Abstract
Organizational structure refers to how information, knowledge, and resources are distributed and coordinated across the organization and how members of an organization communicate and interact socially. Strategic agility is the ability to learn fast, develop the right products and services at the right time, and deliver them to the right place and the right customers. Organization excellence is the capacity to maximize development
opportunities, generate conditions that encourage performance, and effectively identify and correct performance-related problems.
This study examines the mediating role of strategic agility between organizational structure and organizational excellence in the Organizations controlled by the Bahrain civil service bureau. The sample for this study includes 443 civil servants drawn from the government entities maintained by the bureau.
The 2-tailed Pearson Correlation results show that there is a correlation between organizational structure and organizational excellence.
They also indicate that there is a correlation between organizational structure and strategic agility, as well as a correlation between strategic agility and organizational
excellence. Also, there a sobel point estimation was carried out. The Sobel test considers the relationship between mediating and independent variables, mediating variables, and the dependent variable. The Sobel test statistic is calculated from the coefficient of determination and standard errors obtained from a regression between the independent and mediating variables and the mediating variable and dependent variable.
The Sobel test shows that Organizational structure has a statistically significant direct impact on organization excellence with or without strategic agility. Organization structure to organization excellence has a coefficient of correlation of 0.4664 with or without the mediating variable's effect. In this case, the coefficient of correlation is significant at the 0.05 level of significance. The indirect impact involving the mediating effect of strategic
H agility yield a Sobel point estimate of 0.2531 (0.6156*0.4112), which is statistically significant at 0.05. A more robust bootstrapping result is consistent with the Sobel test since it produces 95% confidence intervals that do not intersect with zero (0.1675,0.3404).
Therefore, since the Sobel test point estimate (0.2531) is positive and the confidence interval (0.1675,0.3404) is positive, the point estimate is statistically significant.
The result may indicate that a properly constituted organizational structure is enough to deliver organizational excellence. However, the implementation of strategic agility is another key success factor for any organization.
Implementation of strategic agility calls for the organization to be flexible and flatter since strategic agility work best in a less-bureaucratical environment.