The Impact of Strategic Planning on Organizational Excellence An Analytical Study of the Opinions of a Sample of Employees at Tal Afar General Hospital

 

Prepared by the researche  : Shoaib Ahmed Aziz Al-Mawla – General Directorate of Education in Nineveh, Tal Afar Education Department, Iraq

DAC Democratic Arabic Center GmbH

International Journal of Economic Studies : Thirty-fifth Issue – November 2025

A Periodical International Journal published by the “Democratic Arab Center” Germany – Berlin

:To download the pdf version of the research papers, please visit the following link

https://democraticac.de/wp-content/uploads/2025/11/%D8%A7%D9%84%D9%85%D8%AC%D9%84%D8%A9-%D8%A7%D9%84%D8%AF%D9%88%D9%84%D9%8A%D8%A9-%D9%84%D9%84%D8%AF%D8%B1%D8%A7%D8%B3%D8%A7%D8%AA-%D8%A7%D9%84%D8%A7%D9%82%D8%AA%D8%B5%D8%A7%D8%AF%D9%8A%D8%A9-%D8%A7%D9%84%D8%B9%D8%AF%D8%AF-%D8%A7%D9%84%D8%AE%D8%A7%D9%85%D8%B3-%D9%88%D8%A7%D9%84%D8%AB%D9%84%D8%A7%D8%AB%D9%88%D9%86-%D8%AA%D8%B4%D8%B1%D9%8A%D9%86-%D8%A7%D9%84%D8%AB%D8%A7%D9%86%D9%8A-%E2%80%93-%D9%86%D9%88%D9%81%D9%85%D8%A8%D8%B1-2025.pdf

Abstract

Purpose: This research aims to study the relationship between strategic planning and organizational excellence at Tal Afar General Hospital. Design/Methodology: Based on a stratified random sample, 80 questionnaires were distributed to division and unit managers at Tal Afar General Hospital, of which 68 were valid. The data were then analyzed using Smart PLS4 and SPSS version 27. Theoretical Results: The results reveal a knowledge gap regarding the nature of the relationship between strategic planning and organizational excellence. Therefore, we conclude that the management of Tal Afar General Hospital adopts strategic planning, which will lead to an increase in service delivery and quality through proper planning, and ultimately, organizational excellence at the hospital. Practical Results: The results reveal two different types of influential relationships between the research variables. In addition, there are direct influential relationships between the research variables (strategic planning and organizational excellence.( Significance of the Research: There is a dearth of studies that address the relationship between strategic planning and organizational excellence. Furthermore, there is a real-life problem that significantly impacts performance at Tal Afar General Hospital. Keywords: Strategic planning, organizational excellence, Tal Afar General Hospital.

1. Introduction:

In light of the rapid changes and high competition witnessed by the healthcare sector, strategic planning has become a vital tool for ensuring organizational excellence. This sector faces multiple challenges, such as technological advancements, rising customer expectations, and complex operating environments, which require the adoption of flexible and adaptive management approaches. Strategic planning also plays a pivotal role in improving service quality and enhancing operational efficiency by defining long-term visions and aligning them with local and global variables. Therefore, this study aims to explore the impact of strategic planning on achieving organizational excellence in healthcare institutions, based on the importance of keeping pace with challenges and ensuring the provision of distinguished services that support sustainable development.1- First subtitle

Despite the ongoing developments in the health sector in Iraq, many hospitals still face obstacles, particularly in developing a strategic plan, which can have a profound impact on the sector. Strategic planning is the appropriate and appropriate method for defining long-term goals and guiding an organization toward achieving them. Its primary role is to define the organization’s overall objectives and then achieve them in the future by developing programs, procedures, and providing the necessary means to achieve these goals.

Organizations that excel and excel organizationally differ from others in their ability to exploit critical opportunities, preceded by effective strategic planning and a commitment to a visionary management approach, characterized by clarity of purpose, adequate resources, and a commitment to performance. They also have the ability to strategically contribute to superior performance, solve problems, and achieve their goals in an effective manner that distinguishes them from other organizations.

Hence, the idea of ​​the study came about, which focuses on studying strategic planning with its dimensions (vision, mission, objectives, strategic analysis, strategic choice) and the extent of its impact on organizational excellence for a sample of staff in Tal Afar General Hospital through its dimensions (excellence of subordinates, excellence of strategy, excellence of organizational structure, excellence of organizational culture) in influencing that relationship between them.

Increasing focus and attention on strategic planning as one of the important and strategic options for achieving excellence in the aforementioned hospital, which leads to research and attention to these variables, has become a necessary requirement for progress in light of the rapid changes in the health sector, and the limited and scarce studies that have addressed the relationship between strategic planning and organizational excellence.

2. The Problematic Framework of the Study

1.2. The Problem

The low commitment of management and employees to strategic planning, the lack of experience and skills in human resources, the high risks of change and dynamism, the increasing constraints and obstacles in developing plans, and the difficulty of finding qualified employees. This study aims to reduce organizational failure within the organization, such as the attitudes of employees and managers toward change, the organizational structure, and the changes occurring in the community’s health environment and the existing oversight at the government level. This study aims to understand the meaning of strategic planning in the health sector, its importance, and its effectiveness in improving services and achieving organizational excellence by management and employees in this institution, whether they are department or division heads. It also aims to reveal the relationship between these two variables: the independent variable (strategic planning) and the dependent variable (organizational excellence).

However, in the case of abandoning, neglecting and not paying attention to strategic planning, it may lead to decline and modesty in the hospital and failure to achieve goals. In addition, it may find itself unable to achieve excellence and superiority, leading to confusion and then decline and decline in providing service in it. Based on what we mentioned and through inquiries and visits from time to time and looking into the reality of this hospital, the study problem can be defined as follows: (The study problem lies in the weakness of the staff’s experience and awareness of the importance of strategic planning in Tal Afar General Hospital and its impact on its organizational excellence). The research problem is summarized in raising the following question (Does strategic planning have an impact on achieving organizational excellence?) This question resulted in many sub-questions, which are:

1-Does the strategic vision have an impact on achieving organizational excellence?

2-Does the strategic mission have an impact on achieving organizational excellence?

3-Do strategic objectives have an impact on achieving organizational excellence?

4-Does the strategic choice have an impact on achieving organizational excellence?

5-Does strategic analysis have an impact on achieving organizational excellence?

2.2 : Hypotheses

1.2.2- Main Hypothesis One: There is a significant and positive influence of strategic planning on organizational excellence at the aggregate level.

2.2.2- Main Hypothesis Two: There is a significant and positive direct influence of strategic planning on the dimensions of organizational excellence.

The following sub-hypotheses emerge from this:

1. There is a significant and positive influence of strategic planning on the dimension of subordinate excellence.
2. There is a significant and positive influence of strategic planning on the dimension of strategic excellence.
3. There is a significant and positive influence of strategic planning on the dimension of organizational structure excellence.
4. There is a significant and positive influence of strategic planning on the dimension of organizational culture excellence.

3.2.2-The third main hypothesis: There is a direct, significant, positive influence relationship between the dimensions of strategic planning for organizational excellence at the aggregate level.

3.2: Significance of the Study

The importance of the study stems from:

1. Strategic planning and organizational excellence is an important topic in organizational literature, which requires a focus on studying it and clarifying its dimensions.
2. It helps organizations understand how to achieve excellence through strategic planning.
3. The study contributes to providing researchers and interested parties with conceptual frameworks for the research variables as a starting point for future studies.

