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Abstract
Based on complementarity theory, this study investigated the effect of strategic intelligence, leadership, planning, and thinking on business performance in large Saudi industrial companies simultaneously with strategic flexibility as a moderator. Using a quantitative approach, data from 241 managers were analyzed through PLS-SEM. Findings show that only strategic planning significantly enhances performance, while strategic intelligence, leadership, and thinking show no significant effect. Moreover, strategic flexibility does not moderate these relationships. The results challenge conventional views on the consistent efficacy of strategic capabilities in emerging markets. This research highlights the critical role of structured planning in volatile environments while questioning the universality of strategic intelligence and leadership. The study emphasizes the need for tailored strategic approaches in developing countries, providing valuable insights for managers aiming to improve performance.
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