Page 23 - Azerbaijan State University of Economics

Maddallah basheer aboud Al: The Impact of Transformatıonal Leadershıp on Strategıc Agılıty an Empırıcal
Study at The Aqaba Specıal Economıc Zone Authorıty

of strategic agility are the capabilities related to improving the competitiveness of
any activity. Moreover, increasing the strategic agility in the three dimensions
(customer, operational and partnership) depends on the ability to improve other
dynamic capabilities of the organization, including So IT efficiency, methodological
insight and strategic insight. Finally, strategic agility is the only variable able to
capitalize on the firm's competitive activity.
And a study (Alon, et al, 2016) entitled: - “Strategic agility explanations for
managing franchising expansion during economic cycles”.

This research aims to clarify how companies that have obtained franchisees in
managing expansion can obtain new concessions despite the economic fluctuations
and their effects on the company through the transfer of its resources. As for the
most important results of this study, the model reveals a curved U-shaped
relationship between the site ( That is, the economic cycles) and the expansion of
franchising and this study contributes to the competitive literature by showing how
franchising companies that respond to changing local conditions and based on the
ability of liquidity of resources in the theory of strategic movement, this article
provides a comprehensive explanation of why and when companies are franchising
under dynamic conditions of economic fluctuations in Location (USA) Although we
agree that scarcity of resources and agency theories provide partial explanations for
corporate excellence, we claim that Strategic Agility Theory adds an important
building block to the interpretation of franchising. We found the U-shaped effect of
the local environment on the opening of new franchise units and the explanation for
this relationship. The U-shape corresponds to the strategic agility argument, thus
reinforcing existing interpretations of resource scarcity and agency theories and
Research on franchising indicates that accurate repetition and standardization may
enhance the competitiveness of the company, and that franchising companies are
able to achieve liquidity of resources, which is one of the keys to the descriptive
capabilities of strategic velocity. This study can inform the company executives
about the need to develop the ability to switch or combine Business models and in
our case, two rather rigid business models (growth so that franchising is replaced
and growth across company-owned units) or used jointly to maintain flexibility, and
in fact, the flexibility of franchisors to adjust the proportion of their franchise units is
one of the keys to achieving strategic agility.
In other words, the business model should not hinder a firm's pursuit of resource
liquidity, and the inabili ty to substitute or combine solid business models is one of
the major risks that leads to business failure in the current economic environment.

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