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The effect of developing digital skills for employees in reducing organizational inertia through the interaction of creative performance: An analytical research study in the General Directorate of Education of Baghdad Al-Karkh Governorate / 3

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  • Duoha Suhail Najm

    (Ministry of Education / General Directorate of Education Baghdad Al-Karkh Third)

Abstract

The research aims to test the impact of developing digital skills on organizational inertia through the interaction of creative performance in the General Directorate of Education of Baghdad Al-Karkh Governorate / 3. To achieve the research goal, the exploratory analysis approach was adopted. (132) Questionnaires were distributed to workers in the Directorate, and descriptive statistics were relied upon. The data was analyzed based on SPSS and SMART.PLS.4. Direct and interactive hypotheses were also tested. The research reached a set of results, the most important of which is that there is an interest in developing digital skills, creative performance, and a decrease in organizational inertia. There is a positive correlation and influence between digital skills and creative performance, but there is a negative correlation and influence. Between digital skills and creative performance with organizational inertia, and that creative performance increases the negative impact of digital skills on organizational inertia. The most important recommendations are training workers to develop their digital skills, encouraging creative performance through training and incentives, and reducing organizational inertia through openness to experiences. Other educational and educational institutions.

Suggested Citation

  • Duoha Suhail Najm, 2026. "The effect of developing digital skills for employees in reducing organizational inertia through the interaction of creative performance: An analytical research study in the General Directorate of Education of Baghdad Al-Karkh Governorate / 3," Technium Business and Management, Technium Science, vol. 13(1), pages 145-160, July.
  • Handle: RePEc:tec:busine:ojs:13763
    DOI: 10.47577/business.v13i.13763
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