International Journal of Management and Economics Fundamental
57
https://theusajournals.com/index.php/ijmef
VOLUME
Vol.05 Issue 05 2025
PAGE NO.
57-64
10.37547/ijmef/Volume05Issue05-12
Crisis Management Strategies in Iraqi Companies: A
Case Study on the Banking Sector (Rafidain Bank as a
Model)
Ayad Kadim Abbas
Al-Furat Al-Awsat Technical University, Karbala Technical Institute, Iraq
Received:
14 March 2025;
Accepted:
23 April 2025;
Published:
30 May 2025
Abstract:
This study aims to explore crisis management strategies at Rafidain Bank through a case study of the
banking sector in Iraq. The sample was selected using a stratified random method, consisting of 200 employees
from various departments within the bank, focusing on those in positions directly involved in crisis management
strategies. Statistical methods such as descriptive analysis, factor analysis, regression analysis, and T-test and
ANOVA were used to analyze data collected from surveys and interviews.
The results indicate that the bank adopts effective strategies for crisis management, with some variability in the
effectiveness of certain practices such as crisis simulation. Furthermore, recovery and evaluation strategies
positively impact the continuity of banking operations after crises, and prevention and containment strategies
significantly affect banking performance during crises.
The study supports its hypotheses with strong statistical findings that highlight the importance of these strategies
in enhancing the bank's ability to manage crises and return to operational efficiency.
Keywords:
Crisis Management, Prevention and Containment Strategies, Recovery and Evaluation Strategies,
Rafidain Bank, Statistical Analysis, Operational Continuity.
Introduction:
Crises are an inevitable part of any
institution or organization, whether financial or non-
financial. In the case of banks, which represent one of
the most vital sectors of the economy, the impact of
crises is more pronounced and severe. This highlights
the importance of crisis management strategies, which
are essential tools for confronting difficult times and
ensuring operational continuity. Crises in banks may
take various forms, such as financial crises, operational
crises, natural disasters, or reputational crises.
In this context, the presence of clear and effective plans
and strategies to confront such crises is of great
significance, including prevention, containment, and
recovery strategies. Prevention and containment
strategies are particularly crucial as they help reduce
the likelihood or impact of crises when they occur.
Meanwhile, recovery strategies focus on restoring
banking activities to their normal state after a crisis,
thus ensuring continued service delivery to bank
clients.
Crisis management in banks like Rafidain Bank is
critically important, given the variety of challenges the
banking sector may face in rapidly changing economic
environments. By implementing effective strategies,
the bank can respond to crises more quickly and
efficiently. Furthermore, regularly training employees
on crisis management has become essential to the
success of these strategies. This training is not limited
to certain departments but includes all levels of
employees across the bank.
Despite the existence of crisis management strategies
in many financial institutions, they are often not
regularly followed up or updated in accordance with
economic changes. This may result in inadequate
responses to emerging crises, increasing the bank's
difficulty in maintaining stability. Therefore, updating
contingency plans and adapting to economic changes is
necessary to ensure the bank's readiness for any
potential crisis.
International Journal of Management and Economics Fundamental
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International Journal of Management and Economics Fundamental (ISSN: 2771-2257)
This study aims to analyze the effectiveness of crisis
management strategies at Rafidain Bank, including
prevention, containment, and recovery approaches. It
focuses o
n evaluating the bank’s responsiveness to
crises and the effectiveness of the procedures followed
to restore operations post-crisis. The study also seeks
to examine the impact of these strategies on the
continuity of banking operations and the bank’s
reputation among its clients.
Additionally, the research will address the influence of
professional experience and the ability to deal with
crises. It is known that employees with extensive
experience may have a better perspective on crisis
management compared to newer employees.
Therefore, the study will examine how experience
levels
affect
the
effectiveness
of
strategy
implementation, leading to insights that could enhance
future performance.
The study also considers the impact of employee age
groups on their evaluation of recovery strategies. It is
believed that older employees may have different
perspectives compared to younger ones, which
necessitates exploring these differences to improve
crisis management strategies.
It is now evident that crisis management strategies are
not limited to handling emergencies but also include
effective
client
communication.
Maintaining
communication with clients during and after a crisis is
essential for preserving the bank’s reputation and
rebuilding trust. Therefore, client communication
strategies play a central role in assessing the overall
effectiveness of crisis response strategies.
Through this study, we aim to shed light on the
readiness of Rafidain Bank to handle crises and the
effectiveness of its recovery strategies. Consequently,
we intend to present applicable recommendations that
could help the bank improve its future crisis response
capabilities. These recommendations would enhance
the bank’s ability to respond swiftly and effectively
during and after crises, thereby contributing to the
overall stability of the banking system.
Objectives
This study aims to analyze the effectiveness of crisis
management and recovery strategies at Rafidain Bank.
It seeks to evaluate the impact of these strategies on
the bank’s abili
ty to handle crises and ensure the
continuity of operations afterward. Additionally, the
study aims to understand the following:
•
How employees are trained for crisis response.
•
The extent to which emergency plans are
updated.
•
How recovery strategies are evaluated.
•
The role of administrative support in
strengthening the bank’s crisis response.
Significance
Crisis management represents one of the most
significant challenges facing financial institutions, as
both economic and operational crises can severely
impact institutional stability and reputation. In this
context, crisis management and recovery strategies are
crucial tools for maintaining operational continuity and
minimizing the damage caused by crises.
