Organizational Intelligence as an Approach to Reducing Organizational Inertia An Exploratory Study of the Opinions of a Sample of Employees in the Nineveh

Abstract

The study aimed to measure the correlational and causal relationship between the independent variable—organizational intelligence—with its dimensions: willingness to change, strategic vision, harmony and alignment, shared destiny, knowledge dissemination, contribution, and work pressure; and the dependent variable—organizational inertia—represented by three dimensions: insight inertia, psychological inertia, and action inertia, within the Nineveh Health Directorate. The study adopted a descriptive-analytical approach to present theoretical and conceptual ideas and to process, analyze, and interpret the data. The research field was defined as the Nineveh Health Directorate, with the study population consisting of all employees working within it. A random sample of these employees was selected for the study. A questionnaire was used to collect primary data from the 235 participants. The study employed various statistical methods to analyze and process the data, aiming to understand participants' views on the questionnaire items. These methods included frequencies, percentages, arithmetic means, and standard deviations. Based on the analysis, the study reached several findings, the most significant being that organizational intelligence is inversely correlated with organizational inertia. This means that possessing dimensions of organizational intelligence within the researched field contributes to reducing organizational inertia.