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This study explores the intricate relationships between entrepreneurial orientation (EO), digital orientation (DO), strategic agility (SA), and competitive advantage (CA) in Saudi firms. We investigate whether strategic agility serves as the missing link in these relationships. We examine direct and indirect effects among these constructs using structural equation modeling on data collected from 307 Saudi firms. The results confirm the direct positive links between EO and SA with CA. However, the findings also reveal a surprising result—there is no direct link between DO and CA. At the same time, both DO and EO exerted significant positive influences on SA. This study emphasizes the mediating role of SA. We find that SA partially mediates the relationship between EO and CA, underlining the importance of EO while pointing out the additional value given to this relationship by SA. Additionally, SA fully mediates the relationship between DO and CA, suggesting that firms must develop SA to translate their digital capabilities into CA. These results contribute to the strategic management literature by explaining the interplay between strategic orientations, agility, and competitive advantage in the Saudi context. They also provide practical implications for managers seeking to enhance the competitiveness of their firms during this digital age by showing that investing in SA in conjunction with entrepreneurial and digital resources is of paramount importance.

This study explores the intricate relationships between entrepreneurial orientation (EO), digital orientation (DO), strategic agility (SA), and competitive advantage (CA) in Saudi firms. We investigate whether strategic agility serves as the missing link in these relationships. We examine direct and indirect effects among these constructs using structural equation modeling on data collected from 307 Saudi firms. The results confirm the direct positive links between EO and SA with CA. However, the findings also reveal a surprising result—there is no direct link between DO and CA. At the same time, both DO and EO exerted significant positive influences on SA. This study emphasizes the mediating role of SA. We find that SA partially mediates the relationship between EO and CA, underlining the importance of EO while pointing out the additional value given to this relationship by SA. Additionally, SA fully mediates the relationship between DO and CA, suggesting that firms must develop SA to translate their digital capabilities into CA. These results contribute to the strategic management literature by explaining the interplay between strategic orientations, agility, and competitive advantage in the Saudi context. They also provide practical implications for managers seeking to enhance the competitiveness of their firms during this digital age by showing that investing in SA in conjunction with entrepreneurial and digital resources is of paramount importance. [ABSTRACT FROM AUTHOR]

Our study explores the critical role played by organizational ambidexterity capabilities in the link between big data analytics, strategic innovation capabilities, and innovation performance. We developed a conceptual framework based on resource-based and dynamic capability views to examine the direct and indirect relationships among main variables. We used a quantitative approach to collect data from 172 Saudi IT and Telecom firms. We then employed structural equation modeling through Smart-PLS to test the study hypotheses. Our findings revealed that big data analytics and strategic innovation capabilities have a significant impact on organizational ambidexterity and then on innovation performance. Ambidexterity capability mediates between big data analytics capabilities and innovation performance and between strategic innovation capabilities and innovation performance. Our study contributes to the literature on big data and innovation. It offers valuable insights into the potential impacts of big data analytics, strategic innovation, and ambidexterity capabilities on innovation performance. It demonstrates how significantly boosting a firm's capabilities for improved firms' innovation performance can potentially enhance performance outcomes (e.g., competitiveness and sustainability). These findings provide managers with meaningful implications regarding the innovation performance that can be achieved by leveraging these important resources and capabilities. [ABSTRACT FROM AUTHOR]

Research was undertaken to establish an inventory of ticks on dogs in the north east of Algeria. In the first aspect of study, a survey aims to identify of Ixodidae infesting the dogs in bioclimatic different areas and to determine the risk factors. This work took place between 2006 and 2012. The results of the collections show that all the dogs, which were the subject of this survey, are infested by ticks during the period between March and August in different areas of the northeastern of Algeria. Rhipicephalus sanguineus is the predominant tick species. It has been observed with a frequency of 88 % in the area of El-Tarf, 100 % in Souk-Ahras, 95 % in the Tébessa region and 72 % in Guelma, (average of 89 %). Climatic conditions seem to play the essential role for this distribution of ticks. The other tick species collected are: Ixodes ricinus, Rhipicephalus turanicus, Haemaphysalis punctata and Hyalomma anatolicum. The latter were present with very low a proportion, which gives them the appearance of accidental parasitism in dogs. Rhipicephalus sanguineus has significant infestation intensity in spring and summer, peaking in August in the semi-arid region (Souk-Ahras). In humid regions (El-Tarf), the peak of infestation recorded by this arthropod is in April. The second aspect of study of the seasonal dynamics of Rhipicephalus sanguineus shows the seasonal nature (Spring-Summer) of the brown tick of dog.