Page 6 - Azerbaijan State University of Economics

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

Ama Doz, & Kosonen. (2010)) considered strategic agility as a means by which
organizations transform and reinvent themselves, adapt, and survive and ultimately
see strategic agility as the ability of the organization to continue to adjust and adapt
its strategic direction in the basic business in order to create value for the enterprise,
and considered (Sampath, JM) (2015) that the strategic ability to adapt to changes in
business and in the same context, discover opportunities, threats and risks, and
quickly launch new strategic initiatives over and over again. (Teece, Peteraf, & Leih,
2016) referred to strategic agility as the “ability of the organization to redeploy Its
resources are efficiently and effectively redirected to the value of creation and the
value of protecting (and capturing) high-return activities as required by internal and
external circumstances”. And (Doz, & Kosonen, 2010) pointed to the importance of
strategic agility through the role of the three main dimensions of the strategic agility
framework presented in this study, which are strategic sensitivity, unity of leadership
and liquidity of resources by strengthening the organization's ability to rethink its
business models, renew its business models and facilitate the resolution of the
contradiction. By developing these basic capabilities, and the importance of strategic
agility as reading the expected and unexpected environmental events and responding
more effectively in terms of speed and cost from competitors and seizing the
opportunities that have become available due to this change through the proactive
capabilities implemented as for the strategic dimensions of the accountability that
this study came up with. It is strategic sensitivity, collective commitment and
liquidity of resources. The same study added that the importance of strategic agility
is that it helps the organization to overcome the problems it faces, both in its internal
and external environment, and also through strategic agility, the stakeholders and
multiple parties are satisfied and help them to prevail over the public interest and
commitment to social responsibility and maintain Strategic Environment in the same
context. (Junni, et al, 2015) clarified the role of strategic agility as a component of
the acquisition process (financial and administrative control of one company over
another company's activity) by investigating its constituent elements and their
effects on knowledge transfer in the context of acquisitions. We also studied the
effect of knowledge transfer. On acquisition performance it was found that resources
tended to flow from companies with stronger resource bases to companies with
weaker resource but when the buyer had a stronger knowledge base, the transfer of
mutual knowledge decreased slightly, in contrast, the transfer of mutual knowledge
increased slightly when the companies were The targeted companies have a stronger
knowledge base and these results indicate that the acquisitions of weaker target
companies increase the transfer of knowledge of the stronger acquiring companies at
the expense of the transfer of mutual knowledge.

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