Login
Section Economic Policy

The Role of Strategic Monitoring in Enhancing Strategic Response: An Analytical Study of the Opinions of a Sample of Managers in a Number of Delivery Companies in the Kurdistan Region – Iraq.

Vol. 27 No. 1 (2026): January:

Mohammed Abdulqader Mohammed (1)

(1) Department of Business Administration / Faculty of Administration and Economic / University of AL-Hamdaniya, Iraq
Fulltext View | Download

Abstract:

General Background Strategic management increasingly emphasizes organizational capability to respond to dynamic and uncertain environments, particularly within service sectors such as delivery companies. Specific Background Delivery firms in the Kurdistan Region–Iraq face challenges in addressing evolving customer demands, technological changes, and competitive pressures, requiring stronger strategic response mechanisms. Knowledge Gap Despite recognition of strategic monitoring as a modern managerial approach, limited empirical evidence exists on how its dimensions contribute to strategic response in delivery companies. Aims This study aims to examine the role of strategic monitoring comprising strategic intelligence, strategic thinking, and strategic vigilance in strengthening strategic response, including resource fluidity, business process maturity, reactive response, and proactive response. Results Using a descriptive-analytical approach and data from 66 managers analyzed via SMART PLS and SPSS, findings indicate that organizations demonstrate moderate levels of strategic monitoring and strategic response, with strong vigilance and proactive response but weak strategic intelligence and resource fluidity. Novelty The study provides an integrated empirical model linking strategic monitoring dimensions with multiple facets of strategic response within delivery companies. Implications The findings suggest that organizations should adopt proactive monitoring systems to improve adaptability, maintain competitive advantage, and strengthen operational resilience in rapidly changing environments.


Highlights:
• Moderate Adoption of Monitoring Practices Alongside Satisfactory Responsiveness to Environmental Changes
• Strong Vigilance and Forward-Looking Actions Contrasted With Limited Intelligence Systems and Resource Flexibility
• Need for Systematic Monitoring Approaches to Support Organizational Adaptability and Resilience


Keywords: Strategic Monitoring, Strategic Response, Strategic Intelligence, Strategic Vigilance, Delivery Companies

References

A. J. M. Al-Taee, “The organizational values of strategic management and their role in determining the type of strategic response: A field study in private banks in Mosul,” Al-Anbar Univ. J. Econ. Admin. Sci., vol. 15, no. 1, 2023.

M. K. Salman and S. A. Q. Al-Nuaimi, “The impact of performance management in enhancing strategic response process,” Int. J. Nonlinear Anal. Appl., vol. 12, pp. 2509–2520, 2021.

H. H. Al-Hasnawi, “The impact of strategic thinking skills on enhancing strategic response processes,” J. Admin. Econ., vol. 9, no. 34, 2020.

A. M. A. Al-Afandy and M. H. M. Al-Ali, “The effects of strategic monitoring upon management,” Remittances Rev., vol. 8, no. 4, 2023.

S. Kroumi, “Strategic monitoring as a means of improving performance,” J. Algerian Institutional Performance, no. 3, 2013.

CABI, Monitoring and Evaluation Strategy Summary, 2018.

S. Vudzijena, “Impact of environmental scanning on SME performance,” M.B.A. thesis, Univ. Zimbabwe, 2017.

A. M. Mahdi, “Strategic monitoring practices and competitive superiority,” J. Productivity Organizational Transformation, vol. 6, no. 1, pp. 45–62, 2024.

F. Vahidi et al., “Strategic monitoring model for policy implementation,” Q. J. Macro Strategic Policies, vol. 10, no. 37, pp. 2–40, 2022.

C. B. van Rees et al., “Strategic monitoring approach for infrastructure improvement,” Sci. Total Environ., vol. 832, 2022.

A. A. K. H. Al-Mudhaffar, “Strategic monitoring and oil production development,” M.S. thesis, Univ. Kufa, 2013.

C. Tizikara, Monitoring and Evaluation Strategy 2014–2018. Accra, Ghana, 2014.

W. E. Wanjiru and G. Kimutai, “Determinants of effective monitoring systems,” Kenyatta Univ., Kenya, 2013.

J. Ojok, “Role of monitoring in promoting governance in Uganda,” Uganda Technology and Management Univ., 2016.

J. Z. Kusek and R. C. Rist, Ten Steps to a Results-Based Monitoring and Evaluation System. Washington, DC, USA: World Bank, 2004.

Int. Fed. Red Cross, Monitoring and Evaluation Guide, Geneva, 2011.

D. K. Robinson et al., “Policy lensing of strategic intelligence,” Technol. Forecast. Soc. Change, vol. 169, 2021.

I. Sadalia et al., “Strategic intelligence and organizational development,” in Proc. Int. Conf. Business Management, 2021, pp. 252–256.

