The Impact of Strategic Flexibility on Achieving Strategic Innovation: An Exploratory Study of the Opinions of a Sample of Faculty Members at the College of Administration and Economics, University of Sulaimani

Abstract

This study aimed to clarify the nature of the relationship and measure the impact of strategic flexibility, with its dimensions of human capital flexibility, organizational flexibility, service flexibility, and market flexibility, on strategic innovation, with its dimensions of organizational and administrative innovation and academic innovation, at the University of Sulaimani.

The research adopted a descriptive-analytical approach, deemed suitable for the nature and objectives of the study. It aimed to describe the phenomenon under investigation and analyze the relationships between its variables. The research population consisted of faculty members at the College of Administration and Economics, University of Sulaimani. Data was collected through an electronic questionnaire designed using Google Forms. The questionnaire was distributed to a sample of respondents, yielding 114 valid questionnaires for statistical analysis. This analysis was used to test the study hypotheses and examine the nature of the relationship between the variables.

The research yielded several results, most notably the existence of statistically significant correlations and influences between the dimensions of strategic flexibility and the dimensions of strategic innovation at the university under study. This indicates that enhancing strategic flexibility contributes to supporting the level of strategic innovation. In light of these findings, the study recommends that university administration focus on enhancing strategic flexibility in decision-making processes, as this is a key factor in supporting strategic innovation.