The impact of strategic foresight on achieving Organizational excellence: A Comparative study of private hospitals

Abstract

     This study aimed to investigate the impact of strategic foresight on achieving organizational excellence in private hospitals by examining the nature of the relationship and influence between the two variables. The study adopted a descriptive-analytical approach and utilized a questionnaire as the primary data collection instrument. The sample consisted of 175 managers, department heads, unit supervisors, and employees working in the surveyed hospitals. Strategic foresight was measured through four dimensions: environmental scanning, future trends analysis, scenario building, and future vision. Organizational excellence was assessed through leadership excellence, human resources excellence, process excellence, service excellence, and organizational performance outcomes. The findings revealed a high level of both strategic foresight and organizational excellence within the surveyed hospitals. The results also indicated a strong positive and statistically significant correlation between strategic foresight and organizational excellence (r = 0.781). Furthermore, strategic foresight exerted a significant positive effect on organizational excellence (β = 0.74), while the coefficient of determination (R² = 0.58) demonstrated that strategic foresight explains a substantial proportion of the variance in organizational excellence. The study concluded that adopting strategic foresight practices contributes significantly to enhancing organizational performance, sustainability, and excellence in healthcare institutions. Accordingly, the study recommends strengthening foresight practices, developing information systems, and establishing specialized foresight units to support strategic planning and decision-making processes.