organizational survival.
3. There is a significant correlation between opportunity
investment and organizational survival.
Table (4) shows the simple correlation coefficient matrix
(Pearson) between these variables and their
dimensions. Before testing this hypothesis, Table ( ) also
indicates the sample size (50) and the type of test (2-
Dimensions
Weighted Arithmetic
Mean
Standard
Deviation
% Answer Intensity
Adaptability
3.90
0.95
78
Maintaining
high
standards
of
performance
3.56
1.16
71
Achieving job performance goals
3.63
1.44
73
Organizational survival
3.70
1.19
74
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tailed). If a (*) mark appears on the correlation
coefficient, this means that the correlation is
significant at the (5%) level. In contrast, if a (**) mark
appears on the correlation coefficient, this means that
the correlation is significant at the (1%) level. The
strength of the correlation coefficient is judged in light
of the rule (Cohen, 1977, pp. 79-81), as follows:
Low correlation: If the value of the correlation
coefficient ranges between (0.10 to 0.29).
Medium correlation: If the value of the correlation
coefficient ranges between (0.30 to 0.49).
Strong correlation: If the value of the correlation
coefficient ranges between (0.5 to 1).
Table (4) Testing the correlation relationships between the research variables
Explore Entrepreneurship
Investing In
Opportunities
Strategic
Renewal
Organizationa
Survival 1
Pearson
Correlation
0.335
*
0.564
**
0.681
**
0.463
**
Sig. (2-tailed)
0.000
0.000
0.000
0.000
n
50
50
50
50
** Correlation is significant at the 0.01 level (2-tailed).
Source: SPSS V.26 program outputs
Table (4) shows the correlation matrix that tested the
first main hypothesis and its derivative hypotheses. It
shows that there are strong positive correlations with
significant significance at the level of (1%) between
strategic renewal and the variable of organizational
survival. The value reached (0.463) at the level of
significance (1%) and is considered a strong
relationship in light of Cohen's rule.
At the level of dimensions, the strongest correlation
was between each of the dimensions of investment of
opportunities and organizational survival, as the value
of the correlation between them reached (0.681) at
the level of significance (1%) and is considered a strong
direct relationship in light of Cohen's rule. While the
weakest correlation was between the dimension of
exploration and organizational survival, as the value of
the correlation between them reached (0.335) at the
level of significance (5%), it is considered a medium
correlation in light of Cohen's rule.
The results obtained from Table (4) indicate the
acceptance of the existence hypothesis for the first
central hypothesis and its subsidiary hypotheses.
Accordingly, the hypothesis states that ((there is a
significant correlation between strategic renewal and
organizational survival)).
Second: Testing the second central hypothesis related
to the relationship of influence between strategic
renewal and organizational survival
(Strategic renewal has a significant effect on
organizational survival.)
Three subsidiary hypotheses branched out from it, as
shown below:
1. Exploration has a significant effect on organizational
survival.
2. There is a significant effect of entrepreneurship on
organizational survival.
3. Investment in opportunities has a significant effect on
organizational survival.
To prove the validity of the influence hypotheses, the
simple linear regression method was used, and the
relationship between the research variables was
estimated. Table (5) shows the results of the regression.
Table (5) Estimation of the simple linear regression relationship between strategic renewal and
organizational survival
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Source: SPSS V.26 program outputs
It is clear from the results of Table (5) that the
regression coefficient of the strategic renewal variable
on organizational survival was (0.46), which means
that if strategic renewal changes by one unit,
organizational survival will increase by (46%), noting
that the effect is significant because the calculated (t)
value of (2.77) is more significant than its tabular
counterpart of (2.75) at a significance level of (1%).
It is also noted that strategic renewal explains (22%) of
the changes in organizational survival, while the
remaining percentage (78%) is due to other variables
outside the current research model. Note that the
estimated model is significant overall because the
calculated (f) value of (7.66) is more significant than its
tabular counterpart of (7.56) at a significance level of
(1%).
Accordingly, and based on the above, the second
central hypothesis is accepted, which states (that there
is a significant effect of strategic renewal on
organizational survival).
When referring to Table (5) and in order to prove the
validity of the hypotheses arising from the second
central hypothesis, the following becomes clear:
The first sub-hypothesis: There is a significant effect of
exploration on organizational survival
It is clear from Table (5) the following:
A. The regression coefficient reached (0.34), which
means that if the dimension changes by one unit, the
organizational survival variable will increase by (34%),
noting that the effect was significant because the
calculated (t) value of (2.76) is higher than its tabular
counterpart at a significance level of (1%), which is
(2.75).
B. The value of the coefficient of determination (R2) was
about (0.11), which means that the dimension explains
(11%) of the changes that occur in organizational
survival. In comparison, the remaining percentage (89%)
is due to other factors not included in the current
model.
C. We find that the calculated (F) value of (9.24) is higher
than its tabular counterpart of (7.56) at a significance
level of (1%). Accordingly, we note that the estimated
model is significant overall.
