Transformation in the Ideological-Political Organization of the Armed Forces (Based on an Agility-Oriented Strategy)

The main objective of this research is to investigate the relationship between types of organizational strategies and the level of organizational agility in the ideological-political organizations of the General Staff of the Armed Forces. In today's variable and complex environmental conditions, organizations need adaptability, speed of action, and flexibility for survival and effectiveness – characteristics explained through the concept of "organizational agility." On the other hand, organizational strategies, as macro-directors
of an organization's movement, play a decisive role in its structure, processes, and organizational behavior. Focusing on these two key constructs, this research seeks to determine whether the type of strategy adopted by an organization can affect its level of agility and to what extent this effect is significant. The main research question is whether there is a significant relationship between types of organizational strategies and organizational agility in the ideological-political organizations of the General Staff of the Armed Forces. This question is raised within the context of organizations that have a formal, mission-oriented, and sensitive structure, while simultaneously facing environmental changes, technological shifts, and stakeholder expectations. The main hypothesis of
the research emphasizes the existence of a significant relationship between types of organizational strategies and organizational agility, meaning that the type of strategy chosen by an organization can affect its degree of flexibility, responsiveness, speed of decision-making, and adaptive capacity. In terms of objective and method, this research is an applied, descriptive-correlational study. It attempts to measure the relationship between the studied variables using empirical data. A documentary and library method was used
to gather information for the theoretical foundations, reviewing sources related to organizational strategy and agility. In the field section, the main data collection tool was a questionnaire, designed and distributed to measure employees' perspectives on the type
of organizational strategy and the level of agility. The statistical population of the study included all employees working in the planning and programming areas of headquarters and line units (managers and experts) of the ideological-political organizations of the Armed Forces. The statistical sample was determined using stratified random sampling based on the Krejcie and Morgan table to provide a suitable representative of the statistical population. The collected data were analyzed using appropriate statistical methods, examining the correlation and significance of the relationships between variables. The research findings show a significant relationship between types of organizational strategies and organizational agility; in other words, the type of strategy adopted by an organization can influence its level of agility. The results indicate that organizations adopting more flexible, analytical strategies suited to environmental conditions possess a higher level of agility. Furthermore, a review of the research background shows that factors related
to technology management, such as identification, acquisition, exploitation, learning, protection, and technology selection, have a positive and significant effect on organizational agility capability. This indicates that strategies emphasizing the development and effective management of technology can lay the groundwork for increasing agility. Previous studies also indicate that strategic orientations like market orientation can directly and indirectly enhance organizational agility by strengthening management commitment to service quality, employee empowerment, training, and reward systems. On the other hand, some findings have shown that the relationship between strategy and certain dimensions of organizational structure, such as centralization, formalization, and complexity, may not always be significant; nevertheless, the overall orientation of the organization plays a decisive role in shaping dynamic capabilities, including agility. Organizational strategies play an important and decisive role in shaping and strengthening organizational agility. Organizations that formulate their strategies considering environmental changes, technological developments, and stakeholder needs will have greater readiness for rapid response, effective decision-making, and adaptation to new conditions. In the ideological-political organizations of the General Staff of the Armed Forces, which face sensitive missions and complex environments, paying attention to the alignment of strategy and organizational agility is of particular importance. Adopting flexible strategic approaches, strengthening technology management, empowering human resources, and creating platforms for organizational learning can lead to increased agility levels and consequently enhance organizational effectiveness. Overall, this research emphasizes that organizational agility is not a random phenomenon but rather the result of conscious strategic choices and orientations. Therefore, managers can, by reviewing and improving their organizational strategies, provide the groundwork for enhancing agility and the organization's readiness to face future challenges.