4.2: Study Objectives

After formulating the main research problem and its sub-questions, the study aims to achieve a set of objectives upon completion, as follows:

1. To identify the relationship between strategic planning and organizational excellence.
2. To reveal the extent of the impact of strategic planning and its dimensions on organizational excellence.
3. To identify the dimensions of strategic planning that have the greatest influence on organizational excellence.

5.2 Hypothetical Diagram

Based on the study topics and the study’s questions, importance, and objectives, the researcher presented a hypothetical diagram depicting the independent variable, represented by the dimensions of strategic planning (vision, mission, objectives, strategic choice, strategic analysis), and the dependent variable, organizational excellence, with its dimensions (subordinate excellence, organizational structure excellence, strategy excellence, and culture excellence). As illustrated in the following figure:

-Vision -Mission -Objectives -Strategic Choice –Strategic Analysis

strategic planning

– Distinguished subordinates – Distinguished organizational structure – Distinguished stratégie – Distinguasse organisationnel culture

Organizational Excellence

direct impact

Figure (1) Hypothetical research plan

Source: Prepared by the researcher based on the literature included

6.2 Research Measures:

This study relied on a Five-Point Likert scale to measure the research sample. The scale includes (strongly agree, agree, neutral, disagree, strongly disagree) to measure the independent variable, which is strategic planning with its dimensions (vision, mission, objectives, choice, analysis). It included (20) questions. The dependent variable is (organizational excellence), which has four dimensions: (excellence of subordinates, excellence of organizational structure, excellence of organizational culture, excellence of strategy), with (17) items, as shown in Table (1):

Table (1) Research criteria

ت	Measurement dimensions	The symbol	Number of paragraphs	Source of measurement
1	strategic planning	SP	20	Kharroub & Mansour,2019)) Mansouri, 2015,29)) (Maiteeq, 2025), (Belhaj, 2023), (Jihad, 2024), (Ahmed, 2025), (Thabit & Wael Mohamed, 2021)
	Vision	V-1	4
	Mission	M-2	4
	Goals	O_3	4
	Strategic Choice	SC-4	4
	Strategic Analysis	SA-5	4
2	Organizational Excellence	OE	17	(Al-Jaid & Samia, 2023), (Al-Kamali & Al-Sufyani, 2025), (Abu Hamour & Al-Anaswa, 2023), Ibrahim et al., 2023), (Boutarfa et al., 2024), (Balaidi & Al-Arabi, 2025), and Arbab et al., 2018)
	Distinguishing subordinates	SE-1	5
	Distinguishing organizational structure	OSE-2	4
	Distinguishing strategy	SE-3	4
	Distinguishing organizational culture	Oce-4	4

Source: Prepared by the researcher based on the literature

7.2 Sample Description and Personal Information of Respondents:

Questionnaire forms were distributed to a sample of (68) individuals. The questionnaire was based on the opinions of a sample of department and division officials at Tal Afar General Hospital. The personal information included gender, marital status, age, and professional experience, as shown in Table (2) below:

Table (2) Description of personal information of the responding individuals

Identification information	Classification	Number	Percentage
Gender	Male	54	79%
	Female	14	21%
Total	Single	68	100%
Marital Status	Married	57	84%
	Male	11	16%
Total		68	100%
	20-30y	19	28%
	30-40 y	31	46%
	41-50 y	13	19%
	50 above–	5	7%
Total		68	100%
Career Service	1-10	23	33%
Total	11-20	21	31%
	21-30	17	26%
	31-40	5	7%
Career Service	40-and above	2	3%
Total		68	100%

Source: Prepared by the researcher based on the outputs of the SPSS V.27 program, n=68

Theoretical Framework:

3. Strategic Planning

1.3 The Concept of Strategic Planning

The historical roots of strategic planning go back to the military field and are linked to the art and management of government affairs and the use of state power. (Abdul Hadi & Al-Buraiki, 2023, 116) indicate that strategic planning: looks to and focuses on the expected future, is based on a comprehensive analysis of expected trends, and relies on an analysis of the internal and external environment. (Maiteeq, 2025, 345-346) sees it as the process of defining the organization’s goals, developing the means and mechanisms, and making the decisions necessary to achieve them. This includes defining a clear and precise vision of what the organization seeks to become in the future, using a vital tool to guide management in its work. This is achieved by defining work requirements and objectives in an organized manner, which contributes to making informed decisions that propel the organization toward achieving its established goals.

As (Nasrallah & Lubna, 2025, 2) pointed out, strategic planning is the continuous process of making decisions to organize work in a systematic manner with accurate knowledge of the future of these decisions, organizing the efforts required to implement them in a systematic manner, and measuring their results compared to expectations through a feedback system.

As Spee & Jarzabkowski (2011, 2) point out, strategic planning includes a range of planning activities such as setting goals and objectives, developing targets and performance indicators, and allocating resources. However, the value of strategic planning is hotly debated in the strategic management literature. The institutionalization of strategic planning within organizations separates planning activities from strategy development. Bryson et al. (2018, 317) explain that strategic planning is a deliberate and disciplined effort aimed at making fundamental decisions and actions that shape and direct what an organization (or any other entity) is, what it does, and why. Strategic planning that aligns with this definition is an increasingly common practice in governments around the world. It can be applied to organizations or parts of them; functions within an organization (such as finance or human resources);

Networks or collaborations between organizations based on objectives and designed to achieve specific functions. As stated by (Jihad, 2024, 108), it is an administrative process that defines the relationship between the organization’s goals and aspirations, maintains them, and reorganizes its activities to achieve future growth and profitability. (Ahmed, 2025, 148) defined strategic planning as long-term planning that prioritizes internal and external environmental variables, as well as identifying target market segments and sectors and the appropriate competitive approach. Furthermore, it is a renewable method and process that is constantly updated to identify new developments and changes. (Fadil & Awad, 2021, 43) defined strategic planning as a comprehensive, long-term plan that defines a method and path to achieving long-term goals using available resources, and this strategic plan constitutes.

Mansouri (2015, 29) defines strategic planning as long-term formulations, strategic plans, and policies that define or change the characteristics or direction of an organization. Priyambodo & Hasanah (2021, 110) explain that strategic planning is the process of determining the programs an organization will implement and the amount of resources allocated to them, thus expanding its future horizons and reducing the risks to be achieved. In other words, it is a management tool for managing current conditions while setting future expectations. Strategic plans serve as a guide for organizations in their current circumstances to work toward the next five to ten years.

