This paper identifies the degree of strategic agility and its relationship with the competitive advantage in the private hospitals in Jordan. To achieve this goal, a special questionnaire was developed for a sample of managers in hospitals. The study distributed 208 questionnaires to 27 hospitals, and managed to collect 95% of them, properly. The target group was mainly hospital directors, deputy directors, district directors and department heads. The researcher presented a set of recommendations that could be considered necessary to achieve a level of competitive advantage in all fields of hospital work. In the light of the problem of research and its questions and the review of relevant studies, the current research sought to test the validity of the hypotheses of the study. The results of the statistical analysis revealed that there is a statistically significant relationship between the extent of the Agility exercise and the competitive advantage of private hospitals in Jordan (α=0.05). The results also showed that there was a statistically significant relationship between the strategic sensitivity and competitive advantage of the private hospitals in Jordan (α = 0.05). However, the results of the hypothesis did not differ from the second sub-hypothesis, where there was a statistically significant relationship between the substantial and competitive advantages of private hospitals in Jordan (α = 0.05). Finally, the statistical analysis found that there is a statistically significant relationship between technology and competitive advantage in private hospitals in Jordan (α = 0.05).

This study aimed to determine strategic agility impact on employees’ performance in commercial banks in Jordan. A self-administrated questionnaire was developed according to research objective and hypotheses. The research population consisted of all managerial employees in Jordanian commercial banks. A random sample was selected consisting of 250 staff members who have senior administrative and supervisory positions in the commercial banks. Statistical techniques were used to test the research hypotheses. The research concluded a set of outcomes, the most important is strategic agility with its dimensions have an impact on employee performance in the commercial banks in Jordan. The research also concluded that strategic agility dimensions (strategic sensitivity, core capabilities, clarity of vision, strategic goals information technology selection, and share responsibility) influence on employee's performance in commercial banks in Jordan. The study recommended that commercial banks in Jordan have to adopt strategic agility approach to improve their employee's performance. The commercial banks must exert their best efforts to rapidly adapt to surrounding environmental variables. Commercial banks have to pay attention to human capital, which plays a major role in achieving good performance.

The preservation of business operations during and post the COVID-19 pandemic has emerged as a significant challenge for many enterprises. This research focuses on identifying the critical factors that influence the effective management of business continuity, based on lessons learned from the post-pandemic era. The primary objective of the investigation was to understand the impact of performance adaptability, innovation, talent preservation, and the implementation of a proactive, forward-thinking strategy on business continuity management. Furthermore, the study delves into the mediating role of strategic agility in these relationships. The study gathered data from personnel within the tourism sector of Jordan's prestigious Golden Triangle, which includes Petra, Wadi Rum, and Aqaba. The research utilized Partial Least Squares Structural Equation Modelling (PLS-SEM) to analyze the structural model and to investigate the propositions outlined. The findings indicated that performance adaptability, innovation, talent preservation, strategic agility, and a proactive strategy positively impact business continuity management. Moreover, strategic agility was found to moderate the relationship between performance adaptability, innovation, talent preservation, and a proactive strategy, thereby enhancing business continuity management. These research outcomes offer insightful implications for managerial personnel within hotels and tourism companies, acting as a comprehensive guide for improving their business continuity management in the post-pandemic world.

SMEs always require dynamic capabilities for enhancing their performance, therefore, this research aimed to examine the influence of strategic agility and supply chain agility on SMEs’ performance. Moreover, it investigated the moderation of innovation capability in the relationship between strategic agility and SMEs’ performance. Furthermore, the moderating role of innovation capabilities was identified in the relationship between supply chain agility and SMEs’ performance. The data for the research was gathered from 398 respondents, and Smart pls was used for analysis. The results highlighted that strategic agility and supply chain agility significantly influence SMEs’ performance. In addition, innovation capability can moderate the relationship between strategic agility and SMEs’ performance. Whereas innovation capability does not moderate the relationship between supply chain agility and SMEs’ performance.

Competition in various companies encourages practitioners, entrepreneurs, and academics to examine the dynamization of business models. The dynamic study of this business model was driven by its dynamic environment. Dynamic moving environments require companies to be adaptive as quickly as possible. This adaptation encourages different firms to perform a certain strategy of excellence in the face of competition. Strategy Agility becomes a study of practitioners and academics due to its ability to predict and capture opportunities. One of the service industries faced with the dynamic environment within the company is the Logistic Service Provider. Fierce competition, the dynamic type of service, and rapidly changing technology encourage enterprises to always be agile in determining the direction to the business. The purpose of this research is to get a model of the relationship between strategic agility and competitive strategy as a moderator for the improvement of the firm performance. Methods used are quantitative methods. The research results describe the direct relationship between strategic agility and competitive strategy to the firm performance. However, when the competitive strategy is made as a moderator, strategic agility shows a negative effect.

The Jordanian banking sector has been able to achieve remarkable growth rates at various levels. This sector is based on a robust infrastructure and is subject to the supervision of the Central Bank, which guarantees the likes of banks operating to financial reporting standards in order to maintain good financial soundness indicators. Therefore, this study aimed to examine the impact of strategic agility on the financial performance of commercial banks in Jordan. The study population was represented by senior managers. The purposeful sampling method was used to collect primary data from (188) respondents who constituted (81.74%) of the sent questionnaires. Structural Equation Modeling (SEM) was applied to test the study's hypotheses. The results showed that strategic agility had a positive impact on financial performance, as the greatest impact was strategic sensitivity, followed by resource fluidity, and finally leadership unity. This study contributed to the development of a logical framework supported by empirical evidence about the possibility of developing financial performance in dynamic environments. Hence, senior managers recommended focusing on making rational decisions derived from studying the reality of the work environment and adjusting organizational structures to become more flexible in response to the volatile business environment.

This study aims to examine the role of strategic agility to achieve competitiveness by analyzing the mediating effect of knowledge management construct in Jordanian’s public higher education institutions. The study reviewed the existing literature addressing the knowledge management and strategic features of the organizations. The resource‐based view theory is the lens of linking the knowledge management with strategic outcomes of the organizations. The hypothesized theoretical model was tested using a quantitative research method through questionnaire. A PLS-SEM approach was utilized to conduct the key analytical procedure and test the proposed research hypotheses. The results found a significant and positive effect of both strategic agility and knowledge management on achieving competitiveness. On the contrary, knowledge management showed no effect on competitiveness. But it had a mediation effect of the strategic agility on achieving competitiveness. Future research suggestions provided resulting from the research implications to provide different research methods and models.