One of the outcomes of the scientific and knowledge revolution and Information and Communication Technology witnessed in the world today is the civilizational openness, which led to facing a major challenge to most countries of the world. This has been further complicated by rapid and frequent dynamic transformation and increasing growth of the requirements of human needs satisfaction. Therefore, the establishment of mechanisms and strategies to coexist with this civilizational openness with its various aspects, the social aspect of which is one of the most prominent aspects, has become one of the most urgent human needs at the present time. In view of the foundations of social systems, we find that the educational system comes at the forefront of such systems because it is the basis of building all generations; the success or failure of this system is reflected on various components of the society. Therefore, this system shall be the major concern of those in charge to know its progress and weakness and to rectify the deviation if any (Almuqemia, 2014). All organizations ensure to carry out administrative reform programs as being an important step for the development of their economic and social development, as well as help to consolidate and establish the general policies of the state and raise the quality of effectiveness of government programs and its continuous support to public and private institutions. Universities are currently in the age of knowledge and looking for more efficiency, which make the Higher Education Department requires the adoption of modern policies to shift from traditional model to more developed methods such as governance. Moreover, attention given to the issue of governance, especially in the governance of universities in the past few years, has increased for some considerations, the most important of which is the fact that governance constitutes the framed organizing to determine the objectives of the higher education institutions and to manage its resources and components in accordance with the rules of transparency, participation and accountability in order to improve education, ability to face the technological challenges, the increasing number of public and private higher education institutions and having higher requirements of labor market (Al Alfi, 2016: 11).

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 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.