2.3 Dimensions of Strategic Planning

Many researchers refer to the dimensions of strategic planning in an effort to define, understand, and facilitate its diagnosis. Some have framed these dimensions by focusing on the vision and mission of strategic planning. In his study, the researcher relied on the scale of both Kharroub & Mansour (2019) and Mansouri (2015, 29), which refers to long-term formulations, strategic plans, and policies that define or change the characteristics or orientations of an organization. They also emphasized that these dimensions cannot be separated from one another, and that studying them in an integrated manner is essential to provide a comprehensive definitional framework for management for long-term strategic planning. In this context, the names of some researchers will be presented, such as (Maiteeq, 2025, 345-346), (Belhaj, 2023), (Jihad, 2024, 108), (Ahmed, 2025, 148), (Thabit & Wael Mohamed, 2021). The dimensions can be classified into five main stages:

1.2.3 Strategic vision: It is the form and ambitious image of what the organization wants to be in the future. (Maitiq, 2025, 349) believes that it is a future image that defines the goal the organization wishes to achieve, its position in the market it aims to achieve, and the capabilities it seeks to develop. The organization’s vision must be consistent with its objectives. Mayfield et al. (2015, 107) defined the strategic vision as a shared intellectual model (among stakeholders) that interprets and provides direction, meaning, and positive values ​​to the organization’s stakeholders (internal and external) in a complex and open systems environment. The strategic vision and its associated value messages also demonstrate empathy and respect for all stakeholders and seek to enhance their well-being. (Madsen & Ulhøi, 2020, 3) explained that the strategic vision can provide some insights and has long been recognized as an important strategic tool used by senior management to establish a new direction, increase employee understanding of multifaceted strategic objectives, and align behavior with these objectives.

2.2.3 Strategic Mission: It is a statement that defines the organization’s primary purpose and objective. As Belhaj (2023, 7) emphasized, it is a statement of the organization’s reason for existence. It is supposed to capture the organization’s primary objective and must answer questions about what the organization does and what the purpose of that work is. Mission statements are designed to capture strategy at the organizational level and are important management tools that form the framework around which other strategic concerns develop. According to (Shamis & Ahmed ,2023, 308) the strategic mission represents the organization’s reason for existence in a particular environment. It serves as the framework that distinguishes the organization from other organizations. The mission derives its basic components from the values ​​​​that the organization embraces and the environment within which it operates. According to (Abadi & Al-Bahdaly, 2019, 193), the strategic mission is a written document that represents the organization’s constitution and the main guide for all decisions and efforts. It usually covers a relatively long period of time and can be achieved with current capabilities. The difference between an organization’s vision and its mission is that the vision is a roadmap that clarifies the organization’s future, while the content of the mission in any organization focuses on its current business field.

3.2.3. Strategic Goals: These are long-term objectives set by organizations to guide their efforts and achieve their vision. (Ahmed, 2025, 148) Strategic goals are the means by which an organization’s mission becomes more specific. They also represent fundamental choices that encompass a set of strategies such as growth, diversification, expansion, contraction, stability, or withdrawal. In order for strategic goals to be effective and achieve the organization’s future aspirations, they must possess a set of characteristics:

1. Specific: This means they provide a clear measure of what these goals aim to accomplish.
2. Measurable: This means they must be capable of being quantified, meaning the goals must be precise.
3. Relevant: This means they must be consistent with the organization’s mission and vision.
4. Realistic: This means they must be achievable and attainable based on the organization’s capabilities.
5. Time-bound: They must have a timeframe for achievement. Grünig et al. (2022, pp. 124-125) indicated that it is a concrete vision of the desired future state. Strategic objectives are a fundamental element of an organization’s strategy and perform important functions.

• Evaluation and selection function: Goals are essential for evaluating and selecting strategic measures.
• Guidance and coordination function: Goals help align the decisions of different organizational units.
• Motivation function: Goals provide a motivational incentive for managers and employees to perform.
• Control function: Goals enable the identification of any deviations between actual and targeted developments. According to Ray Donkor et al. (2018, pp. 241), strategic objectives are the planned goals that an organization seeks to achieve. They are a key step in achieving the organization’s vision. Within the framework of strategic planning, the goal is where the organization wants to be.

4.2.3 Strategic Choice: The strategic choice is considered the final outcome of a sequential and interconnected process that moves the economic institution to a better position. (Haramza & Zawaimia, 2024, 46) explained that the strategic choice process is a path to arriving at a number of alternative strategies that are appropriate for the institution’s circumstances. This is based on analyzing the environment it faces in its field of work, as well as analyzing its internal environment by evaluating both its functional and administrative activities to identify its strengths and weaknesses. (Draf, 2017, 38) defined the alternative that is adopted from among a group of possible alternatives after screening the alternatives, retaining the best ones, and conducting an evaluation and comparison process between them to select the appropriate alternative that achieves the objectives. It is the selection of an option from among a group of available options that achieves what the institution desires to achieve. According to the opinion of (Hohou & Shahinaz, 2016, 2), this is the option that meets the needs and priorities of the institution, and is capable of achieving its goals from the point of view of decision-makers and those influencing it more than any other alternative, and which can be implemented successfully.

5.2.3 Strategic analysis: A set of tools and methods that link the organization’s objectives to the work environment, consider all available factors, and develop appropriate options and methods for implementing work based on them. (Jihad, 2024, 108). Papulova & Gazova, 2016, 573, stated that strategic analysis provides important information about assessing and developing the environment, and also reveals potential opportunities and threats that must be considered when making decisions. As an integral part of the strategic decision-making process, analysis should be based on the application of strategic thinking. Through it, it is not only about searching for specific features that characterize the future, but also includes uncovering the factors that cause changes in the environment. Therefore, the role of strategic analysis focuses primarily on studying the impact of the key decisive factors that cause changes in the environment and, consequently, on anticipating these changes. The basis of strategic analysis is not only the ability to distinguish between the past, the present, and the future, but also, above all, the ability to distinguish the impact of factors over time. Yahyaoui & Hala (2021, 103) emphasized the importance of this analysis for any organization, as this process produces a diagnosis of the strengths and weaknesses of all its resources, activities, and components, thus determining the current and expected position of the organization, and linking it with the results of the external environment analysis process. (Muammar et al., 2021, 69) explained that it is a set of sequential and successive stages aimed at studying and analyzing the factors and changes influencing the trends and future of the economic unit, identifying the impacts of these changes within the framework of the internal and external environment, and studying the nature of the internal and interactive relationships between these changes.

Organizational Excellence

1.4 The Concept of Organizational Excellence

The concept of organizational excellence has become one of the most important features of modern management. This characteristic has become a fundamental pillar of the twenty-first century. Organizations need it at all stages of their life cycle, and as they transition from one stage to another, they require deeper excellence. There is no consensus on a specific definition of this concept. Therefore, we will discuss the most comprehensive definitions of this concept by researchers. Among these definitions: (Al-Jaid & Samia, 2023, 212) It is defined as a method followed by most organizations to strategically excel in their performance by increasing their effectiveness and solving their problems. This is done to effectively achieve their goals and distinguish themselves from other competing organizations.

On the other hand, (Mazhoud & Samia, 2019, 40) explained that it expresses an organization’s ability to outperform competitors by seizing opportunities, avoiding risks and threats, and developing appropriate preventive solutions efficiently, through well-thought-out planning processes based on a precise scientific methodology. (Al-Kamali & Al-Sufyani, 2025, 340) also defined it as exceptional performance that every organization aims to achieve, whether through financial or non-financial criteria. This means top-level performance, requiring the organization’s organization through its goals, products, processes, people, systems, and other factors. (Abu Hamour et al., 2023, 39) indicated that the concept of organizational excellence represents an organization’s ability to achieve unprecedented results that exceed its goals, relying on a clear vision, goal setting, sound planning, and continuous evaluation, which leads to its success, including the capabilities, knowledge, and expertise of distinguished individuals and relationships with partners. Organizational excellence (Manaa & Youssef, 2022, 7) primarily refers to an organization’s ability to excel or achieve superior performance by focusing on the fundamental pillars that constitute the key components of organizational excellence. Organizational excellence helps an organization excel in all areas of its activities. It enables it to achieve and maintain outstanding levels of performance that meet or exceed the expectations of all stakeholders.

