Denying strategic risk and its reflection in the organizational decline of government institutions: an applied study in the Najaf Governorate Reconstruction Authority

Abstract

Purpose: The purpose of this research is to define the state of strategic risk denial in organizations in general, how it occurs, and to attempt to apply this concept to one of the most important government institutions in the Najaf Governorate (the Governorate Reconstruction Authority). It also attempts to examine whether its impact is evident in the organization's organizational decline (if it is experiencing decline). This is because the work of the Reconstruction Authority faces strategic risks and their relationship with making important strategic decisions regarding preparing project budgets, the availability of necessary funding, and how to implement vital projects that represent the governorate's infrastructure, which constitutes the true face of the governorate's development due to its religious, scientific, cultural, historical, heritage, and political significance.

Design - Methodology - Introduction: A structured questionnaire was conducted to collect data from employees of the Najaf Governorate Reconstruction Authority. Our current study population comprised (110) employees who have direct contact with senior management.

Contribution/Value: This research contributes, as an attempt to contribute, to revealing the role of strategic risk denial as a means of avoiding organizational decline.

Conclusion: The study reached important conclusions that demonstrate the importance of the relationship between strategic risk denial and organizational decline, and its strengthening.

Value - Originality: This study introduces a new term, "strategic risk denial," which in itself represents significant value to the management and strategy literature and its relationship to organizational decline.