The Genetic Imprint of Business Organizations and its Implications for Strategic Awareness an Exploratory Study of Iraqi Zain Telecommunications Company

The Genetic Imprint of Business Organizations and its Implications for Strategic Awareness an Exploratory Study of Iraqi Zain Telecommunications Company

Dr. Ayad Khalid Mahdi, Omar Khazaal Khudhair

College of Administration and Economics Al-Iraqia University

DOI: https://dx.doi.org/10.47772/IJRISS.2025.905000240

Received: 07 May 2025; Accepted: 11 May 2025; Published: 10 June 2025

ABSTRACT

This study aims to investigate the role of the genetic imprint of business organizations—represented by its core dimensions “organizational structure”, “decision-making”, “information flow”, “and incentives” to shaping strategic awareness which encompasses the organization’s understanding of its vision and mission, strategic objectives, internal environment, and external environment. Through conducted the data from 77 as responded (branch managers, department heads, unit supervisors, and their assistants) from Iraqi telecommunications companies at Zain Telecommunications Company. The study findings, a significant correlation between the genetic imprint of the organization and strategic awareness. This indicates that the company under study demonstrates an understanding of how the genetic attributes of the organization contribute to enhancing strategic awareness, which in turn supports organizational distinction.

Keywords: Organizational Genetic Imprint, Strategic Awareness

INTRODUCTION

In today’s dynamic environment, business organizations face rapid and unpredictable changes across political, economic, technological, and social domains. These transformations pose unprecedented challenges that demand organizations to be highly adaptive and strategically conscious in order to survive and thrive. Consequently, conventional management approaches are no longer sufficient; organizations must adopt advanced visions rooted in intrinsic components that define their identity—what may be referred to as the “genetic imprint of the organization.” This concept encompasses the foundational features embedded in the cultural, administrative, and behavioural structures of an organization.

The genetic imprint of an organization is reflected in elements such as its organizational structure, decision-making style, information dissemination practices, and incentive mechanisms. Collectively, these components form a referential framework that guides organizational responses to external challenges. On the other hand, strategic awareness is a contemporary concept in management theory, reflecting an organization’s capacity to comprehend its vision and mission, align with strategic objectives, and interpret both its internal and external environments holistically in a way that enables it to chart a forward-looking path.

Thus, the relationship between the organizational genetic imprint and strategic awareness forms a vital axis for understanding how organizations respond to change and engage in sound strategic planning. The genetic blueprint of an organization is not merely an inherited structural legacy; rather, it serves as a fundamental driver for future-oriented thinking and informed strategic decision-making. In this context, studying this relationship becomes particularly relevant in vital sectors such as telecommunications—a sector profoundly influenced by technological innovation and fast-paced competition—making it a suitable domain for testing these concepts.

Although the notion of an organization’s genetic imprint has begun to gain traction in management literature, empirical studies investigating its direct impact on modern concepts like strategic awareness remain limited—especially within Arab and specifically Iraqi contexts. Moreover, prior studies have often examined these variables in isolation, without delving into the interplay between the genetic components of the organization and its integrated understanding of the strategic environment. This study, therefore, emerges as an effort to bridge that gap by analyzing the relationship between the genetic imprint of business organizations and its influence on strategic awareness through an applied case study of the telecommunications sector in Iraq, focusing on Zain Telecommunications Company.

Zain represents a leading entity in Iraq’s telecom sector and has, over the years, faced significant challenges relating to market shifts, customer demands, and technological advancements. These dynamics make Zain an ideal model for analyzing its ability to preserve organizational cohesion while developing strategic awareness. The significance of this study lies in its empirical exploration of the interconnection between genetic dimensions—such as organizational structure, decision-making, information flow, and incentives—and strategic awareness dimensions, including clarity of vision and mission, understanding strategic objectives, and diagnosing internal and external environments.

