Firas Naji Hatem (1), Azhar Ali Ahmed (2)
General Background Digital transformation has become a defining feature of contemporary organizational management, particularly in service-oriented sectors such as tourism. Specific Background Tourism companies in Iraq face increasing pressure to modernize human resource practices through digital knowledge, technical skills, and digital leadership. Knowledge Gap Despite this necessity, limited empirical evidence explains how digital human resource capabilities are systematically linked to strategic success in Iraqi tourism organizations. Aims This study aims to examine the relationship between digital human resource capabilities and strategic success dimensions within tourism companies operating in Baghdad, Karbala, and Najaf. Results Using a descriptive-analytical approach and data from 123 managers and employees, the findings reveal a statistically significant relationship between digital capabilities and strategic success, with digital leadership showing the strongest explanatory contribution. Novelty The study offers context-specific empirical evidence from religious tourism organizations, integrating digital human resource capabilities with strategic success indicators. Implications The findings provide practical insights for tourism managers and policymakers seeking to strengthen adaptation, survival, and growth through structured digital human capital development.
Keywords: Digital Human Resource Capabilities, Strategic Success, Tourism Companies, Digital Leadership, Iraq
Key Findings Highlights:
Digital leadership demonstrates the highest contribution to organizational adaptability and continuity.
Technical skills remain the most operationally developed capability among tourism firms.
Strategic outcomes are strongly explained by combined digital capability dimensions.
Contemporary management thinking is focused on finding the ideal model for organizations seeking leadership in a business environment characterized by rapid digital transformation. Among the essential requirements for achieving this desired image, "digital human resource capabilities" have emerged as an indispensable foundation, Excellence is no longer limited to traditional performance, but is now contingent on having a workforce with the technical and cognitive skills to adapt technology to serve organizational goals. These capabilities represent the integrated system of technical and leadership paths that constitute the independent variable in the current research. In the same vein, investing in these digital capabilities and directing them towards formulating a flexible future vision is what guarantees the organization's achievement of "strategic success," which is the dependent variable in this research and reflects the organization's ability to adapt, survive, and grow in performance. Here, the research problem emerges in the digital gap suffered by some tourism companies, represented by the decline in interest in attracting digital competencies from the outputs of tourism academic institutions, as well as the weak adoption of technical training policies that contribute to honing the skills of current cadres, which has led to a decline in the level of response to modern strategic challenges. The current research aims to measure the level of understanding among management and employees in tourism companies of the importance of digital human resources capabilities and how they reflect on the path to overall strategic success. To achieve this, a research sample of 123 administrative leaders and employees from a group of tourism companies active in the tourism market (Baghdad, Karbala, Najaf). Their opinions were surveyed using a rigorous scientific questionnaire, which was statistically processed using advanced software (SPSS/AMOS).
Structurally, the research was organized into four main sections. The first section was devoted to the methodological framework, while the second reviewed the theoretical foundations of the variables. while the third section dealt with the practical aspect and data analysis, leading to the fourth section, which included a set of conclusions, recommendations, and proposals to enhance the digital and strategic reality of the organizations under study.
First: Research problem
Tourism organizations in Iraq, especially those working in the religious tourism sector, face enormous challenges in keeping pace with the rapid technological advances imposed by the knowledge economy. The problem lies in these organizations' reliance on traditional management styles that lack the "digital capabilities" necessary to effectively manage human resources, which has negatively affected their ability to achieve "strategic success."
This problem is evident in the absence of modern digital mechanisms for selecting and attracting talent, and the weak bridges of cooperation between companies and academic institutions (tourism colleges and institutes) to supply the market with highly skilled graduates. It is also noticeable that companies are moving away from adopting effective digital training policies that contribute to transforming traditional human resources into "digital human capital," This has led to a weak response to strategic requirements and a decline in competitiveness in a work environment characterized by economic and social volatility and instability. Consequently, the failure to build and invest in digital human resources has prevented these organizations from achieving their desired levels of performance and strategic success.
Second: Research questions:
Based on the above, the research problem can be crystallized in the following main question and sub-questions:
Main question:
What is the nature of the relationship and impact between digital human resource capabilities and the achievement of strategic success in tourism companies operating in Iraq?
