Keywords : Strategic Performance


Measuring the Strategic Performance for Non-Profit Organizations According to the Balanced Scorecard Model: An Exploratory Study in Barzani Charity Foundation (BCF)

Ahmed M. AlFiky; Maan W. AlMaadhedee

TANMIYAT AL-RAFIDAIN, 2021, Volume 40, Issue 132, Pages 262-286
DOI: 10.33899/tanra.2021.170363

The research aimed at the extent to which the Balanced Scorecard could be adopted and used as a model for measuring and evaluating the strategic performance of non-profit organizations, by studying the possibility of adopting and employing five main perspectives that correspond to the nature of the work of these organizations and the sector to which they belong, which are: (the beneficiary perspective, the financial stability perspective, the perspective Internal processes, learning and growth perspective, social and environmental perspective), and for the purpose of achieving this, the researchers adopted the questionnaire as a main tool for data collection, as it was distributed to a sample of workers by (100) forms within the  Barzani Charity Foundation (BCF), and the researchers relied on the descriptive approach in theoretical framing and statistical analysis For the data, and one of the most prominent findings of the research is the availability of the appropriate ground on which the researched organization can apply this model in measuring its strategic performance, as well as the discrepancy in the level of perspectives adopted for the application and use of the balanced scorecard, and the research presents a number of recommendations, the most important of which is working on Increasing awareness among the management of the organization in question about the levels of strategic performance, by activating strategic oversight mechanisms, and using modern models to evaluate performance, as well as the need to pay more attention to the segment of beneficiaries of its services, by classifying them into levels, identifying their needs, and establishing a stable and common database in order to deliver its services to the largest possible number without repeating it to the same people.

Supply Chain Integration in Enhancing Strategic Performance: The Mediating Role of Strategic Vigilance/An applied study on industrial companies in Khartoum - Sudan

Emad El Din Issa Ishaq; Saba Nouri Al-Hamdani; Abdul Salam Adam Jamed; Mohamed Hanafi Mohamed Nour Tabidi

TANMIYAT AL-RAFIDAIN, 2021, Volume 40, Issue 131, Pages 332-356
DOI: 10.33899/tanra.2021.169639

The present study aimed to test supply chain integration on strategic performance through vigilance strategic as mediation variable in the Sudanese industrial companies, a model of the study and hypotheses were built base on previous studies and based on resources theory and institutional theory and the theory of capabilities, where the non-probable sample was used to collect data. (220) questionnaires were distributed to the study sample. Structural Equation Modeling (SEM) was used by AMOS 25, which used path analysis to test the study hypotheses. The results of the study showed that there is a positive relationship between integration with the consumer and strategic performance, There is also a positive relationship between integration with the consumer, integration with the supplier, and strategic vigilance competitive vigilance, commercial vigilance). There was a positive relationship between integration with the supplier and technological vigilance. The study also found a relationship between strategic vigilance (competitiveness, commercial) with strategic performance. While Strategic vigilance partially mediates the relationship between supply chain integration and strategic performance. The theoretical contributions of the study were to test those three theories together. Finally, the study paves the way for further research that will develop the overall performance of organizations through supply chains.