The current strategies of increasing work-life quality are being given special attention by both public and private organizations. These quality strategies have arisen because of the highly competitive environment. Also, a safe and healthy work environment that provides the opportunities for employees to enhance their loyalty, affiliation and love towards their work and organization is required in order to achieve the current and future aspirations of the organization. Accordingly, this study aims to explore the direct relationship between the variables: the strategy of work-life quality, strategic agility and sustainable competitive advantage, to identify their indirect relationships with their own dimensions. In order to achieve this, a questionnaire was distributed to both heads of companies and their deputies in large and medium Yemeni manufacturing companies, using a random sampling technique to reach 227 companies out of 554 by distributing 454 questionnaires for the selected population. Cronbach’s Alpha coefficient and exploratory statistics were carried out to identify the quality of measurements used to examine the proposed theoretical method using SEM. The results of the study are that there is a direct relationship between the variables. Additionally, there is an indirect relationship between the independent variable (strategy of work-life quality) and the dependent variable (sustainable competitive advantage) using strategic agility as a mediator in Yemeni large and medium manufacturing companies. These findings ensure the validity of the proposed theoretical model. In addition, it fills the knowledge gap regarding this issue and the findings highlight the competitive challenges that Yemeni companies must be aware of.

This quantitative study discusses the relationship between human resources management strategies and sustainable competitive advantage; through strategic agility as an intermediate variable. The problem is that Yemeni companies operate in a highly competitive environment characterized by instability and the need to adopt new systems of strategic concepts، systems، and mechanisms that are compatible with the requirements of modern times. And the creation of an efficient human cadre working according to proactive strategic directions for the challenges and exploiting opportunities to achieve sustainable competitive advantage. The study objectives are; to verify the impact of human resources management strategies on sustainable competitive advantage through the intermediate role of strategic agility. For this purpose، the study developed a theoretical framework، in which the virtual structure was built on the three study variables. The theoretical descriptive approach was then used، to test the theoretical framework of the (554) large and medium Yemeni manufacturing companies. A simple random sample was chosen according to formula Thompson’s (2012). The sample size was (227) companies، for the data collection (454) questionnaires distributed to the companies Managers and their deputies. Data were analyzed using; exploratory statistical methods، global empirical analysis، and structural equation modeling (SEM) to test the quality of the measurements used. The study findings revealed that: A direct positive impact of human resources management strategies on sustainable competitive advantage was found، as well as a direct positive impact of human resource management strategies on strategic agility، as well as the direct partial positive impact of strategic agility on sustainable competitive advantage. It also confirmed the impact of strategic agility on the relationship between human resource management strategies and sustainable competitive advantage in manufacturing companies. This confirms the validity of the proposed theoretical model and the data of the study society. This is especially important for the industrial companies، especially the Yemeni ones، in dealing with the competitive challenges facing them and remaining within the framework of competition in the troubled business environment.