The impact of strategic foresight on dynamic capabilities of public organizations in the UAE

• 第一著者: Almansoori, Bakheeta Saeed Ali
• フォーマット: 学位論文
• 言語: 英語; 英語
• 出版事項: 2023
• 主題: H Social Sciences (General); HD Industries. Land use. Labor
• オンライン･アクセス: http://eprints.utem.edu.my/id/eprint/27715/1/The%20impact%20of%20strategic%20foresight%20on%20dynamic%20capabilities%20of%20public%20organizations%20in%20the%20UAE.pdf; http://eprints.utem.edu.my/id/eprint/27715/2/The%20impact%20of%20strategic%20foresight%20on%20dynamic%20capabilities%20of%20public%20organizations%20in%20the%20UAE.pdf

Organizations nowadays, whether in the private or public sector, are being forced to adopt approaches that can enable them to deal with the dynamic external environment. However, with many recent shocks such as the COVID-19 pandemic, organizations worldwide, whether private or public, are realizing that their old ways of doing things were no longer sustainable. Especially in countries such as the United Arab Emirates (UAE) that are trying to rapidly modernize their society, they are acknowledging that simply relying on resources is no longer sufficient for them to deal with future challenges. Public institutions are being asked to develop new ways of thinking that can help them shape the nation’s future. Hence, concepts such as strategic foresight and dynamic capabilities are being looked at as potential goals that need to be integrated into public organizations. In this regard, the Dynamic Capabilities View postulates that organizations can become successful in dealing with uncertainties of the external environment if they develop the ability to sense opportunities and threats, and seize upon these changes, and transform their systems, operational models, and processes to deal with such forces. The literature also indicates that strategic foresight plays an important role in dealing with the external environment. The current study proposes developing a conceptual model using the theory of dynamic capabilities to suggest that the five dimensions of strategic foresight, such as environmental scanning, scenario planning, knowledge creation, culture, and formal organization, impact the dynamic capabilities of public organizations in the UAE. Using a quantitative survey method, the study tested a set of hypotheses using data collected from senior officials working in such public organizations in the UAE. The data were tested using multivariate analysis by deploying structural equation modeling through Smart-PLS. The findings showed that the five strategic foresight dimensions, namely environmental scanning, scenario planning, knowledge creation, culture, and formal organization with p-values 0.001, 0.003, 0.000, 0.005, and 0.000, respectively, have a significant direct effect on the dynamic capabilities of public organizations in the UAE. Besides, the findings of the mediator “organization learning capacity” showed that it has a significant indirect mediating effect on the relationship between the five strategic foresight dimensions, with p-values 0.001, 0.000, 0.003, 0.000, and 0.000, respectively, and the dynamic capabilities of public organizations in the UAE. Based on these findings, this research provided an adaptable strategic foresight model that starts with identifying strategic foresight dimensions and tests these variables and their impact on the dynamic capabilities of public organizations. The current research concluded that the utilisation of strategic foresight has a potential role in improving public organisations and the country’s national economic expansion. Therefore, policy makers and decision-makers need to be innovative and focus on combining strategic foresight and dynamic capabilities by utilizing the significant factors that enhance the current status of organizations with future nature and work requirements.