The primary objective of this research is to reveal the implications of the organizational genetic imprint on strategic awareness by analyzing the relationship between four key dimensions of the genetic imprint (organizational structure, decision-making, information, incentives) and the dimensions of strategic awareness (awareness of vision and mission, awareness of strategic objectives, awareness of the internal environment, and awareness of the external environment).The study also seeks to achieve the following secondary objectives:

1. To provide a precise theoretical framework for the concepts of the organizational genetic imprint and strategic awareness, thereby enhancing both academic and practical understanding of these concepts within modern management contexts.
2. To assess the level of awareness of these concepts within the target organization and analyse the variations across their dimensions.
3. To determine the extent of the impact that the organizational genetic structure has on strategic awareness in a real-world work environment and offer practical recommendations to assist decision-makers in enhancing strategic performance outcomes.
4. To propose integrative mechanisms that align the components of an organization’s genetic imprint with its strategic orientations to support adaptability and growth.

Research Hypotheses

In order to address the research problem and answer its questions, the following hypotheses were formulated:

H1: There is a statistically significant correlation between the genetic imprint of business organizations and strategic awareness at Zain Telecommunications Company. This main hypothesis branches into the following sub-hypotheses:

H1a: There is a statistically significant correlation between the genetic imprint and awareness of the organization’s vision and mission at Zain Telecommunications Company.

H1b: There is a statistically significant correlation between the genetic imprint and awareness of the organization’s strategic objectives at Zain Telecommunications Company.

H1c: There is a statistically significant correlation between the genetic imprint and awareness of the internal environment at Zain Telecommunications Company.

H1d: There is a statistically significant correlation between the genetic imprint and awareness of the external environment at Zain Telecommunications Company.

H2: There is a statistically significant impact of the genetic imprint of business organizations on the dimensions of strategic awareness at Zain Telecommunications Company. This main hypothesis branches into the following sub-hypotheses:

H2a: There is a statistically significant impact of the genetic imprint on awareness of the organization’s vision and mission at Zain Telecommunications Company.

H2b: There is a statistically significant impact of the genetic imprint on awareness of the organization’s strategic objectives at Zain Telecommunications Company.

H2c: There is a statistically significant impact of the genetic imprint on awareness of the internal environment at Zain Telecommunications Company.

H2d: There is a statistically significant impact of the genetic imprint on awareness of the external environment at Zain Telecommunications Company.

Hence, based on the hypothesis the conceptual framework work was developed Figure (1), the two main hypotheses show the correlational relationships and the directions of influence between the variables, as outlined below:

Figure 1 Conceptual Framework

Organisational DNA (Genetic imprint)

Definition of Organisational DNA

Scientifically, it is well-established that everybody is composed of cells, each containing chromosomes, which in turn are made up of genes responsible for the organism’s unique traits. Human DNA comprises four nitrogenous bases: adenine (A), guanine (G), thymine (T), and cytosine (C). When two DNA strands bind together, hydrogen bonds form between these nitrogenous bases. The concept of “complementary base pairing” ensures that adenine always pairs with thymine, and guanine always pairs with cytosine on the opposite strand (Wood,et al.2005).

Drawing from this biological structure, Gary (2003) employed the metaphor of DNA or the “genetic imprint” to describe the core characteristics that define an organisation. He identified four essential components—Structure (S), Decision Rights (D), Motivators (M), and Information (I)—as the organisational DNA elements that can be used to diagnose problems, uncover hidden strengths, and adjust organisational behaviour. This framework examines all facets of the organisation’s structure, resources, and relationships, providing a holistic view of its success factors, change mechanisms, and sustainability. Likewise, according to Thomas, (2007) as cited in Nafei, W. (2015).  Organizational DNA is a technique or means used to pinpoint difficulties facing an organization and inhibiting its performance, along with ways to overcome such difficulties.

Figure 2 Booz Allen Hamilton the four building blocks of organizational DNA

According to Ivancevich and Matteson (2002:5), “the genetic imprint refers to the essential components that shape an organisation’s identity, clarify its performance, and identify its strengths and weaknesses, along with the necessary remedies.” Likewise, Ivanov (2012:22) describes it as “the internal and dynamic structure of the organisation represented by roles, relationships, and linkages, whereby altering the organisational genes can shift the direction of the entire organisation.” Khorasgani et al. (2015:34) consider it “a set of distinctive characteristics that set an organisation apart, aiming to understand organisational behaviour and leverage all current and future capabilities to efficiently and effectively accomplish organisational tasks.” Al-Hasakah (2021:3) describes it as “a collection of traits that form the identity of the organisation and distinguish it from others, shaped over its developmental stages.” Al-Hadhrami (2022:38) adds that it reflects “inherited organisational traits passed across employee generations and embedded within the organisation’s cultural and social fabric, defining its unique identity. Hence organisational DNA refers to both acquired and inherent traits and characteristics that define an organisation’s identity and are reflected in its performance.

