QWL is of great importance in organizational thought because it concerns the internal environment of the organization, which constitutes the field of work, and aspects it includes related to the repercussions of this environment on the organization's employees [1]. Indicate that the roots of the concept of QWL go back to contributions of the scholar Elton Mayo, who focused on the individual working within the organization. This was reinforced by Ameri that the emergence of the concept goes back to the Hawthorne experiments and the issues they included that were directly relevant to employees in the workplace.

The emergence of the concept of strategic vigilance comes from the Latin term Veille, which means watchfulness, includes humans [2]. It is clear that this is a symbolic expression that includes an organization that must remain aware of its surroundings. Vigilance can be embodied in the animal world, as animal behavior involves detecting the intentions of predators and trying to avoid them in order to survive longer. This also applies to organizations with regard to their competitors [3]. He pointed to the use of the French term viglantia in Latin America, a term that expresses radar monitoring to warn a group of individuals of the risks they will face.

The QWL represents shift in traditional administrative trends that focus on productivity and ignore human aspects  through  the  availability  of a  work  environment that meets human trends to ensure employee satisfaction and raise their performance at work [4]. Strategic vigilance came to confront the fundamental challenge facing business organizations in light of new developments related to controlling information and how to obtain it, through which the organization is provided with information that ensures it can confront competition in its environment [5].

The importance of the research extends across two directions. The first includes the scientific importance that addresses the conceptual aspect, while the second direction includes the applied importance that addresses practical aspect. Scientific importance of research lies in conceptual and intellectual implications contained in the theoretical aspects, which help the organization's management understand the intellectual propositions related to the research variables (strategic vigilance and QWL) and realize the importance of embodying them in work of organization's management, in addition to helping academic researchers reach a better understanding of the research variables. While the practical importance consists of assisting organization under study through the results that are reached after conducting the necessary statistical analysis using appropriate statistical methods. The results lead to clarifying priorities in embodying research variables through the dimensions of each variable and the nature impact of dimensions of strategic vigilance on QWL.

Research structure consisted of several sections. The first one include introduction, second section included a presentation of the relevant literature, as well as hypotheses, third section dealt with the methodology, fourth section included results, and the fifth section dealt with the conclusions.

Literature Review and Hypothesis Development

In order for organization to avoid losing its market position and possess capabilities that enable it to respond highly to environmental data and adopt the principle of awareness and investigation [6], the organization's leadership must adopt contemporary management methods that are compatible with environmental changes and achieve a competitive position in the market, and must be vigilant about what is happening in the environment. This can be achieved through strategic vigilance, which is defined as an ongoing process of managing information with the aim of achieving organizational development for its continued survival and reducing uncertainty [7]. Strategic vigilance is characterized by being a collective action that is continuous, voluntary, and proactive [8]. Strategic vigilance enables the organization to be aware of what is happening inside it to invest in opportunities and deal with threats [9].

A large number of researchers have agreed on the dimensions of strategic vigilance, identifying four dimensions: Technological vigilance, Competitive vigilance, Marketing vigilance, and Environmental vigilance. Technological vigilance refers to organization's management efforts directed toward gathering and analyzing information about competitors. Therefore, [10] referred to technological vigilance as the organization's capabilities related to monitoring and analyzing data from the organization's scientific and technical environment to diagnose potential opportunities and challenges, enabling managers to achieve their goals.

Competitive vigilance relates to knowing everything abouth competitors, through everything related to the technologies adopted by competitors in the market [11]. Competitive vigilance is defined as the activity through which data is collected about an organization's competitive environment from various sources, and then transformed into meaningful form helps managers to identify existing and potential competitors in the market in advance, monitor their capabilities, and identify their strengths and current and expected performance levels [12].

Marketing vigilance, sometimes called commercial vigilance, concerns itself with investigating, disseminating information about markets, monitoring market developments, such as consumer behavior, and marketing new products [13]. This means that marketing vigilance is concerned with market orientation, contributing to positive organizational performance. Useful information is the basis for decision-making. Effective marketing vigilance is the basis for marketing decisions that have a significant impact on marketing strategies [14].

Based on Environmental vigilance, the organization distinguishes itself from other competing organizations. The organization's management processes information and communicates it to decision-makers [15]. This vigilance includes developments that are likely to occur in many areas, such as economic, social, political, legal, legislative, religious, cultural, and media developments, as well as all information related to these areas. Here, the role of the organization's management becomes clear in analyzing and utilizing this information, to achieving high interaction with the environment to strive and meet requirements of this environment.

Previous studies

This section presents a number of studies related to the research variables, in order to adopt the theoretical and conceptual aspects and dimensions that serve the current study. This section includes Arab and foreign studies.

