This paper aims at identifying the role of strategic improvisation (through its requirements of strategic alertness, strategic agility, minimal structures, Bricolage, and organizational memory) in the achievement of strategic supremacy (through its dimensions of sphere of influence, competitive compression, and competitive configuration. In light of this aim, the research problem is summarized in three questions: what is the level of adoption of the strategic improvisation requirements by the leaders in the universities considered2 What is the level of the availability of strategic supremacy in the universities considered2 Is there a significant correlation and effect between strategic improvisation and strategic supremacy in the universities considered2 As a mechanism for this research in achieving its aims, four main hypotheses were developed. This study is based on the inductive approach. The data was collected through a questionnaire that was sent to a random sample of 200 individuals representing the leadership level in the universities considered. 145 questionnaires were returned with a response rate of 72.5%. The data was statistically dealt with by using the statistical package (SPSS: V. 22). The results show that there is a significant correlation between strategic improvisation and strategic supremacy at the aggregate level of the respondent sample; and strategic improvisation effects significantly on strategic supremacy at the aggregate level of the respondent sample. The universities considered vary in terms of their adoption of strategic improvisation. Finally, the study provides a number of recommendations.
Al-Bashqaly, Mahmood Mohammed and Sultan, Hikmat Rasheed Dr
"The Role of Strategic Improvisation in the Achievement of Strategic Supremacy: An Exploratory Study of the Administrative Leaders’ Views in a Sample of Private Universities in the Kurdistan Region,"
Arab Journal of Administration المجلة العربية للإدارة: Vol. 41
, Article 6.
Available at: https://digitalcommons.aaru.edu.jo/aja/vol41/iss1/6