The Importance of Organisational DNA

The significance of organisational DNA can be summarised as follows:

1. It ensures the organisation’s continuity and longevity by disseminating knowledge and skills across employees and passing on experiential learning from one generation to another.
2. It enables the organisation to identify its strengths and strategies for enhancement, pinpoint weaknesses, and devise corrective measures, thereby aiding performance forecasting (Gharmy, 2006:17).
3. It serves as a benchmark to determine the reasons for an organisation’s success in fulfilling its obligations, distinguishing it from others (Neilson, 2007:4).
4. The transmission of knowledge and skills among employees and across generations helps to shape the strategic path the organisation may follow—whether one of prosperity or hardship (Badwan, 2018:20).
5. It helps in creating a knowledge base to support managerial decision-making that ensures organisational sustainability, growth, efficiency, and effectiveness.
6. It allows organisations to determine their overall direction and identify their status—whether they are leading, sluggish, or at risk of failure (Al-Amouri & Al-Awameh, 2021:314).

Types of Organisational DNA

According to Khorasgani et al. (2015:1392), there are four types of organisational DNA:

1. Objective-Oriented DNA: “Relies on linear models, quantitative calculations, and internal/external factual analysis to evaluate the organisation and its environment. This leads the organisation toward data gathering, forecasting, and predictive modelling”.
2. Perceptual-Oriented DNA: “Based on value creation through theoretical models and conceptual thinking. This drives the organisation to adopt approaches of distinction, innovation, and advancement”.
3. Field-Oriented DNA: “Involves environmental analysis (internal and external) and focuses on current challenges and the strategies used to address them. It encourages discovery, learning, and understanding of causal relationships”.
4. Individual-Oriented DNA: “Refers to organisations that centre on the individual, whether as a unique entity with personal goals or as part of a group. This approach fosters individual initiative and motivation within the organisation”.

Components of Organisational DNA

The current research adopts the following dimensions as components of organisational DNA:

1. Organisational Structure: Refers to the hierarchy, communication lines, and functional networks that govern relationships within and across organisational levels. Each organisation has a unique structure that facilitates the coordination and execution of tasks efficiently and effectively to achieve strategic objectives. According to Pettinger (2000:210), “An effective structure enhances communication channels, clarifies roles and responsibilities, and establishes supervisory mechanisms”. Likewise, Daft (2001) defines structure as “the sum of the ways in which work is divided into distinct tasks to ensure coordination and integration across departments.” Also, Al-Anzi (2016:239), highlight “A well-designed structure not only boosts productivity and economic efficiency but also elevates employee morale and satisfaction”. Furthermore, Colquitt et al. (2017:484), mention on the key structural determinants include “work specialisation, division of labour, chain of command, authority lines, span of control, and centralisation versus decentralisation.”

2. Information

Information refers to the purposeful structuring of data to form the basis for decision-making. It plays a crucial role in business organisations, representing one of their most vital resources. Through information, activities and operations are initiated, and coordination between departments and divisions is achieved, enabling the organisation to function in harmony. Conversely, “the absence of information or its lack of proper structuring hinders decision-making, may lead to incorrect decisions, and causes a decline in productivity and efficiency” (Sather, 2018:42). Furthermore, Qandilji and Al-Janabi (2019:36) describe information as “a set of structured data derived through appropriate synthesis to produce meaningful content, which can be utilised to reach and explore knowledge.” It forms the substance of administrative decisions, and the success of a decision depends on the accuracy, precision, and organisation of the information. However, several challenges may obstruct this process, such as data inconsistency, insufficiency, inaccuracy, or inaccessibility from original sources.