According to Ibrahim et al. (2023, pp. 108-109), organizational excellence is the foundation of business excellence. The business environment obliges any organization to strive for long-term organizational excellence. All factors influencing organizational performance must be considered. These criteria include customer satisfaction, technology deployment, service quality, and competitiveness, which are among the most important components of organizational success. Boutarfa et al. (2024) defined excellence as the sum of uniqueness, innovation, and ambition. It is a fundamental requirement for all organizations of all types and sizes, and is one of the most important strategic activities for an organization to survive, remain, and compete. Mohamed et al. (2018, pp. 6200) defined organizational excellence as the outstanding management practices managers demonstrate in managing their organizations and delivering added value to stakeholders. Additionally, it involves an ongoing effort to establish an internal framework of standards and processes aimed at engaging and motivating employees to deliver products and services that meet customer requirements and business expectations.

Arbab et al. (2018, 13) define organizational excellence as organizations’ investment in critical opportunities through effective strategic planning, commitment to a shared vision, a clear purpose, adequate resources, diligence, and effective performance. Nenadál et al. (2018, 49) define it as delivering and sustaining outstanding value to all key stakeholders. This refers to ongoing efforts to establish an internal framework of standards and processes aimed at engaging and motivating employees to deliver products and services that meet customer requirements and meet business expectations.

2.4 Dimensions of Organizational Excellence

After reviewing studies and research that addressed organizational excellence, we review the most frequently occurring dimensions. The researcher relied on the study of (Al-Jaid & Samia, 2023) in the scale, as well as other researchers who agreed on them, such as (Al-Kamali & Al-Sufyani, 2025), (Mazhoud & Samia, 2019), (Abu Hamour&Al-Anaswa, 2023, 39), (Manaa & Youssef, 2022), Ibrahim et al., 2023), (Boutarfa et al.,2024), (Balaidi & Al-Arabi, 2025), and Arbab et al., 2018,13). This study relied on these dimensions, which are:

2.41. Excellence of subordinates: It means that subordinates have a sufficient amount of competencies, skills and behaviors that enable them to perform their work effectively and deal with different situations in the workplace and feel loyalty and belonging to the organization (Al-Jaid & Samia, 2023, 212). According to the opinion of (Al-Kamali & Al-Sufyani, 2025, 341), it represents the degree of the organization’s employees’ distinguished enthusiasm in performing the organization’s tasks by possessing mental abilities, creative potential, and distinguished technical and professional knowledge, and they have the ability to learn and adapt, and help the organization achieve success, excellence and distinction in the labor market. (Mazhud & Samia, 2019, 40) consider subordinates to be the key to organizational excellence. By subordinates, we mean every individual who belongs to the organization and carries out activities within it, and is then affected by its decisions. He is the source of wealth and is a combination of characteristics represented in (capabilities, skills, competencies, experience), and thus he is considered the most valuable sustainable asset of its assets and the most important resource in which the organization must invest.

2.4.2. Strategic Excellence: This is achieved by having a performance management system that focuses on developing comprehensive plans and evaluating achievements through measuring them against objectives. This is based on the methods and techniques that the service organization sets in terms of strategic directions and determining the direction of performance. It also pertains to the strategic decisions taken by the organization to implement the desired change and achieve excellence in performance (Al-Jaid & Samia, 2023, 212). According to (Bouguetousha & Bouzraa, 2021, 27), it is the degree of excellence of the steps taken by the organization to achieve its vision and mission, and its interaction as a unified, comprehensive, and integrated plan that links the organization’s advantages with its strategic ability to confront environmental challenges. This dimension, according to the opinion of (Balaidi & Al-Arabi, 2025, 15), is deepened by the strategic decisions taken by organizations to bring about change, for the benefit of the organization and to achieve excellence in performance, and in terms of the reflection of adopting an effective strategy in organizations and its role in achieving organizational excellence, as all excellence methodologies emphasize the importance of excellence, strategic direction, and adopting a strategic development plan in all parts of the organization, i.e. determining the basic long-term goals of the organization and adopting a set of procedures to achieve them and mobilizing the necessary resources for that.

2.4.3. Organizational Structure Distinction: The organizational structure represents the framework through which relationships, roles, authority, and responsibility are defined to perform the organization’s tasks and achieve its goals (Manaa, & Youssef, 2022, 8). On the other hand, (Abu Hamour & Al-Anaswa, 2023, 39) explained that this type of distinction means creating organizational frameworks within the structure that clarify relationships and define responsibilities between administrative departments and the units that comprise them. It is possible to distinguish the organizational structure by strengthening and clarifying the relationships that connect the organization’s components, defining the relationships between businesses, departments, and centers, and clarifying the lines of authority and responsibility, enabling the organization to perform various activities and achieve its goals, through a structure characterized by a high degree of flexibility to encourage individuals to be creative and innovative. According to Ibrahim et al., 2023, 108-114, the organizational structure is characterized by the framework of relationships between functions, systems, operating processes, individuals, and groups that exert efforts to achieve goals.

2.4.4. Organizational culture distinction: Organizational culture distinction is defined as the culture achieved by employees in a business group when they work together with high efficiency and successfully achieve the organizational goal according to Ibrahim et al., 2023, 108-114). Organizational culture also affects the level of performance, the successes achieved, and the distinction of the entire organization. It includes the values, beliefs, and principles shared among the organization’s members, which facilitates the communication process and leads to a better level of cooperation, settlement, and simplification of the decision-making process (Boutarfa et al., 2024, 39). As identified by Arbab et al., 2018, 11) it plays a key role in the organization’s success in achieving its goals and strategies. HR management must make more efforts to create a supportive, motivating, and encouraging organizational culture, which leads to better performance and creative work. Since a culture cannot be imposed on employees, it must be carefully established through good preparation and effective implementation of the HR strategy, which may be reflected in effective performance and rewards, inspiring creativity, empowering employees, and organizing training and development programs for them.

Practical Aspect

5- Description and Diagnosis of Variables

1.5. Description and Diagnosis of the Dimensions of Strategic Planning (SP)

Based on the above, Table (3) shows the standard errors, arithmetic means, standard deviations, and variance of the sub-dimensions of the strategic planning variable, its location, and the degree of importance for Tal Afar General Hospital, according to the opinions of the respondents, as follows:

Table (3) Ranking of the Relative Importance of the Strategic Planning Dimensions

ت	Dimension Name	standard error	Contrast	arithmetic mean	standard deviation	Ranking
1	Strategic Objectives	.104	0.7328	3.605	.855	First
2	Strategic Mission	.109	0.8203	3.438	.904	Fourth
3	Strategic Analysis	.101	0.6990	3.475	.835	Third
4	Strategic Choice	.114	0.8748	3.395	.935	Fifth
5	Strategic Vision	.101	0.6970	3.495	.832	Second
General average	Strategic Planning Variable	0.1058	0.76478	3.4816	0.8722

Table prepared by the researcher

1.5.1. Descriptive Statistical Analysis of the Strategic Goals Dimension:

The table above shows that the first dimension, strategic goals, ranked first in terms of importance. The results of the descriptive analysis of this dimension showed that the arithmetic mean was (3.605), which is higher than the hypothetical mean (3), reflecting a level of evaluation that tends to be positive by the sample members regarding this dimension. The standard deviation was (0.855), indicating a moderate variation in the sample responses around the mean. This means that the respondents’ opinions were not completely identical, but rather generally close. The variance was (0.7328), reflecting the overall dispersion of the data. Meanwhile, the standard error was low at (0.104), indicating that the arithmetic mean estimate enjoys a high degree of accuracy and reliability, enhancing the stability of the statistical results.

