Page 24 - Azerbaijan State University of Economics

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

The study (Arbussa, et al, 2016)) entitled: - “Strategic agility-driven business model
renewal: the case of an SME”. This study aims to achieve two objectives: linking
strategic agility and innovative business models, and exploring how the capabilities
underlying strategic agility fit into the context of small and medium enterprises.
Leadership and liquidity of resources) appear inherent in SMEs because they easily
apply in this context, although they need to be reduced. One meta capacity (strategic
sensitivity) is less natural and therefore more important for SMEs. An additional
descriptive capacity (the trick) also arises from It is important for small and medium
businesses to be able to overcome some of the limitations caused by their size.
What distinguishes the study from its predecessors?

Previous studies have dealt with issues related to transformational leadership and
strategic agility, and the current study has benefited greatly from previous studies.
Which contributed to enriching the subject of the current study, whether that was in
the stages of defining the variables, defining the problem of the study and
developing the study tool, but there are differences between the current study and
the previous studies. As the differences that made this study distinguished from
other studies, can be summarized as follows:

This study is also distinguished from others in that it:
1. This study deals with the issue of transformational leadership and its effect on
strategic agility in the Aqaba Special Economic Zone Authority, and this is what
distinguishes it from previous studies that were applied to different societies.

2. This study addressed four dimensions of transformational leadership, which are:
(leadership attractiveness, inspiring motivation, creative encouragement, and
individual attention); This distinguishes it from previous studies that dealt in its role
with two or three dimensions as a maximum for transformational leadership.
3. This study addressed three dimensions of the dependent variable, strategic agility,
which are: (strategic sensitivity, organizational capabilities, and strategic response);

This differs from previous studies that dealt with some of these dimensions and did
not combine them.

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