Also, Othman (2018:240) emphasises that “the quality, adequacy, and precision of available information—along with its clarity in presenting and explaining the facts related to the phenomenon under study—are directly linked to the ability to make rational and appropriate decisions”. Similarly, Al-Rashidi (2023:691) declares “that information is the cornerstone of administrative decisions, and the success of any decision depends on the correctness, precision, and quality of the information, as well as its availability in the right quantity and at the right time”.

3. Decision Rights

Decision-making is a core function of organisations and serves as a foundation for efficient development. According to Abdel-Raheem & Saad, (2019:133) “A sound decision depends on the mechanism by which it is made, as well as the clarity of the authority and responsibility assigned to it”. The decision-making process is influenced by the prevailing leadership style, organisational culture, and the degree of participation in the decision itself. Likewise, “Whether decisions are strategic, tactical, or operational, they vary depending on the current level of uncertainty, the time available for decision-making, and numerous other factors” (Mark et al., 2022:24). Hence, “the more flexible the decision-making process, the more it enables the organisation to adapt to environmental changes and effectively manage crises” (Sarran, 2017:35).

4. Motivators

While many perceive motivation as the initial spark that drives achievement, Haden (2019:2) offers a different perspective, viewing motivation as “a fire that begins to burn after individuals have exerted persistent and strenuous efforts to ignite it.” Once a person feels energised and begins to take action, motivation is automatically activated. Improvement and development in work instil a sense of happiness in individuals, encouraging them to continue enhancing performance—thus feeding motivational emotions that drive persistence. In essence, success leads to motivation, which in turn leads to further success, creating a reinforcing cycle of achievement and inspiration. Self-motivation is considered one of the most powerful forms of encouragement. It consists of three main stages: “Desire”, “Imagination”, and “Self-Talk”.

Strategic Awareness

The Concept of Strategic Awareness

Researchers have expressed diverse views regarding the definition of strategic awareness. Despite these varying perspectives, most definitions focus on strategic awareness as a mechanism that enables organizations to identify future opportunities that can be leveraged to strengthen internal capabilities and enhance competitive performance, while also avoiding threats that may hinder such progress and adapting to ensure continuity. From a cognitive perspective, Lyu and Zhang (2015:191) define it as “the knowledge possessed by both managerial leaders and subordinates regarding the procedures and policies adopted by the organization to respond to opportunities and threats in pursuit of improved performance”. Similarly, Bounman (2017:2), refers to strategic awareness as “the integration of strategic consciousness and internal knowledge into the strategic decision-making process, emphasizing its clear role in the success of strategic planning”. Likewise, Joanna (2017:138) defines it as “the individual’s ability to comprehend all internal and external organizational activities, facilitating resource control and improving output quality to ensure optimal use toward achieving organizational goals”. From a perceptual standpoint, Al-Khatib (2018:12) views strategic awareness as “the clear understanding and cognitive perception by managers and employees regarding the content of the strategies the organization aims to implement”. Likewise, Menon (2018:174) sees it as “a tool used by business organizations to transition from an existing, changeable state to a desired future state through awareness and understanding of strategies and goals that support organizational growth, continuity, and competitive performance”.

Furthermore, Ibrahim and Al-Nuaimi (2020:103) consider strategic awareness “the ability of managerial leaders to comprehend strategies and adopt nontraditional approaches to understand the future and select suitable strategies for adaptation and survival”. Also, Al-Badayneh (2021:49) further asserts that strategic awareness “enables decision-makers to be conscious and aware of the organization’s external environment to seize opportunities and avoid external risks and threats, while also being aware of the internal environment, including full knowledge of current human, material, and financial resources”. Hence, strategic awareness can be defined as the ability to identify strategic objectives and the most appropriate paths to achieve them, taking into account the current strategic position, potential changes, and determining the best strategies for adaptation and risk avoidance.

The Importance of Strategic Awareness

Strategic awareness plays a vital role in organizational decision-making. It can be regarded as a unique skill that aids in the formulation of strategies, selection and execution of optimal strategic paths, and identification of the most appropriate growth trajectories for the future. Cording to Pencarelli et al., (2009:83)“these paths are often determined under the assumption of internal procedures and a short-term perspective”. According to Young (2019:6), “the importance of internal strategic awareness lies in its ability to help organizations enhance their strengths and transform them into distinctive competencies to confront surrounding environmental challenges and changes”. In contrast, external strategic awareness helps organizations identify opportunities and avoid threats, thereby facilitating strategic planning and simplifying the process of setting strategic goals.