1.5.2. Descriptive Statistical Analysis of the Strategic Message Dimension:

The second dimension, the strategic message, ranked fourth in importance. The results of the descriptive analysis of this dimension showed that the arithmetic mean was (3.438), which is higher than the hypothetical mean (3), reflecting a positive attitude among sample members toward this dimension. The standard deviation was (0.904), indicating a relatively moderate to high variance in the respondents’ responses regarding the mean. This means that opinions are generally close but contain some degree of variation. The overall variance was (0.8203), which illustrates the overall dispersion of the data. Meanwhile, the standard error was (0.109), which is relatively low, indicating that the estimation of the arithmetic mean is characterized by a good degree of accuracy and reliability, enhancing the stability of the statistical results.

1.5. 3. Descriptive Statistical Analysis of the Strategic Analysis Dimension:

The third dimension, strategic analysis, comes third. The results of the descriptive analysis of this dimension showed that the arithmetic mean was (3.475), which is higher than the hypothetical mean (3), reflecting a positive trend among sample members toward this dimension. The standard deviation was (0.835), indicating a moderate variance in the respondents’ responses regarding the mean, indicating that opinions are generally close, with some differences. The overall variance was (0.6990), which illustrates the total dispersion of the data. Meanwhile, the standard error was (0.101), which is relatively low, indicating that the estimation of the arithmetic mean has a good degree of accuracy and reliability, enhancing the stability of the statistical results.

1.5.4 Descriptive Statistical Analysis of the Strategic Choice Dimension:

The fourth dimension, “strategic choice,” came fifth in importance. The results of the descriptive analysis of this dimension showed that the arithmetic mean was (3.395), which is higher than the hypothetical mean (3), indicating a moderately positive attitude among sample members toward this dimension. The standard deviation was (0.935), reflecting a relatively moderate to high variance in the respondents’ responses regarding the mean. This means that opinions are not completely identical, but rather exhibit some degree of variance. The overall variance was (0.8748), which illustrates the overall dispersion of the data. Meanwhile, the standard error was (0.114), which is relatively low, indicating that the estimation of the arithmetic mean is characterized by a good degree of accuracy and reliability, enhancing the stability of the statistical results.

1.5. 5. Descriptive Statistical Analysis of the Strategic Vision Dimension:

The fifth dimension, the strategic vision, comes second in importance. The results of the descriptive analysis of this dimension showed that the arithmetic mean was (3.495), which is higher than the hypothetical mean (3), indicating a positive attitude among sample members toward this dimension. The standard deviation was (0.832), indicating a moderate variance in the respondents’ responses around the mean, meaning that opinions are generally close with some minor differences. The overall variance was (0.6970), which reflects the overall dispersion of the data. Meanwhile, the standard error was (0.101), which is relatively low, indicating that the estimation of the arithmetic mean enjoys a good degree of accuracy and reliability, enhancing the stability of the statistical results.

Descriptive Interpretation of the Overall Variable: Strategic Planning

The results showed that the overall mean for the strategic planning variable reached an arithmetic mean of 3.4816, which is higher than the hypothetical mean (3), indicating that the sample members’ attitudes toward this variable were generally positive. The standard deviation was 0.8722, reflecting a relatively moderate to high variance in the respondents’ responses around the mean. The overall variance was 0.76478, which illustrates the overall dispersion of the data. The standard error was 0.1058, which is relatively low, indicating that the statistical estimate of the arithmetic mean is characterized by a good degree of accuracy and reliability, which enhances the stability of the results and supports the possibility of relying on them for analysis and conclusions.

2.5.-Description and diagnosis of the dimensions of organizational excellence:

From what has been shown, Table (4) describes the overall arithmetic mean, standard deviation, standard error, and overall variance of the sub-dimensions of the organizational excellence variable and their ranking in terms of relative importance for Tal Afar General Hospital, as follows:

Table (4) Ranking of the relative importance of the dimensions of organizational excellence

	Dimension Name	standard error	Contrast	arithmetic mean	standard deviation	Ranking
1	Subordinate Excellence	.133	.8765	3.535	.7444	Second
2	Strategy Excellence	.108	.7953	3.745	.8898	First
3	Organizational Structure Excellence	.110	.8175	3.493	.9035	Third
4	Organizational Culture Excellence	.112	.8560	3.433	.9225	Fourth
General average	Organizational Excellence Variable	0.1157	0.8363	3.5515	0.86505

2.51. Descriptive Statistical Analysis of the Dimension of Subordinate Excellence:

The table above shows that the first dimension, “Subordinate Excellence,” ranked second in importance. The results of the descriptive analysis of this dimension showed that the arithmetic mean was(3.535),which is higher than the hypothetical mean (3), indicating a positive trend among sample members toward this dimension. The standard deviation was (0.7444),reflecting a moderate variance in the respondents’ responses around the mean, indicating that the respondents’ opinions are largely convergent. The overall variance was (0.8765),which illustrates the overall dispersion of the data. Meanwhile, the standard error was(0.133),which is relatively low, indicating that the estimation of the arithmetic mean has a good degree of accuracy and reliability, enhancing the stability of the statistical results.

2.5.2. Descriptive Statistical Analysis of the Strategy Distinction Dimension:

The second dimension, strategy distinction, comes first in terms of relative importance. The results of the descriptive analysis of this dimension showed that the arithmetic mean was (3.745), which is higher than the hypothetical mean (3), reflecting a positive trend among sample members toward this dimension. The standard deviation was (0.8898), indicating a relatively moderate to high variance in respondents’ responses regarding the mean. That is, respondents’ opinions are generally close, with some variation. The overall variance was (0.7953), reflecting the overall dispersion of the data. Meanwhile, the standard error was (0.108), which is relatively low, indicating that the estimation of the arithmetic mean is characterized by a good degree of accuracy and reliability, enhancing the stability of the statistical results.

2.5.3. Descriptive Statistical Analysis of the Dimension of Organizational Structure Excellence:

The third dimension, organizational structure excellence, comes in third. The results of the descriptive analysis of this dimension showed that the arithmetic mean was (3.493), which is higher than the hypothetical mean (3), indicating a positive trend among sample members toward this dimension. The standard deviation was (0.9035), reflecting a relatively moderate to high variance in respondents’ responses regarding the mean. This means that opinions are generally close but contain some degree of variation. The overall variance was (0.8175), which illustrates the overall dispersion of the data. Meanwhile, the standard error was (0.110), which is relatively low, indicating that the estimation of the arithmetic mean has a good degree of accuracy and reliability, enhancing the stability of the statistical results.

