{"id":49074,"date":"2025-08-28T14:23:13","date_gmt":"2025-08-28T14:23:13","guid":{"rendered":"https:\/\/uomosul.edu.iq\/en\/administrationeconomic\/?p=49074"},"modified":"2025-08-28T14:23:13","modified_gmt":"2025-08-28T14:23:13","slug":"masters-thesis-discussion-on-organizational-intelligence-and-its-role-in-reducing-organizational-rigidity-college-of-administration-and-economics-university-of-mosul-on-thursday","status":"publish","type":"post","link":"https:\/\/uomosul.edu.iq\/en\/administrationeconomic\/2025\/08\/28\/masters-thesis-discussion-on-organizational-intelligence-and-its-role-in-reducing-organizational-rigidity-college-of-administration-and-economics-university-of-mosul-on-thursday\/","title":{"rendered":"Master\u2019s Thesis Discussion on Organizational Intelligence and Its Role in Reducing Organizational Rigidity \u2013 College of Administration and Economics \/ University of Mosul on Thursday, August 28, 2025"},"content":{"rendered":"

The College of Administration and Economics \u2013 Department of Business Administration \/ University of Mosul witnessed the discussion of the master\u2019s thesis submitted by student Omar Abdulwahid Noori Yassin Arbo, titled:<\/p>\n

\u201cOrganizational Intelligence as an Approach to Reducing Organizational Rigidity: An Exploratory Study of the Opinions of a Sample of Employees in the Nineveh Health Directorate.\u201d<\/p>\n

The study aimed to measure the correlation and impact relationship between the variable of organizational intelligence, with its dimensions represented by (willingness to change, strategic vision, alignment and congruence, shared destiny, knowledge dissemination, giving, and work pressure), and organizational rigidity, which was represented by three dimensions: (insight rigidity, psychological rigidity, and work rigidity).<\/p>\n

The study reached a number of conclusions, the most notable of which was:<\/p>\n

Organizational intelligence is inversely related to organizational rigidity, meaning that enhancing the dimensions of organizational intelligence within institutions contributes to reducing organizational rigidity and provides greater ability to adapt to change and face challenges.<\/p>\n

 <\/p>\n

The discussion committee consisted of: Asst. Prof. Dr. Raghad Mohammed Yahya Kharoofa \u2013 College of Administration and Economics \/ University of Mosul \u2013 Chair. Asst. Prof. Dr. Adwaa Kamal Hussein Al-Jarrah \u2013 College of Administration and Economics \/ University of Mosul \u2013 Member. Asst. Prof. Dr. Riyadh Shahatha Hussein \u2013 College of Administration and Economics \/ University of Tikrit \u2013 Member. Asst. Prof. Dr. Alaa Haseeb Abdul Adi Al-Jalili \u2013 College of Administration and Economics \/ University of Mosul \u2013 Member and Supervisor.<\/p>\n

This thesis is significant in that it sheds light on the role of organizational intelligence as a modern tool that enhances flexibility and limits manifestations of rigidity in institutions, thereby contributing to the development of administrative performance and enabling more effective responses to environmental changes.<\/p>\n

\"\" \"\" \"\"<\/p>\n","protected":false},"excerpt":{"rendered":"

The College of Administration and Economics \u2013 Department of Business Administration \/ University of Mosul witnessed the discussion of the master\u2019s thesis submitted by student Omar Abdulwahid Noori Yassin Arbo, titled: \u201cOrganizational Intelligence as an Approach to Reducing Organizational Rigidity: An Exploratory Study of the Opinions of a Sample of Employees in the Nineveh Health Directorate.\u201d The study aimed to measure the correlation and impact relationship between the variable of organizational intelligence, with its dimensions represented by (willingness to change, strategic vision, alignment and congruence, shared destiny, knowledge dissemination, giving, and work pressure), and organizational rigidity, which was represented by three [Read More]<\/a><\/p>\n","protected":false},"author":62,"featured_media":49078,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[2],"tags":[],"class_list":["post-49074","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-discussions"],"_links":{"self":[{"href":"https:\/\/uomosul.edu.iq\/en\/administrationeconomic\/wp-json\/wp\/v2\/posts\/49074","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/uomosul.edu.iq\/en\/administrationeconomic\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/uomosul.edu.iq\/en\/administrationeconomic\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/uomosul.edu.iq\/en\/administrationeconomic\/wp-json\/wp\/v2\/users\/62"}],"replies":[{"embeddable":true,"href":"https:\/\/uomosul.edu.iq\/en\/administrationeconomic\/wp-json\/wp\/v2\/comments?post=49074"}],"version-history":[{"count":1,"href":"https:\/\/uomosul.edu.iq\/en\/administrationeconomic\/wp-json\/wp\/v2\/posts\/49074\/revisions"}],"predecessor-version":[{"id":49079,"href":"https:\/\/uomosul.edu.iq\/en\/administrationeconomic\/wp-json\/wp\/v2\/posts\/49074\/revisions\/49079"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/uomosul.edu.iq\/en\/administrationeconomic\/wp-json\/wp\/v2\/media\/49078"}],"wp:attachment":[{"href":"https:\/\/uomosul.edu.iq\/en\/administrationeconomic\/wp-json\/wp\/v2\/media?parent=49074"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/uomosul.edu.iq\/en\/administrationeconomic\/wp-json\/wp\/v2\/categories?post=49074"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/uomosul.edu.iq\/en\/administrationeconomic\/wp-json\/wp\/v2\/tags?post=49074"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}