The Effect of the Strategic Lens in Enhancing Organizational Immunity An Analytical Study of the Opinions of A Sample of Administrative Leaders in Some Private Banks in Baghdad.

Ibrahim, Ibtisamah R.

doi:10.33899/tanra.2024.183449.1363

	The Effect of the Strategic Lens in Enhancing Organizational Immunity An Analytical Study of the Opinions of A Sample of Administrative Leaders in Some Private Banks in Baghdad.
TANMIYAT AL-RAFIDAIN
Volume 43, Issue 142, June 2024, Pages 321-347 PDF (1.44 M)
Document Type: Research Paper
DOI: 10.33899/tanra.2024.183449.1363
Author
Ibtisamah R. Ibrahim^*
Department of Public Administration, College of Administration and Economics, University of Baghdad, Baghdad, Iraq.
Abstract
The current study aimed at the strategic lens's characteristics and effects, including stakeholder participation, resource mobilization, knowledge creation, and culture management) on organizational immunity (organizational learning, organizational memory, organizational DNA) in the Iraqi banking sector (National Islamic Bank, Islamic Iraqi Bank, Bank of Baghdad, Commercial Bank of Iraq, Investment Bank of Iraq, National Bank of Iraq, United Bank for Investment, Dar Al Salam Investment Bank, Trans-Iraq Bank, International Development Bank for Investment and Finance). To achieve the objectives of the study, the descriptive analytical approach was adopted, where the researchers developed a questionnaire consisting of (41) items and a purposive sample was drawn so that the study sample consisted of (140) senior leaders (general managers, department heads, divisional officials) in Iraqi private banks, The results were analyzed using (SPSS), (Amos) program and statistical tools (Cronbach's alpha analysis, confirmatory construct validity, arithmetic mean, standard deviation, coefficient of variation, correlation coefficient, simple linear regression). The most important finding of the study is that private banks are interested in applying the dimensions of the strategic lens, but they need to strengthen the partnership with stakeholders involved in developing the sector and consider them a strategic partner contributing to achieving the goals, and also increasing their interest in mobilizing resources and obtaining the necessary expertise and financial resources to be able to compete with other banks. Attention is paid to obtaining knowledge from its various sources and attention to modern technologies to create value for them while encouraging employees and supplementing their efforts continuously, taking into account the management of organizational culture to achieve comprehensive quality. The researcher recommends focusing more on stakeholders as they are strategic partners for senior leaders in the banking sector and paying attention to diversifying and enhancing resources in various forms and according to the needs of the sector with the permanent development of knowledge and the acquisition of all new modern technologies that contribute to raising the quality of the private banking sector specifically because of the external pressures it faces in the Iraqi environment.
Keywords
Strategic Lens; Organizational Immunity; Strategic Balance; Organizational DNA

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