THE IMPACT OF STRATEGIC PLANNING (SP) ON CRISIS MANAGEMENT (CM) IN THE LIBYAN BANKING SECTOR, A FIELD STUDY OF PUBLIC COMMERCIAL BANKS IN THE WESTERN REGION
DOI:
https://doi.org/10.18623/rvd.v23.6362Palavras-chave:
Strategic Planning, Crisis Management, Banking Sector, LibyaResumo
This study examines the impact of Strategic Planning (SP) on Crisis Management (CM) in public commercial banks operating in the western region of Libya. Using a descriptive–analytical approach, data were collected from 297 bank employees through a structured questionnaire with high reliability (Cronbach’s α > 0.87). Descriptive statistics, Pearson correlation, and one-way ANOVA were employed for data analysis using SPSS. The findings indicate that both strategic planning practices and crisis management effectiveness are present at moderate levels. A positive but modest correlation was found between SP and CM (r ≈ 0.35), suggesting that higher levels of strategic planning are generally associated with improved crisis management, though the relationship remains limited in strength. Further analysis revealed that strategic planning dimensions—particularly strategic vision and alternative planning—have a statistically significant effect on crisis management effectiveness. No substantial differences were observed across gender, academic qualification, or years of experience, reflecting a high degree of organizational homogeneity. The study concludes that effective crisis management in the Libyan banking sector depends on an integrated and dynamic strategic planning framework supported by experienced personnel and adaptive leadership.
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