About the studies of strategic vigilance, a study of [16] Examined the potential for strategic vigilance to achieve strategic success. The study focused on the organization's performance, its ability to innovate, and its ability to enhance its competitive advantage, as well as achieving strategic success. The study was conducted in a number of private hospitals in Erbil, Kurdistan, Iraq. The study relies on a quantitative approach, with a sample size of 88, and a questionnaire as the primary research tool. The study indicate that Strategic vigilance enhances performance.

In a study conducted by [17] include effect Strategic vigilance and it’s dimensions on Competitive advantage at a number of insurance Companies. approved inductive deductive approach in analyzing process. Sample adopted amounted to 224. Results showed a close relationship between the strategic vigilance dimensions and improving competitive advantage.

Study of [18] aimed to determine how strategic vigilance creating customer value, study addressed the relationships between strategic vigilance and customer value. The Northern General Cement Company was chosen as a study community and a sample of its employees amounted to 50, questionnaire was a tool in collecting data, conclusions shows that Strategic vigilance creating value for the customer.

Study conducted by [19] aimed to determine the effect of Strategic vigilance on organizational excellence. study included Al-Qaim Cement Factory, a sample of (52) respondents in Al-Qaim Cement Factory was selected, a questionnaire was a tool for collecting data. analysis data showed that the organization under study possesses modern technological vigilance in completing work.

Palanisamy and his colleagues introduced a study which aim to determine impact of Strategic vigilance on performance at a number of manufacturing organizations/Malaysia. The sample amounted to (149), and the results showed that there is impact of Strategic vigilance on performance. 

Assad & Jonbolat study aimed to demonstrate impact of Strategic vigilance on educational services quality at universities, a tool of collecting data was a questionnaire. Sample included (136) postgraduate students, and the results showed impact of each dimension of strategic vigilance on educational services quality.

The aim of study [20] was to determine the effect of Strategic vigilance on Strategic success at Chihan University/Erbil, study included administrative leaders at the university under study, and the sample amounted to (39) leaders, the tool of study was questionnaire was the main research tool for collecting data and information, the results showed existence correlation between Strategic agility and Strategic success, in addition to the existence of an impact of agility on strategic success.

The aim of [21] study was to know effect of the QWL on the satisfaction of university teachers, sample was (300) university teachers, the tool of study was questionnaire. The results showed that the QWL affects the improvement of satisfaction and well-being of teachers.

Study of Hamdi [22] aims to determine the effect of QWL on work ethics. To achieve this goal, researcher use questionnaire to gathering information, sample was 51 respondents in the Duhok Customs Directorate, analyzing process show a strong relations between QWL and work ethics.

Study of [23] aims to demonstrate effect of Transformational leadership on the QWL in the Yemeni Pharmaceutical Manufacturing Company, sample was 292 respondents in the company under study. Statistical analysis showed effecting of Transformational leadership on the QWL.

Mehra [24] in his study try to exploring effect of QWL on Organizational Commitment in Manufacturing organizations, sample size was 171 workers, results clarified high effect of QWL on achieving organizational commitment.

Rubel and his colleagues [25] try to exploring impact of QWL on individual’s performance mediating job satisfaction, the sample was garment industry in Bangladesh, included (365) workers. There is a high positive correlation between QWL and performance.

Alnasrawi [26] aims in his study demonstrate effect of the QWL on Organizational Citizenship Behavior (OCB), a sample was a (108) workers in private hospitals in Karbala. The results showed a strong direct relationship between the QWL and OCB.

Hypothesis Development

The hypotheses emerge from the research problem and are based on its objectives, supporting or refuting these hypotheses. Organizational management is characterized by difficulty and complexity, especially in high rapid and change environmenta and the ineffectiveness of traditional administrative methods in organizational management. This has led to the emergence of contemporary administrative trends adopted by organizational management in order to achieve compatibility with contemporary environmental data and their repercussions on the organization, as is the case with (strategic vigilance and QWL). Despite the prominence of these contemporary trends, the research problem may be embodied in the organization's management's lack of awareness of the nature of the relationship between strategic vigilance and QWL, and neglect of strategic vigilance as an enduring work philosophy. Here, a set of sub-questions becomes clear: What is effect of strategic vigilance on QWL in the organization? What is impact of technological vigilance on QWL? What is impact of competitive vigilance on QWL? To what extent does marketing vigilance affect the QWL in the research sample? What is the impact of environmental vigilance on the QWL in the research organization? Based on these questions, we formulate the research hypotheses as follows:

• H1: There is a statistically significant correlation between strategic agility and QWL

• H2: There is a statistically significant influence of strategic agility on QWL

• H2.1: There is a statistically significant influence of technological agility on QWL

• H2.2: There is a statistically significant influence of competitive agility on QWL

• H2.3: There is a statistically significant influence of marketing agility on QWL

• H2.4: There is a statistically significant influence of environmental agility on QWL

Descriptive analytical approach was adopted, based on analyzing data obtained from respondents and arriving at results. A questionnaire is primary tool for data gathering, based on five responses on a five-point Likert scale: (Completely agree, Agree, Neutral, Disagree, Completely disagree).