Sub-questions:
Third: The importance of the research:
The importance of the current research stems from two complementary paths, one of which reinforces the theoretical and cognitive aspect, while the other focuses on the practical and field aspect, as follows:
1. Scientific importance (theoretical track):
The scientific importance lies in addressing two vital variables that represent the interface of contemporary management in light of the Fourth Industrial Revolution, as "digital human resource capabilities" are the main driver of the shift from traditional management to smart management. Individuals with digital knowledge and skills are the "strategic ammunition" of an organization in an environment characterized by fierce digital competition. The importance of this research lies in the fact that it links these capabilities to "strategic success," a concept that goes beyond short-term goals to focus on sustainability, competitive excellence, and innovation. Therefore, this scientific effort contributes to enriching the management library with a theoretical framework that illustrates how digital capabilities can be a bridge to sustainable strategic success.
2. Practical importance (applied field track):
The field importance is embodied in the nature of the vital sector addressed by the research, which is the tourism sector in the city of Baghdad, with a focus on religious tourism, which is the main pillar of the tourism industry in Iraq. The importance here is highlighted by:
Fourth: Research objectives:
The current research seeks to achieve a set of scientific and practical objectives, the most prominent of which can be summarized in the following points:
Fifth: Conceptual Framework :
The hypothetical model serves as a mental and methodological map for the research, translating the study problem into clear paths that define the nature and direction of the relationships between variables. The hypothetical model for the current research was constructed to reflect the relationship between digital human resource capabilities and strategic success as follows:
1. Independent (explanatory) variable:
This is embodied in "digital HR capabilities," which are the set of skills and capabilities that enable human resources to work effectively in the digital environment, measured by the following dimensions:
2. Dependent variable (response):
This is embodied in "Strategic Success," which expresses the final outcome of the organization's excellence and is measured by the following dimensions:
Figure 1. Figure 1: Conceptual framework
Sixth: Research Hypotheses
Based on the research hypothesis and in order to test the nature of the relationship between the variables under study, the main hypothesis and the sub-hypotheses derived from it were formulated as follows:
1- Main hypothesis: "There is a statistically significant relationship between digital human resource capabilities and the strategic success of the tourism companies in the research sample, ." This hypothesis gives rise to the following sub-hypotheses:
1-1 First sub-hypothesis: There is a statistically significant relationship between the dimension of digital knowledge and the strategic success of the tourism companies in the sample.
1-2 Second sub-hypothesis: There is a statistically significant relationship between the dimension of technical skills and the strategic success of the tourism companies under study.
1-3 Third sub-hypothesis: There is a statistically significant relationship between digital leadership and the strategic success of the tourism companies studied.
Seventh: Research Methodology:
The research methodology represents the procedural basis adopted by the researcher in investigating facts, collecting data, and interpreting the nature of the relationships between the variables under study; it is the philosophical and behavioral reflection of choosing the most appropriate scientific tools to address the study problem.
In light of the nature of the current variables (digital human resource capabilities and strategic success), the "Descriptive-Analytical Approach" was adopted due to its high suitability for field administrative and economic studies. This approach works on two levels:
The research also relies on an exploratory study method to explore opinions and trends in the tourism environment (Baghdad, Karbala, Najaf), providing a solid database to support strategic decision-making in these organizations.
Eighth: Data collection sources and methods:
The research relied on a dual data collection strategy to gather information and verify its hypotheses, which included the following two tracks:
A. Theoretical aspect (knowledge framework):
Concepts related to "digital human resource capabilities" and "strategic success" were covered through a comprehensive desk survey of reliable sources, which included:
B. Practical aspect (field study):
To achieve the objectives of the study in the tourism environment (Baghdad, Karbala, Najaf), the following tools were used:
Ninth: Research limitations:
The parameters of the current study are defined by the following frameworks, which outline the scope of the results:
A. Spatial Limits: The spatial scope of the study was limited to the headquarters of tourism companies operating in the tourism market (religious and recreational) in the following provinces: Baghdad, Karbala, and Najaf, due to the strategic and tourist importance of these cities in Iraq.
B. Temporal Limits: The time period covered by the field study for data collection and questionnaire distribution, which extended throughout the month of December 2025.
C. Human Limits: The study targeted administrative leaders and specialized cadres in the companies surveyed, including the following categories: (company owners, general managers, assistant managers, department heads, and administrative supervisors), as they are the group most capable of assessing the capabilities of digital human resources and the strategic success of their organizations.
D. Scientific and Subjective Limits: The research was limited to the study and analysis of the following variables:
Independent variable: digital human resource capabilities (digital knowledge, technical skills, digital leadership).
Dependent variable: Strategic success ( adaptation, survival, growth ).
