Page 18 - Azerbaijan State University of Economics

THE JOURNAL OF ECONOMIC SCIENCES: THEORY AND PRACTICE, V.77, # 2, 2020, pp. 4-39

strategic agility because of its importance in Achieving its future directions, as well
as setting strategic goals that are divided in phases and specific in time periods so
that they can be followed up and the extent of its achievement. An on time and the
need for the company to pay attention to the core capabilities.
The study (Karume, 2018) came to reveal the nature of the relationship between
strategic lightness and competitive advantage in the institution under study through
its three dimensions (lightness of capabilities, lightness of tasks, and strategic
maneuvers) and trying to know the role and effect of strategic lightness in achieving
competitive advantage at the level of this institution. The study population was
represented by the Hammadi complex, and the study sample was taken by directing
a questionnaire to all members of the community. The answers of the respondents
were analyzed using the Sass program. The most important results came and that
there is a significant effect of strategic lightness on the competitive advantage in the
Hammadi Foundation because the institution can accomplish a wide range of
Available jobs and the institution possesses enough skill diversity to meet the
requirements of the changing work environment and possesses sufficient educational
capabilities that qualify them at the level of their work to learn new skills.

In another study prepared by each of (Radi and Al-Mousawi, 2018), the most
important objectives of this study were to identify the most important organizational
learning mechanisms adopted by private banks in the governorates of the Middle
Euphrates in order to gain external knowledge and to identify the degree of
achieving strategic agility in private banks in the governorates of the central
Euphrates. The study is represented by senior leaderships in the private banks of the
central Euphrates governorates. 150 questionnaires were distributed to the research
sample members represented by a bank manager, deputy bank director and head of
the department. The researcher used a set of statistical methods, perhaps the most
prominent of which is the arithmetic mean, standard deviation, linear correlation
coefficient, Pearson and the simple and multiple regression coefficient and the most
important results were that There is a clear interest on the part of the researched
banks in establishing mechanisms to determine knowledge by searching for the
trends and behaviors of their customers at all stages of the service provided, and that the
banks of the research sample use advanced organizational learning mechanisms that
work to create a specific type of adaptation to the organizational structure of the bank in
order to meet the needs of the offers that are made. Its presentation and the lack of
strategic sensitivity of the researched banks towards external variables It relates to
customers, competitors and technology, and the most important recommendations were
that the researched banks should conduct more market research to identify the needs and
desires of current and future customers in order to avoid making mistakes and the

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