In light of the challenges of goal setting amid rapidly evolving business environments, Aytar (2019:3483) highlighted “organizational success with strategic awareness, describing it as the most crucial trait for managers and strategic experts to achieve organizational objectives”. Also, Sriboonlue, (2019:654), concluded “to succeed, organizations must accurately interpret and understand changes in their external environments at the right time and speed, enabling them to seize opportunities and avoid potential threats”. Likewise Alabdaly and Almayali (2021:489) note that “strategic awareness is important because it allows for anticipating the potential impact of future changes and taking necessary actions through a set of strategic skills”. Therefore, strategic awareness includes interpretations of what strategy is, why and how it should be learned, where and when it should be used, and how to evaluate its effectiveness, it is inherently linked to organizational success (Ammour, 2021:128).

Dimensions of Strategic Awareness

Pencarelli et al. (2009:83), which outlines four dimensions of strategic awareness based on the interpretive model by Gibb and Scott (1985). This model incorporates two main perspectives: a contextual perspective, which includes awareness of internal and external variables (environmental awareness), and a temporal perspective, which involves awareness of the current state, desired future position, the most appropriate strategic paths, and how to reach them—while also accounting for external environmental constraints and internal resources.

1. Awareness of Organizational Vision and Mission

Amazon, for instance, aims to innovate and provide superior e-commerce services to simplify life while striving to be the most innovative and leading global company. Apple, on the other hand, seeks to offer unique, innovative products that meet customer needs. These examples reflect not only strong strategic visions but also a clear awareness of those visions, making both companies models of success. An organization that lacks awareness of its vision and mission will likely struggle to succeed, advance, and maintain competitiveness.

The vision refers to the mental and intellectual image of the organization’s future—an inspiring, transformative, long-term goal. The mission explains what the organization does and why it does so (Ibrahim & Al-Nuaimi, 2020:104). Al-Sabawi and Al-Badrani (2023:77) emphasize that possessing a strategic vision and consistent commitment to alignment and knowledge dissemination reflect an organization’s potential for continuity, success, and strong reputation.

2. Awareness of Strategic Objectives

Strategic objectives are closely tied to the organization’s mission and its components. These goals are typically characterized by the SMART criteria: Specific, Measurable, Achievable, Results-oriented, and Time-bound (Bouchari, 2009:34). Awareness of these objectives enables individuals at all organizational levels to align their efforts with the broader strategic direction of the institution. When employees clearly understand what the organization seeks to achieve and how their roles contribute to these aims, it fosters greater commitment, improves decision-making, and enhances performance. Furthermore, strategic awareness promotes a proactive work culture where individuals anticipate challenges and opportunities, contributing to the organization’s resilience and long-term success.

3. Awareness of the Internal Environment

Internal environmental awareness is a systematic process that coordinates managerial functions. Awareness of planning identifies what should be included in a new plan and how to implement it. Awareness of organizing defines roles and responsibilities. Awareness of directing ensures rational decision-making. According to Osifo (2012:15), awareness of control provides “accurate evaluation of activities”. As human resources play a critical role in achieving organizational goals, the internal environment includes factors such as employee experience, qualifications, capabilities, attitudes, and training levels (Al-Badayneh, 2021:49).

4. Awareness of the External Environment

This refers to the organization’s ability to observe, monitor, and fully understand all external factors that affect its operations and goal achievement, “it enables the organization to identify emerging opportunities, act proactively, avoid threats, and assess its strategic position” (Yousef and Taher, 2021:542). External environmental awareness “is essential for long-term survival and growth, allowing organizations to maximize necessary capabilities” (Al-Hamad, 2022:431). Through this awareness, organizations can discover and sense opportunities, linking them to internal capacities for effective investment, while also avoiding threats and coping with external complexity and change.

Descriptive Analyze

Table (2) presents the analysis of the research variables “Genetic imprint” and “Strategic Awareness” using descriptive statistical tools. These statistical values help illustrate the distribution of data and measure the degree of variation among the different research variables.

