The contribution of digital leadership to achieving competitive advantage in light of the principles of the productive university - a proposed scenario

Authors

  • الهام نايف الراجحي

DOI:

https://doi.org/10.36325/2021/ghjec.v17i3.10222

Keywords:

digital leadership - competitive advantage - the productive university

Abstract

Abstract:

The aim of the research is to build a proposed scenario to reveal the contribution of digital leadership to achieving competitive advantage in Saudi universities in light of the principles of the productive university. The research provided a procedural framework that guides Saudi universities and technically directs their efforts. To achieve competitive advantage in light of the principles of productive universities. It is concerned with developing leaders in line with the new university system that achieves the disciplined autonomy of universities; This prompts it to find new sources of funding. The descriptive analysis method was also used for its relevance to the topic of the research. The most important results are that the digital revolution and competitive advantage are among the most important justifications for the transformation of universities into a productive university, and this does not negate its role in performing its basic functions. The proposed scenario is based on developing mechanisms for the development of the (digital) infrastructure of universities, while increasing financial resources through smart investment of university services and products to achieve competitive advantage. The most important recommendations: Attracting competencies capable of investing digital leadership in finding innovative funding alternatives for the university. Re-engineering digital systems in all sectors of the university, to achieve competitive advantage.

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Published

2022-08-24

How to Cite

الراجحي ا. ن. (2022) “The contribution of digital leadership to achieving competitive advantage in light of the principles of the productive university - a proposed scenario”, Al-Ghary Journal of Economic and Management Sciences, 17(3), pp. 94–117. doi: 10.36325/2021/ghjec.v17i3.10222.