The Role of connected strategic capabilities to the Prosperity of Universities An exploratory study of the opinions of a sample of university leaders at the University of Mosul

An exploratory study of the views of university leaders at the University of Mosul

Authors

  • Iman, Najm Al-Din Abdullah1 Northern Technical University
  • Maan Waadallah Al-Maadhedee University of Mosul

DOI:

https://doi.org/10.56286/ntujahs.v3i4.481

Keywords:

Connected' strategic capabilities,Preservation, Productivity,University prosperity.

Abstract

The study aimed to determine the role of strategic capabilities associated
with two types (productive capacity and conservation and its dimensions) in
building a thriving university and developing its leaders for survival because
universities are the most prominent centers that provide the environment
with their products. of knowledge. appropriate, and the administrative
leaders were selected as a sample of (323). The study relied on the analytical
descriptive approach and a number of statistical methods included in the
statistical program (SPSS V 26), which produced a set of results, most notably
that the strategic capabilities have a major role in the development and
impact of the university. and its leadership cadres. The study concluded that
the university should adopt strategic capabilities related to what achieves the
expectations and desires of stakeholders' performance, and increases the
university's ability to create a competitive place for it that enables it to face
the disturbances and rapid changes in its environment. So that the university
can play its role in strengthening and developing its position in society.

Published

2023-11-11

How to Cite

Abdullah1, I. N. A.-D., & Al-Maadhedee, M. W. (2023). The Role of connected strategic capabilities to the Prosperity of Universities An exploratory study of the opinions of a sample of university leaders at the University of Mosul: An exploratory study of the views of university leaders at the University of Mosul. NTU Journal for Administrative and Human Sciences (JAHS), 3(4), 22–46. https://doi.org/10.56286/ntujahs.v3i4.481