2.54. Descriptive Statistical Analysis of the Dimension of Organizational Culture Excellence:

The fourth dimension, organizational culture excellence, ranked fourth in terms of relative importance. The results of the descriptive analysis of this dimension showed that the arithmetic mean was (3.433), which is higher than the hypothetical mean (3), indicating a moderately positive attitude among sample members toward this dimension. The standard deviation was (0.9225), reflecting a relatively moderate to high variance in respondents’ responses regarding the mean. This indicates that opinions are generally close but contain some variation. The overall variance was (0.8560), which illustrates the overall dispersion of the data. Meanwhile, the standard error was (0.122), which is relatively low, indicating that the estimation of the arithmetic mean is characterized by a good degree of accuracy and reliability, enhancing the stability of the statistical results.

The results showed that the overall average of the organizational excellence variable reached an arithmetic mean of(3.5515),which is higher than the hypothetical mean (3), indicating a good positive trend among the sample members towards this variable. The standard deviation reached(0.86505)and the overall variance (0.83632), which reflects the presence of a medium to relatively high variance in the respondents’ responses. While the standard error reached(0.11575),which is relatively low, which indicates the accuracy and reliability of the statistical estimate of the arithmetic mean, and enhances the stability of the results.

6: Evaluation of the Measurement Model

1.6- The measurement model for the strategic planning variable was tested, as shown in the figure below (2).

Figure (2)

Testing the strategic planning measurement model (modified)

Source: Output from SMARTPLS4 program

The results of the analysis in the SmartPLS4 program showed that all sub-dimensions achieved positive and strong correlations with the main variable “strategic planning”, and achieved loading coefficients ranging between (0.739-0.931), which are all higher than the minimum acceptable limit (0.70), reflecting good convergent validity and high internal consistency, as the value of the strategic vision reached (0.804) with loadings (0.742-0.852), strategic objectives (0.851) with loadings (0.761-0.884), strategic message (0.741) with loadings (0.891-0.892), strategic choice (0.883) with loadings (0.853-0.931), and strategic analysis (0.808) with loadings (0.746-0.888). The correlation coefficients of the dimensions with the main variable (strategic planning) also showed that they were acceptable, as they reached (1.000) for the strategic vision, which is very strong. The strategic choice (0.663), the strategic message (0.623), the strategic analysis (0.612), and the strategic objectives (0.7570) indicate the validity of the model for transitioning to the structural model evaluation. This reflects the strength and validity of the study’s scales and confirms that the latent variables were measured appropriately to meet the conditions of stability and structural validity.

The deletion of paragraphs (SM1, SM3, SCh1) whose saturations were less than (0.5) was done to verify the high values ​​of the composite reliability and the values ​​of the variance rate through the high values ​​of the external saturations of the other paragraphs, as it was found that all the saturations of the paragraphs, the values ​​of the composite reliability, Cronbach’s alpha, and the values ​​of the extracted variance rate were acceptable according to the rule (Hair et al., 2016). Therefore, the modified measurement model for the strategic planning variable was adopted with its paragraphs: the strategic vision (4) paragraphs, the goals (4) paragraphs, the message (2) paragraphs, the strategic analysis (4) paragraphs, and the strategic choice (3) paragraphs, so that all paragraphs of the strategic planning variable (21) paragraphs.

2.6. The measurement model for the organizational excellence variable was tested, to address the paragraphs that did not meet the standards and whose external saturation values ​​were less than (0.5) and to find out whether there was an increase in the value of the composite stability or the external saturation values ​​of the other paragraphs if the variance rate values ​​were less than (0.5) and as shown in Figure (3) below:

Figure (3)

Testing the modified measurement model for the organizational excellence variable and its dimensions

Source: Output from the SMARTPLS program

The results of evaluating the measurement model on the SmartPLS4 program showed that all indicators loaded onto the sub-dimensions achieved high factor loadings ranging between (0.713 – 0.895), which are all greater than the statistically acceptable value (0.70), indicating that the indicators highly explain their underlying dimension. The values ​​of the internal consistency coefficients (AVE), shown in the blue circles, also showed that they ranged between (0.595 – 0.718), which is higher than the minimum acceptable limit (0.50), thus confirming the achievement of convergent validity.

Also, the correlations of the main dimensions (such as strategic excellence, organizational culture excellence, organizational structure excellence, and subordinate excellence) with the main latent variable (organizational excellence) were strong and significant (for example: 0.721, 0.648, 0.624), which reflects the presence of high structural validity of the model.

Therefore, it can be said that the measurement model has good properties in terms of validity and reliability, which makes it suitable for moving on to evaluating the structural model and examining the relationships of influence between the main variables in the study.

Only one paragraph (DSU4) was deleted, which had saturations less than (0.5) to verify the high values ​​of composite reliability and variance rate values ​​through the high values ​​of external saturations of the other paragraphs, as it was found that all saturations of the paragraphs, values ​​of composite reliability, Cronbach’s alpha and values ​​of extracted variance rate are acceptable according to the rule (Hair et al., 2016). Therefore, the modified measurement model for the organizational excellence variable is adopted with its paragraphs: excellence of subordinates (4) paragraphs, excellence of strategy (4) paragraphs, excellence of organizational structure (4) and excellence of culture (4) so ​​that all paragraphs are the organizational sustainability variable (16) paragraphs.

The model results indicate that organizational excellence is influenced by several key dimensions to varying degrees of strength. Organizational culture appeared to be the most influential factor on organizational excellence (path coefficient = 1.000), confirming the pivotal role of culture in instilling the values ​​and behaviors that support organizational excellence. Organizational structure excellence also emerged as a powerful influence (path coefficient=0.721),reflecting the importance of clear roles and tasks and structural flexibility in enhancing organizational efficiency. Strategic excellence demonstrated a significant positive relationship (path coefficient = 0.648),indicating that clarity of vision and strategic planning contribute to enhancing organizational excellence. In contrast, the impact of human resources was moderate (path coefficient = 0.624),indicating the need to intensify efforts to develop human resource management policies to match the other dimensions.

7 – Testing the Research Hypotheses.

1.7- Testing the First Main Hypothesis: There is a direct, positive relationship between strategic planning and organizational excellence at the aggregate level.

A structural model was constructed for the first main hypothesis, as shown in Figure (4).

Figure (4)

The direct impact of strategic planning on organizational excellence

Source: SmartPLS4 Program Results

The results of the statistical analysis using SmartPLS4 indicate that strategic planning has a strong, positive impact on organizational excellence, with a path coefficient of 0.854. The coefficient of determination (R² = 0.935) also indicated that strategic planning explains 93.5% of the variance in organizational excellence, a very high percentage. In accordance with the criteria of Chin (1998), which considers coefficient of determination values ​​of 0.67 or greater to represent high explanatory power, this result confirms that the proposed model has strong explanatory power and demonstrates the critical role strategic planning plays in achieving organizational excellence.

The following table shows the results of testing the influence relationships between strategic planning and organizational excellence using the PLS technique. It shows the values ​​of the original samples, means, and standard deviation, in addition to the T statistics and P values ​​to verify the significance of these relationships, as in the following Table (5):

Table (5) Results of testing the influence relationships between strategic planning and organizational excellence

     The table above, which contains the results of the statistical analysis using the SmartPLS4 program, indicates a positive and significant impact of strategic planning on organizational excellence. The impact coefficient was (0.854), with a mean of (0.861) and a low standard deviation of (0.037). The value of (T = 22.891), which is significantly higher than the table value of (1.96) at a significance level of (0.05), and the probability value (P = 0.000) is less than (0.05). This clearly indicates that strategic planning contributes significantly to enhancing organizational excellence. This result is consistent with the findings of the study (Alshanty & Emeagwali, 2019), which confirmed that strategic planning is one of the essential factors in enabling organizations to develop their competitive capabilities and enhance their performance in a dynamic business environment.

