Strategic Flexibility: An Approach to Achieving Strategic Recovery - An Exploratory Survey Study of the Opinions of a Sample of Managers in Selected Private Healthcare Institutions in Duhok Governorate

Abstract

The current research aims to verify the impact of strategic flexibility as one of the dimensions of organizational flexibility in achieving strategic recovery and its dimensions represented by (apology, compensation, empowerment), through a number of leaders in a number of private health institutions in Duhok Governorate. The research problem is summarized in knowing the possibility of strategic flexibility in contributing to achieving strategic recovery within private health institutions in Duhok Governorate. Therefore, a hypothetical diagram was developed to demonstrate the impact based on a set of main and sub-hypotheses that were tested in the field in (12) private health institutions. The research was also based on the descriptive approach in preparing the theoretical aspect, and the research sample included (95) individuals from the leaders in the researched institutions. Statistical analysis processes were conducted on the data of the research sample using the statistical program (SPSS V.27). The analysis yielded several conclusions, most notably that there is a statistically significant effect of strategic flexibility on strategic recovery in the health institutions studied, and that improving levels of strategic flexibility leads to enhanced strategic recovery in the health institutions studied. The research also put forward several recommendations, perhaps the most prominent of which is that leaders in the health institutions studied work to enhance the strengths of strategic flexibility by supporting policies and programs that help the institution quickly adapt to changes and sudden events. They also work to address weaknesses in the compensation system by reviewing policies related to incentives and rewards in a manner commensurate with the efforts exerted by human resources, especially during times of crisis.