Table (2): Descriptive Analysis of the Research Variables and Dimensions

The dimensions of the Genetic imprint recorded high mean values, with the Decision-Making dimension achieving the highest mean at 3.41, indicating a high level of availability at Zain Telecommunications Company. The standard deviation for this dimension was 0.73, reflecting low dispersion and moderate variability in respondents’ views. This is further reflected in the overall Genetic imprint, which scored a mean of 3.46, also indicating a high level of presence in the company, while its standard deviation of 0.66 points to low variability in participants’ responses.

As for the dimensions of Strategic Awareness, the results showed a range of moderate to high mean values. The highest was for the Awareness of the External Environment, with a mean of 3.60, suggesting a strong presence at Zain Telecommunications Company. Its standard deviation was 0.51, denoting low dispersion and moderate variability in the sample’s opinions. At the aggregate level, Strategic Awareness registered a mean of 3.34, indicating a high level of availability at Zain Telecommunications Company, while the standard deviation of 0.55 suggests a low level of variation in the respondents’ perceptions.

Hypothesis Testing

The research hypotheses were tested using Pearson’s simple correlation coefficient, which identifies the strength and direction of the relationship between two variables, and simple linear regression analysis, which explains the effect of the independent variable on the dependent variable. The procedures were as follows:

1. Testing the First Main Hypothesis:

H1: There is a significant correlation between genetic imprint and strategic awareness in Zain Telecom Company.

Table (3) shows that the correlation coefficient value reached (0.746**) with 71 degrees of freedom and a statistical significance of (0.000) < (0.05), indicating a statistically significant correlation between the two variables. Therefore, the first main hypothesis is accepted.

H1a: There is a statistically significant correlation between genetic imprint and awareness of the organization’s vision and mission at Zain Telecom Company.

As shown in Table (3), the correlation coefficient between genetic imprint and awareness of the vision and mission amounted to (0.661**), with 71 degrees of freedom and statistical significance of (0.000) < (0.05). This indicates a significant correlation between the two variables, thereby supporting the acceptance of the first sub-hypothesis.

H1b: There is a statistically significant correlation between genetic imprint and awareness of the organization’s strategic goals at Zain Telecom Company.

Table (3) indicates that the correlation coefficient between genetic imprint and awareness of strategic goals was (0.674**), with 71 degrees of freedom and a statistical significance of (0.000) < (0.05). This confirms a meaningful relationship between the two variables, leading to the acceptance of the second sub-hypothesis.

H1c: There is a statistically significant correlation between genetic imprint and awareness of the internal environment at Zain Telecom Company.

As reflected in Table (3), the correlation coefficient between genetic imprint and awareness of the internal environment was (0.573**), with 71 degrees of freedom and a statistical significance of (0.000) < (0.05), indicating a statistically significant relationship between the variables. Thus, the third sub-hypothesis is accepted.

H1d:There is a statistically significant correlation between genetic imprint and awareness of the external environment at Zain Telecom Company.

According to Table (3), the correlation coefficient between genetic imprint and awareness of the external environment reached (0.702**), with 71 degrees of freedom and a statistical significance of (0.000) < (0.05). This statistically significant relationship supports the acceptance of the fourth sub-hypothesis.

Table (3): Results of Correlation Coefficients between Variables

 2. Testing the Second Hypothesis:

H2: There is a statistically significant impact of the dimensions of organizational DNA on strategic awareness at Zain Telecommunications Company.

Table (4) shows that the value of the constant term reached (0.441), which represents the minimum level of total strategic awareness. The slope coefficient was (0.902), indicating a positive and direct effect of organizational DNA on strategic awareness. The coefficient of determination (R²) was (0.557), which means that approximately 55.7% of the variance in strategic awareness can be explained by changes in organizational DNA. The F-test result was statistically significant (0.000) < (0.05), confirming the presence of a significant effect of organizational DNA on strategic awareness, thereby supporting the acceptance of the second hypothesis.

Table (4): Results of Simple Linear Regression

H2a.There is a significant impact of organizational DNA on the awareness of the organization’s vision and mission at Zain Telecommunications Company.