Table 1: Components of the research questionnaire

Source: researcher 

Table 2: Cronbach's analysis

Source: researcher according to data analysis

Questionnaire included (28) questions about variables (strategic vigilance and QWL). Each variable comprised four dimensions. Table 1 illustrates the questionnaire's content. Four questions were allocated to each dimension of strategic vigilance (Technological vigilance, Competitive vigilance, Marketing vigilance, and Environmental vigilance), while three questions allocated to each dimension of QWL (Compensation, Working conditions, Career development opportunities, and social integration).

The research included employees of the Iraqi Insurance Company who hold the job title (Manager or vice Manager). The number of sample members reached 80 respondents.

In order to improve reliability of the scale and to provide the desired results when it is reapplied to the same sample, in addition to the consistency of the scale, (Chronbach’s Alpha) was used [27]. Indicated that the reliability of the scale is weak if the test value is less than 0.60, and is acceptable if the value is 0.70, and good if the value is 0.80 or more. Table 2 show the values of Cronbach's analysis.

This section includes two aspects. The first, is concerned with descriptive statistics, as it displays the results of responses according to questions related to research variables (strategic vigilance and QWL) and their dimensions. another aspect includes inferential statistics, which is concerned with testing the research hypotheses. Table 3 show that the highest value was recorded for the technological vigilance dimension, with an Mean of (4.06) and a standard deviation (S.D) of (0.64). This result means that the sample members' responses were centered around high agreement regarding the items of this dimension. The marketing vigilance dimension also recorded a mean. of (4.18) with a S.D of (0.74), which means that the sample members' responses were centered around high agreement, which reflects low dispersion in the sample members' responses regarding the items of this dimension. The competitive vigilance dimension ranked third among the strategic vigilance dimensions, with an arithmetic mean of (3.92), which reflects high agreement respondents regarding to items of this dimension, with low dispersion in the responses, which is supported by the standard deviation value of (0.72). In the last sequence, the environmental vigilance dimension appeared with an arithmetic mean of (2.08). This indicate a lack of agreement among respondents about environmental vigilance dimension, with high dispersion in the nature of the sample members' responses, which is supported by the standard deviation value of (0.86). As for the overall level of the strategic vigilance variable, the Mean reached (3.98) with a S.D of (0.78), which means a high response, i.e. high agreement among respondents regarding this variable, and low dispersion in responses.

Table 4 show that highest value was recorded for the working conditions dimension, with a mean of (3.98) and a S.D of (0.86). This result means that the sample members' responses revolved around high agreement regarding the items of this dimension. The compensation dimension also recorded a mean of (3.84) and a S.D of (0.86), meaning that responses revolved around high agreement, reflecting low dispersion in responses, career development opportunities dimension ranked third among others dimensions of QWL, with a mean of (2.96), reflecting a somewhat average agreement among respondents, with high dispersion in the answers, which is supported by the standard deviation value of (36.4). In the last sequence, the social integration dimension appeared with a mean of (2.85). These results indicate a lack of agreement among responses, with high dispersion in the nature of sample members' answers, which is supported by the S.D of (1.16). As for the general level of the QWL, the Mean was (3.87) with a S.D of (0.88), which means high response level, i.e., high agreement among sample members regarding this variable, and low dispersion in answers.

Table 4: Descriptive statistics for QWL

Source: researcher according to results of SPSS

Table 5: Correlation between the two research variables

Source: researcher according to results of SPSS

Table 6: Impact of Strategic Vigilance on QWL

Source: researcher according to results of SPSS

Table 7: Impact of Technological Vigilance on QWL

Source: researcher according to results of SPSS

Table 8: Impact of Competitive Vigilance on QWL

Source: researcher according to results of SPSS

Table 9: Impact of Marketing Vigilance on QWL

Source: researcher according to results of SPSS

Table 10: Impact of Environmental Vigilance on QWL

Source: researcher according to results of SPSS

As for testing the correlation hypothesis, Table 5 shows the data for the correlation coefficient at the level of dimensions and at the overall level.

Table 5 reveal a result of relations between Strategic vigilance and QWL, at the overall and dimension levels. The correlation values ​​varied at the sub-level, but they were all significant at the 0.05 and 0.01 levels. The highest correlation was 0.567**, while the lowest was 0.304**. At the overall level, significant correlation was evident between the Strategic vigilance variable and QWL, with the correlation value reaching 0.538**. according to this result, we accept first main hypothesis, which states: "There is a statistically significant correlation between strategic vigilance and QWL."

After presenting results of correlation hypothesis, the main influence hypothesis will be addressed, in addition to the sub-hypotheses that show the effect of each dimension of Strategic vigilance on the QWL.

