بررسی نقش تعدیلگر مؤلفه‌های چابکی استراتژیک در رابطه بین برنامه‌ریزی استراتژیک و تصمیم‌گیری استراتژیک

حسین علی التمیمی; محمد فاریابی; علیرضا فضل زاده; سجاد نقدی

Authors

Hussein Ali Al-Tamimi PhD student in Strategic Management, Faculty of Economics and Management, University of Tabriz, Iran. https://orcid.org/0009-0007-2473-0672
Mohammad Faryabi Associate Professor, Department of Management and Accounting, Faculty of Economics and Management, University of Tabriz, Tabriz, Iran Author https://orcid.org/0009-0009-0844-8743
Alireza Fazlzadeh Associate Professor, Department of Management and Accounting, Faculty of Economics and Management, University of Tabriz, Tabriz, Iran Author https://orcid.org/0000-0001-6243-489X
Sajjad Naghdi Assistant Professor of Accounting, Faculty of Economics and Management, University of Tabriz, Tabriz, Iran. Author https://orcid.org/0000-0003-1899-0957

Keywords:

Strategic Planning, Strategic Decision-Making, Strategic Agility, Leadership Unity, Resource Fluidity, Strategic Sensitivity

Abstract

The present study aimed to investigate the moderating role of strategic agility components, including strategic sensitivity, leadership unity, and resource fluidity, in the relationship between strategic planning and strategic decision-making among managers and senior experts of organizations and companies operating in Tehran. This applied study employed a descriptive-correlational design based on structural equation modeling. The statistical population consisted of managers and senior experts working in organizations and companies in Tehran in 2026, from whom 384 participants were selected through purposive and convenience sampling. Data were collected using a multi-section questionnaire assessing strategic planning, strategic decision-making, and strategic agility through three components: strategic sensitivity, leadership unity, and resource fluidity. Construct validity was assessed through confirmatory factor analysis, while reliability was examined using Cronbach's alpha and composite reliability. Pearson correlation, confirmatory factor analysis, structural equation modeling, interaction-effect testing, and simple slope analysis were used to analyze the data. The results showed that strategic planning had a significant positive direct effect on strategic decision-making (β = 0.48, p < 0.001). Strategic sensitivity (β = 0.26, p < 0.001), leadership unity (β = 0.22, p < 0.001), and resource fluidity (β = 0.18, p < 0.001) also significantly predicted strategic decision-making. The interaction between strategic planning and strategic sensitivity was significant (β = 0.19, p < 0.001), as were the interactions between strategic planning and leadership unity (β = 0.15, p < 0.001) and between strategic planning and resource fluidity (β = 0.12, p = 0.002). The final model explained 59% of the variance in strategic decision-making and demonstrated satisfactory fit. The findings indicate that strategic agility substantially strengthens the translation of strategic planning into effective strategic decision-making. All three components of strategic agility enhanced this relationship, with strategic sensitivity demonstrating the strongest moderating effect. Accordingly, organizations seeking to improve the effectiveness of strategic planning should simultaneously develop their capacity to detect environmental changes rapidly, achieve leadership alignment, and flexibly redeploy organizational resources.

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