2.7- Testing the second main hypothesis: There is a direct, significant, positive impact of strategic planning on the dimensions of organizational excellence.

The structural model was built for the sub-hypotheses of the second main hypothesis, as shown in Figure (6).

Figure (6)

The direct impact of strategic planning on organizational excellence dimensions

Source: SmartPLS4 program results

Sub-hypothesis Testing

– Analysis of the first sub-hypothesis: There is a direct, significant, positive relationship between strategic planning and subordinate excellence.

The path analysis results in Figure (6) showed a significant, positive relationship between strategic planning and all dimensions of organizational excellence. The influence coefficient between strategic planning and subordinate excellence reached (0.683), indicating that strategic planning contributes to a moderate-strong degree in enhancing the capabilities and efficiency of subordinates.

– Analysis of the second sub-hypothesis: There is a significant, positive, direct relationship between strategic planning and strategic excellence.

The results of the path analysis in Figure (6) showed that strategic planning has a high impact on the distinctiveness of the strategy (0.777), which reflects the pivotal role of strategic planning in raising the quality of strategies applied within the organization.

-Analysis of the third sub-hypothesis: There is a direct, significant, positive relationship between strategic planning and organizational structure excellence.

With regard to organizational structure, the path analysis results in Figure (6) showed that strategic planning has an impact on it with a value of (0.754), a strong impact that reflects the importance of planning in developing organizational structures and making them more flexible and effective.

-Analysis of the fourth sub-hypothesis: There is a direct, significant, positive relationship between strategic planning and organizational culture excellence.

As for the distinction of organizational culture, the results of the path analysis in Figure (6) showed that the impact coefficient reached (0.746), which indicates that strategic planning enhances shared organizational values ​​and contributes to creating a distinct work culture. Based on this, it can be said that strategic planning represents a basic element for achieving organizational excellence in its various dimensions, as it had the highest impact on the distinction of the strategy, followed by its impact on the organizational structure and organizational culture, while its impact on the distinction of subordinates was at a medium level compared to the rest of the dimensions.

3.7- Testing the third main hypothesis: There is a direct, significant, positive influence relationship between the dimensions of strategic planning and organizational excellence at the aggregate level.

A structural model was constructed for the sub-hypotheses of the third main hypothesis, as shown in Figure (7).

Figure (7)

The direct impact of strategic planning dimensions on organizational excellence

Source: SmartPLS4 Program Results

The path analysis results in Figure (7) of the model showed that all dimensions of strategic planning have a positive impact on organizational excellence, but the strength of this impact varies from one dimension to another. It was found that strategic choice represents the most influential factor (0.387), reflecting the importance of considering alternatives and adopting more than one future scenario in strategy development to enhance excellence. It was followed by both the strategic vision and the strategic mission with an equal value (0.197), confirming the role of clarity of the organization’s overall direction in supporting its excellence. The strategic analysis also showed an acceptable impact (0.178), while the impact of strategic objectives was very weak (0.019), which may indicate that formulating objectives alone is not sufficient to achieve excellence unless it is coupled with implementation mechanisms and a comprehensive vision.

8- Conclusions and Recommendations

8-1. Conclusions

1- Strategic planning plays an important role and has a clear impact on organizational excellence.

2- The results showed a statistically significant relationship between the dimensions of strategic planning and organizational excellence.

3- Strategic planning is an essential tool for defining organizational goals and achieving excellence.

4- Strategic planning contributes to identifying the organization’s strengths and weaknesses.

5- Strategic planning helps strengthen the relationship between the organization and its surrounding environment.

6- Strength of the relationship between the main variables: The relationship between strategic planning and organizational excellence is very strong, with a value of (0.854), indicating that attention to strategic planning contributes significantly to enhancing strategic competitiveness.

7- Factor loading levels: Most of the sub-indices for each main variable exceeded the acceptable value of (0.6), indicating that the scales used to measure the variables have high reliability and represent the hypothesized construct well.

8-2. Recommendations:

1- The need to provide the necessary financial resources to support the planning process.

2- Emphasize the need for a dedicated strategic planning unit within institutions, contributing to the development and achievement of organizational excellence.

3- Reinforce the importance of the role of strategic planning within organizations, contributing to improving overall performance and achieving excellence.

4-Focus on the importance of strategic planning and its significant impact on achieving organizational goals.

5-Enhance the alignment of strategic planning with organizational excellence standards by linking strategic objectives to performance and quality indicators in the health sector to ensure improved efficiency and beneficiary satisfaction.

6- Build an organizational culture that supports planning and excellence through continuous training, encouraging innovation, and activating feedback mechanisms to improve health performance.

References

1-Abu Hamour, Hussam Mahmoud, Al-Anaswa, & Sari Ali. (2023). The Impact of Strategic Vigilance on Organizational Excellence in Jordanian Telecommunications Companies. Arab Journal of Management, 43(2), 37-50.

2-Al-Jaid, & Dr. Samia. (2023). The Reality of Strategic Agility and Its Impact on Organizational Excellence at Taif University. Arab Journal of Management, 1-22.

3-Alshanty, A. M., & Emeagwali, O. L. (2019). Market-sensing capability, knowledge creation and innovation: The moderating role of entrepreneurial orientation. Journal of Innovation & Knowledge, 4(3), 171-178.

4-Arbab, A. M. H., & Abaker, M. O. S. M. (2018). Human resources management practices and organizational excellence in public orgnizations. Polish Journal of Management Studies, 18(2), 9-21.‏

5-Awad & Muhammad (2025). Analyzing the Impact of Customer Experience on Customer Satisfaction and the Importance of Strategic Planning as a Factor: An Applied Study in a Diwaniyah Textile Intermediary Factory. Al-Ghari Journal of Economic and Administrative Sciences, Vol. 21 (No. 1), 2025, pp. 311-327. DOI: https://doi.org/10.36325/ghjec.v21i1.19192. 311.

6-Balaidi, Khalida, Al-Arabi, & Malika. (2025). Servant Leadership Practices as an Approach to Achieving Organizational Excellence (Doctoral Dissertation, University of Ain Temouchent).

7-Boutarfa, Soraya, Zarraq, Islam, Salhi, & Samir. (2024). Digital Human Resources Management and Its Role in Supporting Organizational Excellence (Doctoral Dissertation), University of Martyr Sheikh Larbi Tebessi, Tebessa.

8-Bryson, J. M., Edwards, L. H., & Van Slyke, D. M. (2018). Getting strategic about strategic planning research. Public management review, 20(3), 317-339.‏

9-Chin, W. W. (1998). The partial least squares approach for structural equation modeling. Modern Methods for Business Research, 295(2), 295–336.

10-Darraf, & Jamila. (2017).The Impact of Technology on Institutional Strategic Choice. A Case Study of the Salim Haddoud Date Packaging and Export Company,Tolga,Biskra.1-136

11-Donkor, J., Donkor, G. N. A., Kankam-Kwarteng, C., & Aidoo, E. (2018). Innovative capability, strategic goals and financial performance of SMEs in

12-Dr. Ibrahim Belkacem Belhaj. (2023). The Role of Strategic Planning in Institutional Performance: A Field Study in Health Services Management in Zawiya. Journal of Economic Studies, 6(2), 1-31.