X. Statistical Methods and Tools:
Statistical tools are the technical translators of raw data, converting field responses into indicators and digital information that contribute to testing research hypotheses and reaching accurate scientific conclusions. The current research relied on the advanced statistical software package (25SPSS V.) and the program (25AMOS V.) for data processing, according to the following methods:
Eleventh - Research tool (questionnaire):
The questionnaire is the main tool used by the research to collect primary data and convert qualitative opinions into quantitative data that can be statistically measured. It was designed based on sound theoretical frameworks and previous studies related to my two topics (digital human resource capabilities) and (strategic success) to ensure that all dimensions of the variables under study were covered.
1- Questionnaire structure:
The final version of the questionnaire consisted of two main sections, as follows:
Section I (Descriptive Data): This section includes demographic and functional information about the sample individuals (gender, age, educational attainment, years of service, and job level) with the aim of diagnosing the nature of the human resources under study.
Section II (Research Themes): This section included paragraphs measuring the independent variable (digital human resource capabilities) and its dimensions, and the dependent variable (strategic success) and its dimensions. The researcher adopted a 5-point Likert scale ( ) to determine the degree of agreement of the sample individuals, with weights ranging from (1) for "strongly disagree" to (5) for "strongly agree."
2- Sources for constructing the questionnaire:
The items in the tool were constructed based on international standards and rigorous scientific criteria. Table 1 shows the distribution of items and sources used for each variable:
Second: Research tool measurement criteria and validity tests :
To ensure the accuracy of the statistical results and the ability of the research tool (questionnaire) to measure the variables under study, the following procedures were followed:
1- Tool measurement (Likert Scale):
The study adopted the 5-point Likert Scale to evaluate the responses of the sample individuals, as it is one of the most common and accurate scientific scales for measuring administrative and behavioral trends. The scale ranges from 1 ( ) to 5 (Strongly Agree), with the highest weight (5) assigned to the degree that reflects the highest levels of agreement with the digital human resource assessment items and strategic success indicators, as shown in the following breakdown:
(Strongly agree: 5, Agree: 4, Neutral: 3, Disagree: 2, Strongly disagree: 1).
2- Validity and reliability tests :
In order to verify the scientific reliability of the tool and its suitability for field application in tourism companies, the following tests were conducted:
A. Face Validity: Face validity is an essential procedure to ensure that the questionnaire items accurately reflect the variables to be measured. Accordingly, the draft questionnaire was presented to a group of referees and experts specializing in the fields of digital human resource management, strategic management, information technology, and tourism organization management. Their scientific insights contributed to the revision and modification of the wording to ensure its alignment with the digital and strategic environment of tourism companies in Baghdad, Najaf, and Karbala, leading to the final version of the tool.
B- Stability of the tool using Cronbach's Alpha: Cronbach's Alpha was used to measure the internal consistency between the questionnaire items, which is an indicator that ensures the stability and reliability of the results if the tool is reapplied to a similar sample in different time conditions. According to statistical literature (Nunnaly & Bernsten, 2021), a value greater than 0.70 is considered acceptable and reliable in administrative and economic studies. Table 2 shows the test results for the current research variables:
XII. Research community and sample :
The process of selecting the research community and sample is the cornerstone for ensuring the validity and generalizability of the results, as it is the bridge that connects theoretical concepts with the reality of field practice. In light of the variables of the current research, the human and spatial scope was determined as follows:
1- Study community and sample :
The research targeted administrative leaders in tourism companies active in the tourism sector (especially religious tourism) in the provinces of Baghdad, Najaf, and Karbala. Thirty tourism companies were selected, with ten companies from each province. The researcher used purposive sampling, targeting senior and middle management (company owners, managers, assistants, and department heads), as they are the group most capable of understanding the requirements of digital transformation and charting paths to strategic success.
A total of 130 questionnaires were distributed, of which 123 were valid for statistical analysis, representing a high response rate that enhances the reliability of the data. It should be noted that the researcher faced a field challenge in the absence of clear organizational structures in some companies, which necessitated the selection of the most stable and organized companies to ensure measurement accuracy.
2- Demographic and functional characteristics of the research sample :
The descriptive results showed essential characteristics that reflect the awareness and quality of the research sample, as follows:
Section II: Theoretical Framework
First: Digital human resource capabilities:
The concept of digital human resource capabilities is no longer limited to the ability to use computers or the Internet. Rather, it has evolved in modern management thinking to include "mental and technical agility" that enables individuals to create added value in an uncertain work environment. We can review this concept through three schools of thought:
The researcher believes that the concept of smart human resource capabilities
"an integrated system of intellectual, skill, and leadership assets that enable human cadres in tourism companies to adapt advanced digital technologies and exploit the flow of information in making proactive decisions, thereby transforming technical challenges into strategic opportunities that ensure the organization's survival and superiority in a volatile market."