I. Y. Hussein et al., “Strategic intelligence and organizational excellence,” J. Accounting Financial Studies, vol. 19, 2024.

M. A. I. Al-Khasabah and G. A. M. Al-Badayneh, “Strategic intelligence and organizational creativity,” Corporate Bus. Strategy Rev., vol. 6, no. 2, pp. 195–206, 2025.

T. Kuosa, “Strategic intelligence approaches,” Technol. Forecast. Soc. Change, vol. 78, pp. 458–467, 2011.

Z. M. Al-Daouri and B. K. Atrach, “Strategic intelligence and flexibility,” Globus J. Manage. IT, vol. 12, no. 1, pp. 38–45, 2021.

S. S. Zarafili and L. S. Zarafili, “Strategic intelligence and orientation,” Jordan J. Business Admin., vol. 19, no. 4, 2023.

A. A. Amanah et al., “Strategic alignment and response,” Int. J. E-Business E-Government Stud., vol. 14, no. 2, 2022.

A. Alzghoul et al., “Strategic thinking and employee creativity,” J. Professional Business Rev., vol. 8, no. 4, pp. 1–21, 2023.

B. Y. S. Al-Qaisi, “Strategic thinking and creativity,” M.S. thesis, Univ. Anbar, 2021.

R. M. Altarawneh, “Strategic vigilance and excellence,” Int. J. Business Manage., vol. 18, no. 3, 2023.

H. Thneibat et al., “Supply chain integration and performance,” Uncertain Supply Chain Manage., vol. 11, no. 1, pp. 325–330, 2023.

B. K. Ahmed et al., “Strategic monitoring and competitive advantage,” J. Econ. Finance Business, no. 7, 2018.

A. H. Fadhil et al., “Strategic consciousness and vigilance,” J. Contemporary Issues Business Government, vol. 27, no. 6, pp. 965–978, 2021.

I. A. Hussein, “Strategic vigilance and marketing culture,” Ph.D. dissertation, Al-Mustansiriya Univ., 2015.

S. A. Jaaz and D. H. Jamal, “Strategic vigilance and excellence,” PalArch’s J. Archaeology Egypt, vol. 18, no. 8, pp. 2101–2137, 2021.

D. F. Salman and A. A. Fakhri, “Strategic vigilance in banking,” European J. Business Manage., vol. 10, 2018.

L. Muchiri et al., “Strategic responses in oil companies,” Int. J. Sci. Res. Publ., vol. 7, no. 10, pp. 660–675, 2017.

C. M. Kathenya et al., “Strategic responses in universities,” Int. J. Sci. Eng. Sci., vol. 4, no. 10, pp. 44–57, 2020.

J. B. Barney and W. S. Hesterly, Strategic Management and Competitive Advantage. Englewood Cliffs, NJ, USA: Prentice Hall, 2008.

I. Ansoff, “Critique of strategic management,” Strategic Manage. J., vol. 12, no. 2, pp. 449–461, 2011.

B. V. Tjemkes et al., “Response strategies in alliances,” J. Int. Manage., vol. 18, no. 1, 2012.

M. M. Nyokabi, “Strategic responses in insurance industry,” M.B.A. thesis, Chandaria School Business, 2018.

J. Lafky et al., “Strategic thinking and communication,” Games Econ. Behav., vol. 136, pp. 1–78, 2022.

C. Yun et al., “Information systems and strategic agility,” Int. J. Eng. Appl. Sci., vol. 11, pp. 67–74, 2023.

D. Naranjo-Gil and F. Hartmann, “Management accounting and strategic change,” Accounting, Organizations Society, vol. 32, no. 7–8, pp. 735–756, 2007.

F. Takacs et al., “Barriers to circular economy,” J. Cleaner Prod., 2022.

P. M. Nthigah, “Strategic responses of multinational corporations,” Ph.D. dissertation, JKUAT, 2016.

J. Murule, “Strategic responses in pharmaceutical firms,” M.B.A. thesis, Univ. Nairobi, 2011.

K. M. Green et al., “Strategic reactiveness and entrepreneurship,” J. Business Venturing, vol. 23, no. 3, pp. 356–383, 2008.

X. Kong et al., “Business strategy and CSR,” Economic Modelling, vol. 106, 2022.

H. Wilhelm et al., “Dynamic capabilities and routines,” British J. Manage., vol. 26, no. 2, 2015.

N. Motanya, “Strategic responses in weighing scale dealers,” M.B.A. thesis, Univ. Nairobi, 2013.

D. DaSilva-Glasgow and M. Bynoe, “Strategic response to food safety standards,” Estey J. Int. Law Trade Policy, vol. 13, pp. 201–215, 2012.

