Investigating the impact of strategic planning on organizational performance: the mediating role of organizational structure

In light of the rapid transformations characterizing contemporary business environments, along with increasing competitive pressures and growing demands for organizational sustainability, organizations are increasingly required to adopt effective strategic and organizational practices. This necessity is further reinforced by the need to ensure alignment and integration between such practices and evolving environmental conditions, thereby enhancing efficiency and achieving sustainable organizational performance. This is particularly critical in the telecommunications sector, which is inherently dynamic and continuously evolving. Strategic planning (SP) and organizational structure (OS) are widely recognized as key determinants of organizational effectiveness, competitiveness, and long-term sustainability. Accordingly, this study aims to investigate the mediating role of OS in the relationship between SP and organizational performance (OP) in Yemeni telecommunications companies. The study adopts a descriptive-analytical research design within a quantitative approach. The population consists of employees working in Yemeni telecommunications companies, totaling 1,993 individuals. A proportionate stratified random sampling technique was employed to ensure representation across different managerial and organizational levels. Data were collected using a structured questionnaire. The sample size was determined at 500 respondents, from which 427 usable questionnaires were obtained for analysis. Data analysis and hypothesis testing were conducted using Partial Least Squares Structural Equation Modeling (PLS-SEM) through SmartPLS software. The results indicate that SP has a significant positive effect on OP. The findings also reveal a significant positive effect of SP on OS, as well as a significant positive effect of OS on OP. Furthermore, the results confirm that OS partially mediates the relationship between SP and OP. This study contributes to the strategic management and organizational behavior literature by providing empirical evidence on the mediating role of OS within the SP–OP relationship in a developing-country context characterized by economic and environmental challenges. Practically, the findings offer valuable insights for decision-makers in telecommunications companies, emphasizing the importance of aligning strategic planning with organizational structure to enhance performance and achieve sustainable competitive advantage.