https://dspace.qou.edu/handle/194/2623 Strategic Leadership and Management Tue, 07 Apr 2026 16:54:17 GMT 2026-04-07T16:54:17Z https://dspace.qou.edu/handle/194/3056 Information systems and technology as a mediating variable in the relationship between strategic agility and crisis management in Palestinian local authorities: Hebron Municipality as a model This study aimed to explore the role of information systems and technology as a mediating variable in the relationship between strategic agility and crisis management in Palestinian local authorities, with a focus on Hebron Municipality. The research adopted a descriptive-analytical approach, using a questionnaire to collect data from a comprehensive sample of 119 employees in leadership and supervisory positions. A total of 103 valid questionnaires were retrieved and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) through SPSS and Smart PLS software. The findings revealed that the level of implementation of information systems and technology in Hebron Municipality was high (73%), whereas strategic agility was assessed at a moderate level (62.8%), as was crisis management (61.4%). The results further indicated a statistically significant positive effect of strategic agility on crisis management, particularly through the dimensions of shared responsibility and response speed. A significant positive relationship was also observed between strategic agility and information systems and technology. Moreover, information systems and technology demonstrated a significant positive effect on crisis management and served as a partial mediator in the relationship between strategic agility and crisis management, and a full mediator between the core capabilities dimension and crisis management. However, no significant mediation effects were found for the remaining dimensions. The study recommends integrating digital systems across municipal departments through a unified platform that enables real-time updates and data sharing during crises to enhance coordination and decision-making. It further calls for the formation of cross-functional emergency teams with clearly defined mandates, trained in advance through realistic crisis simulations to ensure operational readiness. Additionally, the study suggests developing an institutional knowledge base that documents previous crisis experiences, enabling staff to access practical solutions when needed. Mon, 03 Nov 2025 00:00:00 GMT https://dspace.qou.edu/handle/194/3056 2025-11-03T00:00:00Z https://dspace.qou.edu/handle/194/3051 "The Mediating Role of Organizational Values in the Relationship between Transformational Leadership and Strategic Performance at Al-Quds Open University." Ahmed Hammad Abu Zahra, Omar; Muhammad Mahmoud Musleh, Prof. Atiya This study aimed to explore the mediating role of organizational values in the relationship between transformational leadership and strategic performance at Al-Quds Open University. The research problem stems from the challenges facing Palestinian universities in achieving outstanding strategic performance despite difficult circumstances, coupled with a research gap in understanding how organizational values act as a mediating factor between transformational leadership and strategic performance in the Palestinian context, specifically at Al-Quds Open University. The study adopted a descriptive-analytical approach, using a questionnaire as the primary tool after verifying its validity and reliability (Cronbach's alpha = 0.89). The study population consisted of 804 administrative and academic employees (department heads and above), with a stratified random sample of 261 respondents. The variables were defined as follows: the independent variable (transformational leadership with its four dimensions), the mediating variable (organizational values with its four dimensions), and the dependent variable (strategic performance with its four dimensions). Data were analyzed using SPSS and SmartPLS 4 software. The results revealed high levels of organizational values (80.7%), transformational leadership (81.7%), and strategic performance (80.2%). They also showed statistically significant positive relationships among the variables, with a strong partial mediating role for organizational values (β = 0.565), explaining 65.4% of the effect of transformational leadership on strategic performance through values. The study recommends issuing an official organizational values charter, linking promotions and incentives to the application of values and transformational leadership, establishing an integrity and justice committee, and implementing annual training programs and surveys on the three variables to enhance institutional sustainability and excellence. Mon, 16 Feb 2026 00:00:00 GMT https://dspace.qou.edu/handle/194/3051 2026-02-16T00:00:00Z https://dspace.qou.edu/handle/194/3044 The Role of Transformational Leadership in Institutional Excellence of Major Industrial Companies in Southeast Jerusalem Ahmed Jamil Jafar, Basil; Abu Farah, Dr. Yusef This study aimed to examine the role of transformational leadership in achieving institutional excellence among major industrial companies located in the southeast of Jerusalem. To achieve this objective, the researcher adopted the descriptive-analytical approach. The study sample consisted of (70) administrative employees and middle-management supervisors from leading industrial companies, including Siniora Food Industries, the Jerusalem Cigarette Company, and Hamoudeh Dairy & Food Products Company, representing approximately 82% of the study population. The research utilized a questionnaire comprising two scales—transformational leadership and institutional excellence—and data were analyzed using the Statistical Package for the Social Sciences (SPSS). The findings revealed that the overall practice of transformational leadership was high (M = 3.92). All the dimension of transformational leadership ranked high levels. Institutional excellence also achieved a high level (M = 4.05). All the dimension of Institutional excellence ranked high levels. The results indicated a statistically significant effect (α ≤ 0.05) of transformational leadership—particularly the dimensions of inspirational motivation and idealized influence—on the various dimensions of institutional excellence, including strategic, employee, operational, partnership, stakeholder, and key results excellence. Furthermore, no statistically significant differences were found in respondents’ perceptions of transformational leadership and institutional excellence across the demographic variables of gender, age, educational qualification, years of experience, and workplace. Based on these findings, the study recommends continuing to enhance comprehensive environmental analysis (both internal and external) prior to strategic planning, as it plays a crucial role in improving administrative decision-making efficiency and enhancing organizational adaptability to environmental changes. Sun, 21 Dec 2025 00:00:00 GMT https://dspace.qou.edu/handle/194/3044 2025-12-21T00:00:00Z https://dspace.qou.edu/handle/194/3039 The role of primary value chain in enhancing the competitive advantage of shopping malls in Ramallah and Al-Bireh Governorate Sudqi Ahmed Adi, Ahmed; Jarar, Prof. Diyab This study aimed to analyze the role of the primary value chain in enhancing the competitive advantage of major shopping malls in Ramallah and Al-Bireh Governorate, in light of the increasing challenges facing the Palestinian retail sector, including intense competition, cost pressures, and changing consumer preferences. The study was guided by a central research question regarding the extent to which shopping malls employ the components of the primary value chain and whether such employment influences the achievement of various dimensions of competitive advantage, namely cost, quality, flexibility, differentiation, and customer experience. To achieve its objectives, the researcher adopted a descriptive-analytical methodology and utilized a structured questionnaire to collect data from a representative sample of employees working in senior management and retail units within three major shopping malls. In-depth interviews were also conducted with several executive managers to support and interpret the quantitative results in light of practical realities. The study focused on five core activities of the primary value chain—namely inbound logistics, operations, outbound logistics, marketing and sales, and supporting services—as key inputs for building competitive advantage, which was measured across five dimensions: cost, quality, flexibility, differentiation, and customer experience. The findings revealed a statistically significant relationship between the effective utilization of the value chain and the level of competitive advantage across its dimensions. Additionally, the study identified statistically significant differences in the activation of value chain components based on shopping mall characteristics, particularly location, size, and the number of stores, underscoring the importance of institutional context in shaping value strategies. The post-survey interviews further affirmed that integration among value chain activities, rather than treating them as isolated components, constitutes a cornerstone for building sustainable competitive advantage. In light of these findings, the study recommends that shopping malls in Palestine adopt an integrated model for analyzing the primary value chain, emphasizing service innovation, technology investment, and customer experience enhancement as strategic tools to ensure excellence and adaptability within both local and regional market dynamics. Sun, 14 Sep 2025 00:00:00 GMT https://dspace.qou.edu/handle/194/3039 2025-09-14T00:00:00Z