Strategic vigilance and its impact on institutions (political and economic)

Authors

  • Idris Emhammed Ahmed Mohammed Department of Public Administration, Faculty of Economics and Political Science, Bani Waleed University, Bani Waleed, Libya

DOI:

https://doi.org/10.65417/ljcas.v3i2.250

Keywords:

Strategic vigilance, Economic intelligence, Competitive advantage, Economic institutions, Organizational performance

Abstract

Strategic vigilance plays a crucial role in influencing any organization, as it is a vital management tool for success and continuity in complex and changing environments. It enables organizations, whether political or economic, to monitor their local and external environments. Furthermore, it plays a prominent role in the technological development of both public and private sector management, as it is a key concept and system in management science. Strategic foresight also contributes to innovation and excellence, representing a structured system and optimal method for gathering and processing strategic information. It is defined as a continuous process of collecting and analyzing information related to identifying future opportunities and proactively pinpointing threats and risks facing the organization, thus contributing to informed and timely decision-making.

Strategic foresight, with its various dimensions (political, economic, social, and technological), focuses on how these dimensions impact the organization's strategy. This is achieved by analyzing organizational performance in both the public and private sectors. In addition to studying and analyzing cases of success or failure that befall the organization, strategic intelligence also provides effective solutions that enable the organization to enhance its competitiveness.

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Published

2025-12-11

Issue

Section

Branch of Humanities and Social Sciences

How to Cite

Idris Emhammed Ahmed Mohammed. (2025). Strategic vigilance and its impact on institutions (political and economic). Libyan Journal of Contemporary Academic Studies, 3(2), 731-741. https://doi.org/10.65417/ljcas.v3i2.250