Table 6 show the impact of the Strategic vigilance on the QWL, with a coefficient of determination of 0.356 and an adjusted coefficient of determination of 0.352. This indicates that Strategic vigilance explains 35.2% of variance in QWL, while 64.8% of variance is due to other factors. Beta value of β = 0.306, which means that a change one-unit of Strategic vigilance will lead to a 30.6% change in QWL. calculated F value is greater than the tabulated value at a significance level of 0.005, this means, there will be sufficient support to accept the 2^nd main hypothesis, which states: "There is a statistically significant impact of the strategic vigilance variable with all its dimensions on the quality of work life variable with all its dimensions."

Table 7 illustrate impact of the Technological vigilance dimension on the QWL and its combined dimensions (the first sub-hypothesis within the second main hypothesis). The coefficient of determination was 0.411, and the adjusted coefficient of determination was 0.398. This means that (technological vigilance dimension) explains 39.8% of variance in QWL, while 60.2% of variance is due to other factors. The table shows a Beta value of β = 0.408, which means that a one-unit change in Technological vigilance would lead to change of 40.8% in QWL. The calculated F value is bigger than the tabulated F at a significance level of 0.005. These results provide sufficient support for accepting the first sub-hypothesis within the second main hypothesis, which states: "There is a statistically significant impact of the technological vigilance dimension on the QWL variable in all its dimensions."

Table 8 shows the results of impact of competitive vigilance dimension on the QWL and its combined dimensions (the second sub-hypothesis within the second main hypothesis). The value of the coefficient of determination, R², was 0.386, value of the adjusted coefficient of determination was 0.378. This result means that the competitive vigilance dimension explains 38.6% of variance in the QWL, and 61.4% of variance is due to other factors. The table shows a Beta value of β = 0.367, which means that a one-unit change in competitive vigilance will lead to a 36.7% change in QWL. The calculated F is bigger than the tabulated F at a significance of 0.005, this means the second sub-hypothesis within the second main hypothesis is accepted, which states: "There is a statistically significant impact of the competitive vigilance dimension on the quality of work life variable in all its dimensions."

Table 9 reveals impact of the Marketing vigilance dimension on the QWL with all its dimensions combined (the third sub-hypothesis within the second main hypothesis). It was found that the coefficient of determination R² reached (0.321), and adjusted coefficient of determination (0.318). This result means that Marketing vigilance dimension explains (31.8%) of variance in the QWL, and (68.2%) of variance is due to other factors. The table shows a Beta of (β = 0.288), which means that a change of one unit in marketing vigilance will lead to a change of (28.8%) in the QWL, with a calculated F more than the tabular F at a significance of (0.005). according to this result, the third sub-hypothesis is accepted within the second main hypothesis, which states: (There is a statistically significant effect of the marketing vigilance dimension on the QWL variable in all its dimensions).

Table 10 include the results about impact environmental vigilance dimension on the QWL and its combined dimensions (the fourth sub-hypothesis within the second main hypothesis). It was found that the coefficient of determination R² reached (0.244), and adjusted coefficient of determination was (0.241). This means (environmental vigilance dimension) explains (24.4%) of variance in the QWL, and (75.6%) of variance is due to other factors. The table shows a Beta of (β = 0.192), which means that a change of one unit in environmental vigilance will lead to change of (80.8%) in the QWL, with a calculated F Bigger than tabular F at a significance of (0.005). Based on these results, we accept fourth sub-hypothesis within second main hypothesis, which states: (There is a statistically significant effect of the environmental awareness dimension on the QWL in all its dimensions).

After evaluating results based on the use of appropriate statistical methods, conclusions reveal a significant effect of the Strategic vigilance, on the QWL. Furthermore, there is a disparity in the effect of each dimension of strategic vigilance on the QWL. So, it’s clear that dimension with the greatest influence on the QWL is Technological vigilance. This can be attributed to the application of modern computer-based management systems, as well as the spread of the phenomenon of providing electronic services, which has become widespread as a result of technological developments through the reliance on qualified employees. 

There was little agreement among sample members regarding the embodiment of environmental vigilance in the researched organization. This indicates a failure to sense external environmental data, a lack of diverse sources for gathering information, and modest and inaccurate monitoring by the organization's management of the social and cultural environment. Furthermore, there is a lack of effective implementation to diagnose the strengths and weaknesses of the organization's environment.

Appearance that job satisfaction among employees regarding the salaries and bonuses they receive, compared to their peers in some other organizations. A moderate level of agreement emerged among respondents regarding career growth opportunities, indicating work relationships that did not live up to expectations. Furthermore, respondents felt that work hours impacted their leisure time or rest. They also felt discriminated against on varying grounds, and reported a moderate level of satisfaction with their employers.

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