Khaled Al Shawabkeh

Developing a sustainable competitive advantage has emerged as a pivotal objective for organizations due to the dynamic and constantly evolving business environment, challenges modern organizations encounter, rapid market fluctuations, and intense competition. This study aims to examine the impact of strategic agility on sustainable competitive advantage and the mediating role of strategic renewal within an emerging economy such as Jordan. The study collected data from 217 executives holding senior and intermediate positions in telecommunications companies in Jordan. This paper utilized partial least squares structural equation modeling (PLS-SEM) with SmartPLS4 software to test hypotheses and assess the measurement and structural models. According to the findings, strategic agility has a significant positive impact on sustainable competitive advantage (β = 0.590, t = 8.042, p ≤ 0.000) and high explanation power (R2 = 0.828), which means that 82.8% of the variance in sustainable competitive advantage has been explained by strategic agility and strategic renewal. Moreover, strategic renewal partially mediates the relationship between strategic agility and sustainable competitive advantage. In addition, the study revealed that the model’s predictive power was medium. This paper contributes to the body of knowledge and existing literature about the impact of strategy renewal and agility on sustainable competitive advantage in Jordanian telecommunications companies. Organizations incorporating strategic agility and renewal into their strategy can manage uncertainties, swiftly adjust to changes, and attain sustainable competitive advantage.

Disruption in the business environment imposes undeniable realities that require effective strategic management; therefore, the need to develop a particular type of force capable of achieving proactive strategies, influencing competitors’ behavior, and balancing competitive forces has arisen. This study aimed to examine the impact of absorptive capacity on achieving strategic supremacy and the mediating role of organizational ambidexterity within Jordan’s commercial banking industry. It employs 513 questionnaires from middle and upper management through proportionate stratified random sampling. It adopts a quantitative approach through partial least squares structural equation modeling to construct a research model comprising factors affecting strategic supremacy and the mediating role of organizational ambidexterity and validate the research hypotheses. The study revealed that absorptive capacity significantly impacts organization ambidexterity (β = 0.764, t = 33.939, p = 0.000) with explanation power (R2 = 0.584). Organizational ambidexterity has a significant positive impact on strategic supremacy (β = 0.561, t = 12.469, p = 0.000). Absorptive capacity has a significant positive impact on strategic supremacy through organizational ambidexterity (β = 0.334, t = 6.963, p = 0.000) with high explanation power (R2 = 0.712), which means that 71.2% of the variance in strategic supremacy has been explained by absorptive capacity and organizational ambidexterity. Moreover, organizational ambidexterity partially mediates their relationship. It also found that the model’s predictive power was moderate. The study concludes that Jordanian commercial banks have placed high importance on identifying and acquiring valuable external knowledge and balancing their short-term and long-term opportunities to achieve strategic supremacy, leading to sustainable competitive advantage.