This study seeks to understand and explore how women social entrepreneurs select their employees and how this can affect their social impact. This study has two objectives. The first is to explore the most attractive employees’ employability characteristics chosen by women entrepreneurs. The second objective was to explore the relationship between employability characteristics and the social impact of the social enterprises. This study used an exploratory quantitative paradigm to reach the study’s findings. Multiple correspondence analysis (MCA) explores employability characteristics the women social entrepreneurs select and the relationship between the selected employability characteristics and the social impact of the women’s social enterprises. The data were collected using a cross-sectional questionnaire. Data were collected from 382 employees working in 174 female social enterprises. Women social entrepreneurs were found to prefer employees with high interpersonal skills, high ethics, high physical abilities, high abilities to learn, high implicit knowledge, high reliability, and low soft skills. Linking these employability skills to social impact revealed that implicit knowledge and interpersonal skills are the most influential. A paucity of research discusses how women social entrepreneurs recruit their employees. This problem is getting worse when it comes to small social enterprises. This study led to a discussion about employability characteristics in women’s social enterprises and their impact on social impact.

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

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.