The impact of defining strategic direction on investing and exploiting core capabilities: A case study of Lafarge Cement M'Sila LCM
Keywords:
Strategic Direction, Core Competencies, Lafarge Cement M'SilaAbstract
The study aimed to identify the impact of defining the strategic direction with its dimensions in investing and exploiting the core capabilities of Lafarge Cement M'sila Company. To achieve this, a questionnaire was developed to collect data, distributed to a random sample of (100) employees. For the purpose of descriptive analysis of the data, the (SPSS) program was used, and to test the hypotheses, structural modeling was relied upon using the SmartPLS4 program. The study found that there is a statistically significant effect at the significance level (0.05 ≥ α) to determine the strategic orientation with its combined dimensions in exploiting and investing in core capabilities, and that the dimensions of the strategic orientation explain (62.30%) of the dependent variable represented in exploiting and investing in core capabilities. Based on the above, the researcher presented a set of recommendations.
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