THE ROLE OF ORGANIZATIONAL FLEXIBILITY IN MAKING STRATEGIC DECISIONS: APPLIED RESEARCH IN THE NATIONAL INSURANCE COMPANY
Keywords:
Organisational Flexibility, Strategic Decision Making, Organisational Structure, Leadership, Human Resources, Operations.Abstract
This research investigates the influence of organisational resilience on the strategic decision-making process within the National Insurance Company. Employing a descriptive-analytical methodology, data were obtained via a questionnaire administered to a selected group of 300 company employees. The findings demonstrated a statistically significant and positive association between the components of organisational resilience—namely structural, strategic, human resource, and operational resilience—and the overall effectiveness of strategic decision-making. Among these, structural resilience exhibited a comparatively weaker effect. These outcomes underscore the necessity of strengthening the multifaceted aspects of organisational resilience to enhance both the efficiency and quality of strategic decisions. The study further concluded that advancing the organisational framework, refining operational workflows, delivering targeted training initiatives, modernising information systems, and fostering improved internal communication are essential measures for optimising decision-making capabilities. It also advocates for further scholarly investigation into how adaptive leadership and information technology influence both organisational resilience and the calibre of strategic decision-making.