Second: Dimensions of digital human resource capabilities
These dimensions overlap to form what is known as "digital maturity of humans," which we break down as follows:
1. Digital Knowledge
This is not limited to knowing "what" technology is, but extends to include the "philosophy of digitization" in tourism. It is a deep understanding of how artificial intelligence and the Internet of Things (IoT) affect modern tourist behavior, and an understanding of the laws and regulations that govern the tourism cyberspace. (Lanzolla et al., 2023).
2. Technical Skills:These represent the executive aspect of capabilities, which is the ability to operate digital customer relationship management (e-CRM) platforms, analyze the "digital footprint" of tourists through social media ( ), and manage global distribution systems (GDS) efficiently to ensure reduced human error and speed of execution. (Sousa & Rocha, 2019).
3. Digital Leadership
This is the ability to manage the "gap" between the older generation and modern technologies. A digital leader in tourism companies is someone who has the vision to shift budgets toward technological investment and the courage to embrace digital innovation, even if it requires changing existing organizational structures (Kane et al., 2015).
Second: Strategic Success
Second: Strategic Success
The concept of strategic success did not emerge as a product of spontaneous coincidence or abstract philosophical theorizing, but rather has its roots in management thought as an imperative for ensuring the survival and continuity of organizations in the business world. Based on this reality, the concept has taken on a practical character that transcends philosophical frameworks, leading to multiple interpretations. The "efficiency approach" emerged, focusing on the optimal use of resources, as well as the "horizontal approach," concerned with achieving a dynamic balance between the internal and external environments, and the "vertical approach," concerned with mechanisms for survival and sustainable growth (Mohammed, 2018: 197).
There have been numerous definitions of this concept depending on academic perspectives, the most prominent of which can be summarized as follows:
In this regard, the researcher crystallizes his vision of strategic success as "the qualitative indicator that embodies the organization's ability to survive by activating organizational learning programs and development projects, ensuring effective alignment with surrounding environmental changes."
Second: Dimensions of strategic success
Based on the study by Al-Kubaisi and Hassan (2018) and the study by Muhammad and Assad (2018), the dimensions of strategic success can be summarized in three main areas:
1. Adaptability
Adaptation represents the organization's ability to align its internal strategies with rapid environmental developments. It is the organization's conscious response to changes in the macro and micro environment, with the aim of reducing the gap between actual and target performance. Adaptation relies on "organizational learning," , whereby the organization analyzes external threats and seizes available opportunities by adjusting its operational paths and flexibility in decision-making, responding quickly to market demands, and restructuring resources to suit emergency conditions.
2. Survival
Survival is the fundamental strategic goal and the first step on the ladder to success, especially in uncertain business environments. It refers to an organization's ability to maintain its institutional entity and continue its operational processes without interruption, avoiding the risks of liquidation or exit from the market. Survival is achieved through the "efficiency approach," by making optimal use of available resources, reducing waste, and proactively managing risks that may threaten the organization's stability. Through financial stability, maintaining current market share, and the ability to withstand pressure from direct competitors.
3. Growth
Growth represents the ultimate outcome of strategic success, which is the transition from stability to expansion and prosperity. It is the cumulative increase in an organization's output and market value, both in terms of quantity (profits, sales volume) and quality (corporate reputation, innovation). Growth depends on investing "intellectual capital" and competitive advantages to open up new horizons, leading to maximizing added value for stakeholders, such as expanding the provision of new services/products, increasing market share, and enhancing the organization's image in society.
Section III – Fieldwork
First – Description and Analysis of Research Variables
In this section, the preliminary data collected in the field is presented and analyzed in order to determine the reality of the research variables, which are (digital human resource capabilities) as an independent variable, and (strategic success) as a dependent variable, in light of the responses of the research sample of 123 individuals from among the administrative leaders and employees of the tourism companies surveyed in the provinces of Baghdad, Karbala, and Najaf.
The study relied on a set of descriptive statistical tools to process the data and ensure the accuracy of the results, namely frequency distributions and percentages to describe the demographic characteristics of the sample and the distribution of their responses, and the weighted arithmetic mean to determine the sample's level of awareness of each paragraph and the standard deviation to measure the extent of the dispersion of responses from their arithmetic mean. The relative difference coefficient was used to determine the degree of homogeneity in the responses and the order of importance and relative importance to determine the specific weight of each variable in the field.