Accordingly, the researcher concludes from the analysis
of the results of Table (5) to accept the alternative
hypothesis that states ((There is a significant effect of
exploration on organizational survival))
Second sub-hypothesis: There is a significant effect of
Dependent Variable
Dimensions of
the independent variable
Organizational Survival
Regression
Coefficient
(
β
)
Coefficient
Of
Determinatio
n
(R
2
)
Value
(T)
Value
(F)
Strategic Renewal
0.46
0.22
2.77
7.66
Exploration
0.34
0.11
2.76
9.24
Entrepreneurship
0.56
0.32
3.62
13.07
Investment Opportunities
0.68
0.46
4.93
24.27
Table F Value At
1% Level
7.56
Table (T) Value At
(1%) Level
2.75
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entrepreneurship on organizational survival
Table (5) shows the following:
A. The regression coefficient was (0.56), which means
that if the dimension changes by one unit, the
organizational survival variable will increase by (56%),
noting that the effect was significant because the
calculated (t) value of (3.62) is higher than its tabular
counterpart at a significance level of (1%), which is
(2.75).
B. The value of the coefficient of determination (R2)
was about (0.32), which means that the dimension
explains (32%) of the changes that occur in
organizational survival. In comparison, the remaining
percentage (68%) is due to other factors not included
in the current model.
C. We find that the calculated (F) value of (13.07) is
higher than its tabular counterpart of (7.56) at a
significance level of (1%). Accordingly, we note that the
estimated model is significant overall.
Accordingly, the researcher concludes from the
analysis of Table (5) 's results that the alternative
hypothesis, which states, “There is a significant effect
of entrepreneurship on organizational survival,” is
accepted.
The third sub-hypothesis: There is a significant effect
of investing opportunities on organizational survival
Table (5) shows the following:
A. The regression coefficient reached (0.68), which
means that if the dimension changes by one unit, the
organizational survival variable will increase by (68%),
noting that the effect was significant because the
calculated (t) value of (4.93) is higher than its tabular
counterpart at a significance level of (1%), which is
(2.75).
B. The value of the coefficient of determination (R2)
reached about (0.46), which means that the dimension
explains (46%) of the changes that occur in
organizational survival. In comparison, the remaining
percentage of (54%) is due to other factors not
included in the current model.
C. We find that the calculated (F) value of (24.27) is
higher than its tabular counterpart of (7.56) at a
significance level of (1%). Accordingly, the estimated
model is significant overall.
Accordingly, the researcher concludes from the
analysis of the results of Table (5) to accept the
alternative hypothesis that states ((there is a
significant effect of investing in opportunities on
organizational survival)).
CONCLUSIONS AND RECOMMENDATIONS:
This research embodies a number of conclusions that
were reached based on the results of data analysis and
hypothesis testing, as follows:
First: Conclusions
Colleges seek to enhance their interest in exploring new
opportunities and entrepreneurship to invest in those
opportunities in addition to adopting a distinct
structural design that relies on clear organizational
procedures and the smooth flow of information within
leadership participation to exchange information.
Colleges are intensely interested in the process of
searching for new ways to rethink the leading practices
that drive strategic renewal by quickly responding to
customer requirements and creating a competitive
advantage for them. The interest of the researched
colleges in experimenting with a new service or new
markets because this requires new skills and capabilities
to overcome the phenomenon of stagnation in other
colleges. The ability of colleges to explore new
opportunities due to their inability to adapt to the
external environment as quickly as possible. Colleges
are interested in searching for modern methods to meet
the needs of their customers. Colleges lack interest in
the research and development department and its
separation from the rest of the departments despite its
great importance in improving the quality of services
provided and searching for opportunities in the external
environment. The colleges enjoy a certain level of
organizational survival that senior management seeks
to maximize and achieve in the best ways by adapting to
environmental
challenges
and
technological
developments while maintaining high-performance
standards that enhance employees' capabilities and
abilities.
Second: Recommendations
1- The necessity of spreading the culture of strategic
renewal and organizational survival in private education
colleges in Babil Governorate by preparing a
straightforward program for each of them and
strategies that are compatible with the Iraqi
environment and in a way that enhances the outputs of
these colleges given that these variables are vital and
compatible with the changes at present.
2-Encouraging the adoption of the concept of strategic
renewal in its dimensions in the colleges under study
because it is necessary for their survival, development,
and keeping pace with all environmental changes.
3- The necessity of colleges' interest in the requirements
of society as a whole by meeting the requirements of its
various segments to remain within the circle of
competition.
4- The necessity of colleges in the process of continuous
improvement in their services and development.
Journal of Management and Economics
31
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Journal of Management and Economics
5- Colleges must have the ability to seize new
opportunities
that
contribute
to
achieving
organizational survival.
6- Increasing the interest of colleges in searching for
new methods to meet the needs of their customers
and not allowing their competitors to exploit these
opportunities.
7- The necessity of colleges' interest in the research
and development department due to its importance in
developing their services and creating new services
that keep pace with the changes around them.
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