Social undermining and its impact on sustainable organizational performance


  • Fadel Radi Ghobash algazilai unversity of kufa, Faculty of Administration and Economics
  • Munaf Adnan Alshweely unversity of kufa, Faculty of Administration and Economics



Social undermining and its impact on organizational performance, Najaf Health Department


Purpose: The current study aims to know the social undermining and its impact on the sustainable organizational performance in the Najaf Health Department.

Design / Methodology: The problem of the study was determined by a number of questions, the most prominent of which was what is the impact of social undermining on sustainable organizational performance. And how important it is to them. The study population is represented (in the Najaf Health Department.) if the number of distributed questionnaires reached (120). Out of a total of (117) questionnaires that were retrieved and valid for analysis (111). The current study sought to select a number of main and sub-hypotheses related to the correlation relations and influence relations between the study variables. In order to answer the questions related to the problem of the study and to reach the goals set, and in order to process the data, many statistical methods were used (normal distribution, standard deviation, exploratory and confirmatory factor analysis) using the SPSS25 statistical program and the Smartpls program.

Theoretical results: The existence of a knowledge gap about the explanation of the nature of the relationship between the social undermining variable represented by the independent variable and the dependent variable, sustainable organizational performance.

Practical results: The current study reached several results, the most important of which was that the social undermining variable is related to and affects the strategic readiness variable


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How to Cite

algazilai, F. R. G. and Alshweely, M. A. (2023) “Social undermining and its impact on sustainable organizational performance”, Al-Ghary Journal of Economic and Administrative Sciences, 19(1), pp. 247–278. doi: 10.36325/ghjec.v19i1.14122.

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