The researcher based the survey of the sample's opinions on a five-point Likert scale, where the response levels were limited to (1-5) degrees. To interpret the results and determine the level of availability of the variables in the tourism companies under study, the scale and ranges shown in the table below were adopted:
First: Description and diagnosis of the independent variable (digital human resource capabilities)
Table 5 below shows the descriptive analysis indicators for the variable "digital human resource capabilities" in the tourism companies surveyed. The variable achieved an overall arithmetic mean of 3.50, which indicates that these capabilities are "available" with a relative weight of 70%.. This result reflects that the companies surveyed have a clear strategic vision regarding the inevitability of digital transformation and the need to attract talent capable of adapting to a smart work environment, although this approach still lacks, in some aspects, integrated scientific methodologies for comprehensive digital transformation.
In terms of dimensions, the results showed the following:
Second: Description and diagnosis of the dependent variable (strategic success)
Table (6) below shows the descriptive statistics for the strategic success variable, where the results show that the variable obtained a total arithmetic mean of (3.53), with a relative importance of (70.6%). The homogeneity of the research sample's opinions is evident through the relative difference coefficient of 20.2% and the standard deviation of 0.714. These indicators are evidence that the management of the tourism companies surveyed has a set of strategic orientations and practices through which it seeks to strengthen its position in the market and avoid failure, taking advantage of the available tourism resources.
In terms of dimension ranking, the results were as follows:
Second : Testing research hypotheses ( analysis of the impact of variables )
This part of the study is concerned with conducting statistical tests to verify the validity of the main hypothesis from which the study started, which states:
"There is a statistically significant relationship between digital human resource capabilities and the strategic success of tourism companies in the provinces of Baghdad, Karbala, and Najaf at a significance level of 0.05."
In order to verify the validity of the hypothesis, a simple linear regression model was adopted, in addition to comparing the calculated and tabulated values for both the T-test to measure the significance of the regression coefficient ( ) and the F-test to measure the significance of the model as a whole. The tabulated value of (T) of (1.96) and the tabulated value of (F) of (3.841) at a significance level of (0.05) were used as criteria for accepting or rejecting the hypothesis. The table below shows the results obtained:
Third: Analysis and discussion of the results of the effect of the independent variable on the dependent variable
The statistical data in Table (8) indicate the efficiency of the model of the effect of the main independent variable (digital human resource capabilities) on the dependent variable (strategic success). The features of this effect are evident in the following indicators:
Statistical significance: The effect is significant at a level of Sig = 0.000, which is less than the accepted significance level (0.05). This result is reinforced by the calculated F value of 419.138, which is much greater than the tabulated value of 3.841.
Effect coefficient significance: The calculated T-test value for the regression coefficient (\beta) was 20.473, which is higher than its tabulated value at a significance level of 0.05 and a degree of freedom of 121, confirming the substantial effect of digital human resource capabilities on strategic success.
Explanatory power and correlation: The coefficient of determination (R^2) for the model was 0.776, with a strong correlation coefficient of 0.881. This means that "digital human resource capabilities" explain 77.6% of the changes and variations in the level of "strategic success" (in terms of adaptation, survival, and growth) among the tourism companies studied. The remaining 22.4% is attributed to other variables not included in this model, which is a very high explanatory value in management science.
Marginal tendency (coefficient of influence): The regression coefficient (\beta = 0.889) was recorded, meaning that an increase in the interest of tourism administrations in the provinces (Baghdad, Karbala, Najaf) in developing their digital human resources capabilities by one unit will necessarily lead to an increase in the level of strategic success by 88.9%.
Based on the above, these results provide sufficient support for accepting the main hypothesis of the research, with a standard error of 0.05. Accordingly, the predictive regression equation model for strategic success in the companies studied can be formulated as follows:
Strategic success Y = 0.041 + 0.889 Digital human resource capabilities
Fourth: Testing the multiple linear regression of the dimensions of digital human resource capabilities on strategic success
Based on the main hypothesis of the research, a set of sub-hypotheses emerge that seek to test the effect of each dimension of the independent variable on the dependent variable, as follows:
To identify the most contributing and influential dimensions, the researcher used stepwise regression. This method, as seen by (Shiraz, 2015: 110), is based on introducing the independent variable that has the strongest relationship with the dependent variable in the first step, followed by the variable that provides a statistically significant addition to the model, while excluding any variable that does not contribute to explaining the relationship in a meaningful way. This procedure continues until the best predictive model combining the most influential dimensions is reached. Table (9) shows these results:
The results of the statistical analysis shown in Table (9) indicate that when the three dimensions of digital human resource capabilities were entered into the model, the multiple correlation coefficient was 0.882, with a significance level of 0.007 (which is less than the accepted significance level of 0.05), indicating a very strong correlation between digital human resource capabilities and strategic success.