Referring to Table (4), the constant term was (0.349), which indicates the lowest level of awareness of the organization’s vision and mission. The slope coefficient was (0.764), reflecting a positive effect of organizational DNA on this dimension. The coefficient of determination was (0.437), explaining 43.7% of the variance due to changes in organizational DNA. The F-test was statistically significant (0.000) < (0.05), confirming a significant effect and leading to the acceptance of the first sub-hypothesis.

H2b: There is a significant impact of organizational DNA on the awareness of the organization’s strategic objectives at Zain Telecommunications Company.

As shown in Table (4), the constant term was (0.441), the minimum level of awareness of strategic objectives. The slope coefficient was (0.638), indicating a positive effect. The R² value was (0.454), meaning that 45.4% of the variation in awareness of strategic objectives is explained by changes in organizational DNA. The F-test result was statistically significant (0.000) < (0.05), supporting the second sub-hypothesis.

H2c. There is a significant impact of organizational DNA on awareness of the internal environment at Zain Telecommunications Company.

Table (4) reveals a constant term of (0.592), indicating the minimum awareness level of the internal environment. The slope coefficient was (0.711), showing a direct positive effect. The R² value was (0.328), explaining 32.8% of the variance. The F-test was statistically significant (0.000) < (0.05), confirming the impact and supporting acceptance of the third sub-hypothesis.

H2d: There is a significant impact of organizational DNA on awareness of the external environment at Zain Telecommunications Company.

According to Table (4), the constant term was (0.670), reflecting the lowest awareness level of the external environment. The slope coefficient was (0.914), indicating a strong positive relationship. The coefficient of determination was (0.493), explaining 49.3% of the variance in awareness due to changes in organizational DNA. The F-test showed a statistically significant result (0.000) < (0.05), which confirms the effect and justifies the acceptance of the fourth sub-hypothesis.

CONCLUSIONS

Key Findings

1. The organizational structure of the studied company appears to facilitate the rapid adaptation of operations to growth opportunities and the generation of additional revenue. It also enables the company to effectively meet customer needs and preferences, thereby contributing to the development of strong customer relationships and enhancing the achievement of strategic goals.
2. There is a noticeable relative deficiency in the level of awareness regarding the organization’s vision and mission within the studied company. This is reflected in a limited ability to develop innovative initiatives that address societal needs and gain public acceptance. The issue can be partially attributed to a limited understanding of the concept of vision and mission awareness, as well as the absence of systematic processes that promote and operationalize this awareness.
3. The findings indicate a weak implementation of external environment awareness in the studied company. This shortcoming stems from the application of less effective management practices and an insufficient understanding of the concept of external environment awareness. Consequently, it has negatively affected the company’s ability to deliver high-quality services and better meet customer needs and expectations.
4. The results demonstrate a strong positive correlation between the organizational genetic imprint and strategic awareness in the studied company, confirming the second research hypothesis.
5. The dimensions of the organizational genetic imprint exert a statistically significant and direct influence on enhancing the dimensions of strategic awareness within the studied company, indicating the importance of integrating these dimensions into the company’s strategic practices.

RECOMMENDATIONS

1. Employees should be encouraged to enhance their understanding of the organization’s vision and mission and recognize its importance in improving performance and adapting to change. This can be achieved by implementing structured methods and processes that promote awareness and application of the organization’s vision and mission.
2. It is essential to reinforce and disseminate a correct understanding of external environment awareness among employees and management. This includes awareness of the internal environment and conducting workshops to elaborate on this concept. Additionally, the foundational principles facilitating external environment awareness should be effectively integrated into all administrative and operational processes. This requires sound planning, efficient organization, accurate guidance, and continuous monitoring.
3. The external environment and customer feedback should be continuously monitored and evaluated following the delivery of services or products, to foster ongoing improvement. Continuous improvement should become a core element of operational procedures, with efforts directed towards enhancing service quality and increasing customer satisfaction.
4. Decision-makers within the studied company, particularly the younger generation, should be encouraged and supported through specialized training courses that focus on contemporary and emerging concepts such as the organizational genetic imprint, the dimensions of strategic awareness, and crisis management before, during, and after its occurrence.
5. Leadership models should be developed based on sound scientific principles to reinforce strengths and address weaknesses, allowing the company to capitalize on opportunities and mitigate threats through heightened awareness of both the internal and external environments.

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