A. K. Njari and S. M. Muathe, “Geographical expansion strategy,” Int. J. Manage. Commerce Innovations, vol. 5, no. 2, pp. 763–771, 2018.

D. A. Griffith et al., “Strategic orientation and market conditions,” Int. Marketing Rev., vol. 29, no. 4, 2012.

M. Cudanov et al., “ICT adoption and organization size,” J. Appl. Quantitative Methods, vol. 5, no. 1, 2010.

G. Tang et al., “Innovation culture and SMEs performance,” Sustainability, vol. 12, no. 4, 2020.

Y. H. Al-Ta’i and A. A. L. Muhammad, “Strategic response and job inactivity,” Al-Ghari J., vol. 14, no. 2, 2017.

N. Mavengere, “Information systems and strategic agility,” 2013.

A. Looy et al., “Business process maturity models,” Inf. Manage., vol. 50, no. 7, pp. 466–488, 2013.

M. Indulska et al., “Process modeling challenges,” in Eur. Conf. Inf. Syst., 2009, pp. 501–514.

F. Zainab, “Administrative process re-engineering,” M.S. thesis, Univ. Guelma, 2019.

W. Triaa et al., “Organizational agility factors,” in IEEE Conf. Business Informatics, 2016, pp. 64–73.

A. M. Hasan and A. Ibrahim, “Technological capability in manufacturing,” Int. J. Manage. Sci. Business Res., vol. 4, no. 9, 2015.

I. Kilubi and H. Rogers, “Supply chain risk and technology partnering,” Supply Chain Manage., 2018.

U. K. Bindl and S. K. Parker, “Proactive work behavior,” in APA Handbook Industrial Organizational Psychology, 2011.

D. J. Teece, “Business models and dynamic capabilities,” Long Range Planning, vol. 51, no. 1, pp. 40–49, 2018.

S. Elbanna et al., “Strategic planning and implementation success,” Management Decision, vol. 58, no. 6, pp. 1157–1176, 2020.

J. L. Calof and G. Richards, “Competitive intelligence practices,” Eur. J. Marketing, vol. 51, no. 5/6, pp. 958–982, 2017.

A. M. A. Mahdi, “Strategic monitoring and competitive superiority,” J. Port Sci. Res., vol. 7, pp. 219–236, 2024.

J. Pisapia et al., “Developing strategic thinking skills,” J. Leadership Stud., vol. 15, no. 1, pp. 6–19, 2021.

S. Elbanna et al., “Strategic thinking and performance,” Long Range Planning, vol. 54, no. 2, 2021.

R. Rohrbeck and M. E. Kum, “Corporate foresight and performance,” Technol. Forecast. Soc. Change, vol. 129, pp. 105–116, 2018.

R. Wilden et al., “Dynamic capabilities architecture,” J. Manage. Stud., vol. 60, no. 2, pp. 343–375, 2023.

C. M. Ringle, S. Wende, and J. M. Becker, SmartPLS 3, SmartPLS GmbH, 2015.

J. F. Hair et al., A Primer on PLS-SEM, 3rd ed. Sage, 2022.

J. F. Hair et al., A Primer on PLS-SEM, 2nd ed. Sage, 2019.

J. Cohen, Statistical Power Analysis, 2nd ed. Hillsdale, NJ, USA: Lawrence Erlbaum, 1998.

M. Stone, “Cross-validatory choice,” J. Roy. Stat. Soc., vol. 36, no. 2, pp. 111–147, 1974.

S. Geisser, “Predictive sample reuse method,” J. Amer. Stat. Assoc., vol. 70, no. 350, pp. 320–328, 1975.

R. A. Rahhal and S. A. Hamid, “Strategic monitoring and dexterity,” J. Inf. Syst. Eng. Manage., 2025.

C. Fornell and D. F. Larcker, “Evaluating structural equation models,” J. Marketing Res., vol. 18, no. 1, pp. 39–50, 1981.

G. Ietto, “Organizational and geographical boundaries of the firm,” 2014.

R. Nowak, “Employee understanding of strategy and performance,” J. Strategy Manage., 2020.

G. A. Rose, “Strategic response to competitive environment,” M.B.A. thesis, Univ. Nairobi, 2011.

How to Cite

The Role of Strategic Monitoring in Enhancing Strategic Response: An Analytical Study of the Opinions of a Sample of Managers in a Number of Delivery Companies in the Kurdistan Region – Iraq. (2026). Indonesian Journal of Public Policy Review, 27(1), 10.21070/ijppr.v27i1.1490. https://doi.org/10.21070/ijppr.v27i1.1490