Organizational Aagility as a Mediating Variable in the Relationship Between Organizational Culture and the Performance of Employees in Civil Society Organizations Operating in Salfit Governorate

Abstract

This study aimed to investigate the role of organizational agility as a mediator Variable in the relationship between organizational culture and employee’s performance in civil society organizations by identifying the role of organizational culture dimensions (organizational values and beliefs, organizational rules, organizational expectations) on the performance of employees in civil society organizations. To achieve the objectives of this study, a quantitative approach was adopted to identify the relationship and impact between the study variables from the perspective of employees of active civil society organizations in Salfit governorate. The study model was tested through a sample of 398 employees who responded to an electronic questionnaire. Non-probability (convenience) sampling was used in this study for the ease of obtaining responses from the employees present in the researched organizations who were able to respond to the electronic questionnaire during the data collection period. The study found that organizational agility mediates the relationship between organizational culture and employee performance. The results also indicate that organizational culture has a moderate impact on employee performance and a large impact on organizational agility. Regarding organizational agility, it has a small impact on employee performance. The study recommendations for the researched organizations, including the necessity to prioritize the concept of organizational agility and its practices in the work environment, as it is one of the essential concepts that all employees should possess.