Strategic agility and its impact on the quality of decision-making: A field study at the National Center for Disease Control

Abstract

     This study aimed to explore strategic agility in its dimensions (strategic sensitivity, clarity of vision, goal selection, shared responsibility, and collective commitment) and its impact on decision-making quality in its dimensions (appropriate framework, logical thinking, information, values, alternatives, and implementation commitment) at the National Center for Disease Control (NCDC). The study population consisted of all employees at the NCDC, totaling 1,007 staff members. A random sample of 200 employees was surveyed using a structured questionnaire. The study adopted a descriptive approach to achieve its objectives and employed the questionnaire as the main tool for data collection. The statistical analysis was conducted using the Statistical Package for the Social Sciences (SPSS) to answer the research questions and test its hypotheses. The findings revealed several key results, most notably: all correlation values indicate positive relationships between the variables (strategic sensitivity, clarity of vision, goal selection, shared responsibility, and implementation commitment) and decision-making quality. This supports the study's hypothesis that applying strategic agility in its dimensions significantly contributes to enhancing the quality of decisions. Accordingly, the researchers presented several recommendations, the most important of which is the need to strengthen strategic agility practices, including "agility in sensing, agility in decision-making, and agility in execution" within the strategic work units in medical centers. This can be achieved by fostering the creation of new information that stimulates the acquisition of skills and knowledge to develop services provided and achieve competitive advantages.