The coefficient of determination (R^2) was 0.778, which means that the dimensions of digital human resource capabilities combined explain 77.8% of the variance in the level of strategic success achieved in the companies studied, while the remaining percentage (22.2%) is attributed to other variables not addressed by the model. The calculated F value for the model was 103.237 with a change of 7.412, which is a significant value that confirms the efficiency of the model as a whole and the synergistic and harmonious overlap of the three dimensions, without any dimension suffering from statistical weakness that would require its exclusion by the stepwise test.
The slope values and significance levels for each dimension showed a positive and significant effect on strategic success, with all calculated T values greater than their tabulated value (1.96), as follows:
Digital knowledge (X_1): Its effect was 0.290 with a calculated T value of 4.236, which is the highest effect.
Technical skills (X_2): Its impact was 0.256 with a calculated T value of 3.751.
Digital leadership (X_3): Its impact was 0.267 with a calculated T value of 3.383.
Based on these results, the main hypothesis of the research and the sub-hypotheses derived from it are accepted, confirming that investment in digital human resource capabilities is a fundamental pillar for enhancing levels of strategic success in the tourism companies sampled in the research.
Section IV – Conclusions, Recommendations, and Proposals
Second: Recommendations and proposals
A. Recommendations:
[1] M. T. Al-Karawi, Business Leadership Strategy for Adopting the Smart Organization Model Through Human Resource Capacity Building, M.S. thesis, Faculty of Management and Economics, University of Karbala, Karbala, Iraq, 2016.
[2] B. H. Al-Azzawi, The Relationship Between Strategic Intelligence and Service Operations Decisions on Strategic Success, Ph.D. dissertation, Faculty of Management and Economics, University of Baghdad, Baghdad, Iraq, 2008.
[3] T. M. Al-Ghalbi and W. M. S. Idris, Studies in Strategy and Balanced Scorecard, Amman, Jordan: Dar Zahran Publishing, 2007.
[4] E. Zareei, A. Zamani, and M. Tanaomi, “A Conceptual Model of Human Resources Competencies Using Structural Equation Modeling,” J. Int. Bus. Innov. Res., vol. 8, no. 1, pp. 1–19, 2014.
[5] D. Ulrich, W. Brockbank, D. Johnson, and J. Younger, Human Resource Competencies, Provo, UT, USA: RBL Group, 2010.
[6] D. Ulrich, W. Brockbank, D. Johnson, and J. Younger, “Human Resource Competencies Responding to Increased Expectations,” Wiley Interdiscip. Rev., pp. 1–12, 2007, doi: 10.1002/ert.20159.
[7] P. Dullayaphut and S. Untachai, “Measurement Development of Human Resource Competency in SMEs,” Procedia Soc. Behav. Sci., vol. 88, pp. 153–160, 2013.
[8] H. Darvish, A. Moogali, M. Moosavi, and B. Panahi, “Relationship Between HR Roles and Competencies,” Int. J. Acad. Res. Bus. Soc. Sci., vol. 2, no. 9, pp. 254–265, 2012.
[9] A. Ahmad, A. Kausar, and S. Azhar, “HR Professionals Competencies in Banking,” Int. J. Bus. Soc., vol. 16, no. 2, pp. 201–220, 2015.
[10] A. Firooz, “Human Resource Competency Dimensions and Organizational Performance,” Life Sci. J., vol. 9, no. 4, pp. 673–678, 2012.
[11] H. Bigby, Strategic Success Modeling and Assess V2, White Paper, Bigby Group, USA, 2008.
[12] D. McDowell, Strategic Intelligence, Lanham, MD, USA: Scarecrow Press, 2009.
[13] M. A. Hitt, R. D. Ireland, and R. E. Hoskisson, Strategic Management, Cincinnati, OH, USA: South-Western College Publishing, 2001.
[14] B. Maynard, Organization Performance Profile, New York, NY, USA: Maynard Publishing, 2006.