Examine the alignment between organizational design components: Empirical evidence from the general directorate of Sulaimania municipalities

The primary aim of this research is to examine the alignment between organizational design components and their influence on organizational performance to achieve efficiency and effectiveness. A survey was used as the data collection instrument, and empirical data were obtained from the general directorate of Sulaimania municipalities. The findings supported all hypotheses, indicating that environmental features and organizational context, including leadership style and climate, significantly influence the development of organizational design components. The results of the mediation analysis demonstrated the indirect influence of organizational design components on organizational performance through the mediating role of organizational strategy. This research has practical implications as it provides unique evidence to leaders and managers, highlighting that organizational design components, with the mediation role of strategy, have significant implications for organizations’ ability to enhance efficiency and innovate new services. This research is original in that it constructed the model and investigated the impact of environmental features and organizational context (leadership style and climate) on organizational design components, while also testing the mediating role of organizational strategy in the relationship between organizational design components and organizational performance (efficiency and effectiveness).