This study aims to investigate the effect of organizational climate on organizational commitment in Gaza Electricity Distribution Corporation (GEDCO). A questionnaire was employed as the study tool, and a descriptive analytical technique was used to meet the study's objectives. (269) questionnaires were distributed, but (221) returned with a response rate of 82.16%. Also (SPSS) was used for data analysis by using various statistical methods. To analyze the structural equation model and look at the study hypotheses, analysis of a moment structures program (AMOS) tool was utilized. This study mainly contributes in enhancing the literature of the concept of organizational commitment, improving the methods of the study in the human resource area, and in finding out the effect of the research factors on organizational commitment.The results showed that there is a direct, weak, positive, effect of the organizational climate on organizational commitment (27.8%). The organizational structure (OS) dimension has the most impact on organizational commitment (74.4%), the next dimension was decision making (DM) equals (69.7%), while the dimensions (available technology (AT) was the least influential on organizational commitment (44.5%). The study recommends for providing employees with a proper awareness concerning organizational climate dimensions and how it may affect their organizational commitment.

Under the dynamic capabilities view of the firm the main purpose of this paper is to provide an analytical model of knowledge gaps on the direct impact of HRM strategy on strategic agility, as well as the direct impact of HRM strategies which is represented in HR Strategy, Training Strategy Human Resources Development Strategy, Human Resources Compensation Strategy, Career Planning Strategy) on strategic agility. To achieve this, the main study survey, which was distributed to managers and their deputies in the large and medium Yemeni industrial companies (227), was based on the simple random sample of 554 companies, this work uses structural equations modeling technique, in order to test and validate the research model and hypotheses posited. The results indicated that there is a direct impact of human resources management strategies on strategic agility, as well as the direct impact of the career planning strategy and the strategy of training and developing human resources on strategic agility. In contrast, there is no direct impact of HR strategy, human resources performance assessment, and human resources compensation on the strategic agility of the Yemeni large and medium manufacturing sector (current study sample). Key words: human resource management strategies; strategic agility

This quantitative study aimed to discuss the relationship between knowledge management, transformational leadership, and administrative creativity for civil servants in the government sector in North Al Batinah. The descriptive analytical method was used. The study population consisted of all government job occupants, whose number was (23,781). The researcher chose a stratified random sample, which included various administrative leaders. The sample amounted to (378) individuals. The researcher designed the study scale, according to the five-point Likert scale, which consisted of (58) statements distributed in three axes. The statistical package for the social sciences (SPSS), the (AMOS) program and the structural equation modeling (SEM) were used to analyze the data. The results indicated that there is a positive and direct impact of knowledge management processes on administrative creativity, at a level of significance less than (0,01). And the independent variable (knowledge management processes) explains (14.1%) of the total change in the dependent variable (administrative creativity). There is a positive and direct impact of knowledge management processes on transformational leadership, with a significance level less than (0,01). By (38.3%) in the mediating variable (transformational leadership). There is a positive and direct impact of transformational leadership on administrative creativity, with a significance level less than (0,01). And that the mediating variable (transformational leadership) explains (20.5%) of the total change in the dependent variable (administrative creativity).

This study aims to identify and validate the structural composition and validity of the model content of measuring the strategic agility among large and medium-size manufacturing companies in Yemeni. The report of the World Bank (2015) revealed a decline in the contribution of the Yemeni manufacturing sector in the GDP for the year 2015 (6.4%) after it was (24%) in 2010, of the difficulties in marketing their products in the Yemeni market. The study objectives are: analysis of strategic agility, analysis of the factors of strategic agility, and measuring the model of agility strategic.The study population were (554) industrial companies, the researcher chose a simple random sample of (226) companies. The strategic agility was measured by (Sambamurthy et al., 2003) scale, distributed to 310 sample members (heads of companies and their deputies). The data were analyzed by descriptive statistics via SPSS, EFA, and CFA In the light of the results, the study concluded: the validity of the model of the model of dynamic agility, its structural composition, its latent dimensions, And the paragraphs included in each of these dimensions, which amounted to (17) paragraph, included the first dimension (ease of movement of customers) on (4) paragraphs out of (6) paragraphs, as well as the second dimension (operational agility) on (5) paragraphs of the quorum (6) paragraphs, in addition to the third dimension (ease of movement partnership), which contains (5) paragraphs. Accordingly, the results proved valid and the consistency of the content of the model of this scale, and that it has met all the quality indicators of conformity and typical symmetry with the current sample population and sample.