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| Perceived Organizational Reputation and Its Impact on Achieving Strategic Innovation |
Mohamed S. Keshta, Suliman A. El Talla, Mazen J. Al Shobaki, Samy S. Abu-Naser
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Abstract:
The study aimed to identify the perceived organizational reputation and its impact on achieving strategic creativity in Islamic banks, the study adopted the descriptive analytical approach, and a questionnaire was designed as a tool for the study, and the study community of all employees in Islamic banks from the top and middle management has been represented, and the study has been applied to The Palestinian Islamic Bank and the Arab Islamic Bank were used; the comprehensive inventory method was used, due to the small size of the study sample, as questionnaires were distributed to (175) employees, and a number of (5) categories were chosen from each branch of the bank, and they are (general manager, deputy general manager Branch Manager, Head of Department, Department Director), (164) questionnaires were retrieved, with a recovery rate of (93.71%). The study showed a number of results, the most important of which are: The perceived organizational reputation is available at a high level in Islamic banks in Palestine at a rate of (79.931%). The dimensions of strategic innovation are available at a high level in Islamic banks in Palestine with a relative weight of 82.22%.There is a direct relationship with statistical significance between and the level of enhancing the perceived organizational reputation and achieving strategic creativity in Islamic banks in Palestine.There is a statistically significant effect to enhance the perceived organizational reputation on achieving strategic creativity at a level in Islamic banks in Palestine at a rate of (39.1%), and that the remaining percentage (61.9%) in influencing the achievement of strategic creativity is due to other variables. There are no differences between the average estimates about the reality of the study variables in Islamic banks due to (gender, age group, educational qualification, number of years of service, job title). The study also presented a set of recommendations, including: The bank must provide the environment and the appropriate climate for employees to invest their intellectual energy, urge them to strategic creativity, and deal fairly with all creative ideas regardless of their source. Senior management in Islamic banks adopts a clear strategy to enhance its operations, to increase awareness of the importance of perceived organizational reputation as being an essential pillar of development and progress.
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