The Strategic Map and Its Reflections on Organizational Creativity: An Analytical Study on Employees' Views at Al-Hadbaa company For Food Industries in Mosul Ltd
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Abstract
The study aimed at determining the extent to which the strategic map reflects organizational creativity at Al-Hadbaa Co. for Food Industries Ltd. in Mosul. The strategic map (the independent variable) has been adopted and expressed in terms of the following four dimensions: (financial perspective, customer perspective, internal operations perspective, learning and growth perspective) along with organizational creativity (the dependent variable) which was expressed in two basic dimensions as follows: structural creativity which is subdivided into (exploiting and exploring creative capabilities) and contextual creativity, which is divided into (the ability to align and adapt). The study also adopted the descriptive analytical approach in processing the collected data. A questionnaire form has been used as being a basic tool for collecting data and information and was distributed among a purposed sample that included (100) individuals working in the company under consideration. (93) questionnaire forms were retrieved and were valid for analysis by (93%), then the collected data were analyzed using the statistical program (SPSS V. 26), The current study has attained a set of conclusions, the most important of which are: a positive significant correlation has been found between the strategic map and organizational creativity as well as the presence of a significant effect between the strategic map on organizational creativity. Based on these conclusions, several proposals were presented, the most important of which is the need for senior management to embody the strategic map, employing and transferring it to the working individuals, as it represents the desirable path to reach the goals.
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