13-Fawaz Qasim Saeed Naji Al-Kamali, & Abdulrahman Mohammed Al-Sufyani. (2025). The Impact of Strategic Intelligence on Achieving Organizational Excellence: A Field Study in Private Hospitals in Taiz Governorate. Sana’a University Journal for Humanities, 4(4), 326-365.

14-Garcia, I., Vasconcelos, A., & Fragoso, B. (2018). Alignment between Organization Projects and Strategic Objectives. In ICEIS (2) (pp. 599-606).‏

15-Ghana. Asia Pacific Journal of Innovation and Entrepreneurship, 12(2), 238-254.

16-Ghassan Jassim Ahmed (2025). Strategic Planning and Its Role in Enhancing Organizational Trust: A Survey Study in the General Directorate of Education in Al-Din Governorate. Warith Scientific Journal 145 ISSN: 2618-0278 Vol. 7 No. 22 June.

17-Grünig, R., Kühn, R., & Morschett, D. (2022). Defining the Strategic Objectives for the Company. In The Strategy Planning Process: Strategic Analyses, Objectives, Options and Projects (pp. 123-134). Cham: Springer International Publishing.‏

18-Hamida, Mazhoud, & Khaled Samia. (2019). The Role of Organizational Climate in Achieving Organizational Excellence (Doctoral Dissertation, Abdelhafid Boussouf University Center-Mila).

19-Haramza Sundus, & Zawaimiya Rawda. (2024). The Impact of Environmental Analysis on Determining Strategic Choice in Economic Institutions.

20-Houhou, & Shahinaz. (2016) The Role of Strategic Choice in Achieving Competitive Advantage (Master’s Thesis).

21-Ibrahim, A., Khalil, A. M., Fahmy, T. M., & Al-Azab, M. (2023). The impact of delegating leadership on organizational excellence in tourism organizations: Comparative Study. Journal of the Faculty of Tourism and Hotels, Sadat City University, 7(2), 108-127.

22-Ismail, Ammar Fathi Musa, Ismail, & Ibrahim Al-Sayed Ibrahim Ali. (2025). Strategic Leadership and Its Role in Achieving Organizational Excellence: An Applied Study. Scientific Journal of Business Research (Menoufia University), 58(3), 49-104.

23-Jahantigh, F. F., Malmir, B., & Avilaq, B. A. (2018). An integrated approach for prioritizing the strategic objectives of balanced scorecard under uncertainty. Neural Computing and Applications, 29(6), 227-236.

24-Kharroub, A. O., & Mansour, M. M. (2019). The impact of strategic planning in Palestinian municipalities on the quality of service provided to its citizens. International Business Research, 12(5), 69-85.‏

25-Madsen, H. L., & Ulhøi, J. P. (2020). Sustainable visioning: re-framing strategic vision to enable a corporate sustainable transformation. Journal of Cleaner Production, 125602.‏

26-Manaa, & Youssef Hamed Youssef. (2022). The Impact of Organizational Integrity on Organizational Excellence: A Field Study on Employees of Commercial Banks in the Private Sector Year. Scientific Journal of Financial and Commercial Studies and Research, 3(2), 1-42.

27-Mansouri, R. (2015). The compatibility of the organization’s strategic planning with the strategic planning of information systems and its impact on achieving competitive superiority factors (Doctoral dissertation, Université Mohamed Khider-Biskra).

28-Mayfield, J., Mayfield, M., & Sharbrough III, W. C. (2015). Strategic vision and values in top leaders’ communications: Motivating language at a higher level. International Journal of Business Communication, 52(1), 97-121.‏

29-Moati Muhammad Omar Maiteeq. (2025). Strategic Planning and Its Impact on Organizational Effectiveness. Afro-Asian Journal of Scientific Research (AAJSR), 343-357.

30-Mohamed, M. S., Khalifa, G. S., Nusari, M., Ameen, A., Al-Shibami, A. H., & Abu-Elhassan, A. E. (2018). Effect of organizational excellence and employee performance on organizational productivity within healthcare sector in the UAE. Journal of Engineering and Applied Sciences, 13(15), 6199-6210.‏

31-Mohammed Mahjoub Sulaiman Fadil, & Haitham Talat Issa Awad. (2021). Strategic Planning as a Tool for Administrative Development. Excellence Journal for Community & Humanity Sciences, 2(1).

32-Mohammed Yahya Jihad. (2024). Strategic Planning and Its Impact on Job Satisfaction in Healthcare Institutions: An Analytical Study of the Opinions of Some Employees at Al-Wasiti Teaching Hospital/Baghdad. Iraqi Journal of Administrative Sciences,20(80),104-120.

33-Mustafa Abadi, & Thaer Al-Bahadli. (2019). The Impact of Strategic Planning on Evaluating the Financial Performance of Some Islamic Banks. Journal of Al-Rafidain University College for Sciences (Print ISSN: 1681-6870, Online ISSN: 2790-2293), (2), 190-207.

34-Mustafa Ali Abdel Hadi, & Dr. Karima Miloud Al-Buraiki. (2023). The Role of Strategic Planning in the Success of Small and Medium-Sized Enterprises. Afro-Asian Journal of Scientific Research (AAJSR), 112-132.

35-Nenadál, J., Vykydal, D., & Waloszek, D. (2018). Organizational excellence: approaches, models and their use at Czech organizations. Quality innovation prosperity, 22(2), 47-64.‏

36-Papulova, Z., & Gazova, A. (2016). Role of strategic analysis in strategic decision-making. Procedia Economics and Finance, 39, 571-579.‏

37-Priyambodo, P., & Hasanah, E. (2021). Strategic planning in increasing quality of education. Nidhomul Haq: Jurnal Manajemen Pendidikan Islam, 6(1), 109-126.

38-Rania, Bouktosha, & Bouzraa Salima. (2021). The Role of Knowledge Management in Achieving Organizational Excellence (Doctoral Dissertation, Abdelhafid Boussouf University Center-Mila).

39–Shadri Muammar, Suad, Zawawi, Fadhila, & Qritli. (2021). Strategic Analysis as a Tool for Improving Competitive Performance of Institutions. Journal of Development and Foresight for Research and Studies, 6(1), 67-82.

40-Shams, & Dr. Muhammad Ahmad. (2023). The Impact of Servant Leadership and Strategic Planning on Organizational Acumen when Mediating Talent Management: The Moderating Role of the Leader’s Creative Orientation. Raya International Journal of Business Sciences, 2(7), 295-370.

41-Spee, A. P., & Jarzabkowski, P. (2011). Strategic planning as communicative process. Organization studies, 32(9), 1217-1245.‏

42-Thabet, & Wael Mohammed. (2021). The Impact of Strategic Planning on the Institutional Sustainability of Emerging Palestinian Universities. Alexandria University Journal of Administrative Sciences, 58(6), 73-104.

43-Yahyaoui, & Hala. (2021). Strategic Analysis of the Organization’s Internal Environment. Afaq Journal of Research and Studies, 4(1), 98-112.

44-Zahi Khaled Tamimi-Nasrallah, & Lobna. (2025). The Reality of Strategic Planning for Human Resources In Palestinian Universities. International Journal of Learning Management Systems, 13(2), 1-14.