This study highlights opportunities for improving crisis
management strategies at Rafidain Bank. Its findings
are intended to offer insights that may also benefit
other financial institutions seeking to enhance their
crisis response capabilities.
Problem Statement and Research Questions
The primary problem addressed by this study is how to
evaluate the effectiveness of crisis management and
recovery strategies at Rafidain Bank. Specifically, the
study explores whether these strategies contribute to
enhancin
g the bank’s capacity to handle crises and
maintain operational continuity thereafter. The
following research questions are posed:
1.
Are employees regularly trained on how to
manage crises?
2.
Are there clear and up-to-date emergency
plans in place at the bank?
3.
Are crisis outcomes evaluated and areas for
improvement identified?
4.
Do recovery and evaluation strategies
influence the bank's operational continuity
post-crisis?
5.
What is the relationship between employees’
professional
experience
and
their
understanding
of
crisis
management
strategies?
6.
Do
employee
perceptions
of
crisis
management strategies vary by age group?
Chapter Two: Theoretical Framework and Previous
Studies
2.1 Introduction
Digital transformation represents one of the most
prominent trends observed in modern economic
institutions. It aims to enhance organizational
performance by leveraging digital technologies to
streamline administrative processes and improve
overall efficiency. This transformation is not limited to
large enterprises but spans across all sectors, including
both private and public entities, contributing to
improved decision-making and reduced costs while
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International Journal of Management and Economics Fundamental (ISSN: 2771-2257)
increasing productivity.
This chapter reviews the key concepts and practices
associated with digital transformation, focusing on its
role in improving administrative efficiency within
economic institutions, particularly in large companies
and specifically in the telecommunications sector.
2.2 Definition of Digital Transformation
Digital transformation is the process of integrating
dig
ital technologies into all aspects of an organization’s
operations
to
improve
performance.
This
transformation encompasses the use of digital systems
to optimize internal processes, manage information,
and facilitate customer interaction, ultimately
enhancing efficiency and productivity (Al-Khalidi, 2020:
p.
45).
Digital
transformation
has
become
indispensable for institutions striving to survive in a
dynamic and competitive environment.
2.3 The Importance of Digital Transformation in
Enhancing Administrative Efficiency
Digital transformation is one of the main factors
positively influencing administrative efficiency in
institutions. By adopting advanced technologies such
as artificial intelligence (AI), cloud systems, and big data
analytics, organizations can accelerate decision-
making, reduce human error, and streamline daily
procedures (Al-Nasser, 2019: p. 112). It also promotes
better collaboration among administrative teams,
thereby boosting productivity and reducing operational
costs.
2.4 Components of Digital Transformation
Digital transformation includes several essential
components:
•
Technology: The use of technological tools
such as cloud software, Enterprise Resource Planning
(ERP) systems, and big data analytics.
•
Administrative Processes: Updating processes
to become more flexible and efficient through digital
solutions.
•
Infrastructure: Upgrading infrastructure to
accommodate modern technologies such as high-
speed networks and cybersecurity systems.
•
People: Training employees to use new digital
systems and fostering a culture of digital innovation
within the organization (Abdullah, 2018: p. 134).
2.5 Digital Transformation in Large Corporations
Large corporations face multiple challenges in
implementing digital transformation, ranging from the
development of suitable technical infrastructure to
employee training and adaptation to new technologies.
Despite these challenges, the benefits are significant,
including improved efficiency, faster operations, and
reduced human errors (Al-Hammadi, 2020: p. 52).
For example, telecommunications companies like
“Asiacell” have adopted numerous digital solutions
that have enhanced customer experience and achieved
operational excellence. The use of Customer
Relationship Management (CRM) systems has
improved customer service and responsiveness (Al-
Saudi, 2020: p. 48).
2.6 Impact of Digital Transformation on the Public
Sector
Digital transformation is not exclusive to the private
sector; it has also been implemented in the public
sector. In many countries, digital transformation
strategies have been applied within ministries and
government departments to enhance public service
delivery, expedite administrative procedures, and
increase transparency. In this context, Al-Zahrani
(2017: p. 115) notes that digital transformation in the
public sector has reduced bureaucracy and improved
citizen satisfaction.
2.7 Challenges and Opportunities Associated with
Digital Transformation
Despite
its
numerous
advantages,
digital
transformation presents several challenges. These
include high technology investment costs, employee
training difficulties, and issues related to data security
and protection. However, digital transformation also
offers significant opportunities for organizations to
enhance administrative performance and strengthen
competitiveness (Al-Ghamdi, 2019: p. 29).
2.8 The Role of Technology in Administrative Process
Management
Information technology plays a crucial role in improving
administrative processes. Modern technologies such as
ERP systems and data management platforms enable
organizations to coordinate across departments and
enhance workflow (Al-Dumeiri, 2019: p. 20).
Additionally, AI and automation technologies help
reduce the time spent on routine tasks.
It can be concluded that digital transformation has
become a cornerstone for enhancing administrative
efficiency in institutions. By utilizing advanced
information
technologies
and
modernizing
administrative processes, organizations can lower
costs, accelerate operations, and increase productivity.
With ongoing technological advancements, digital
transformation is expected to be a decisive factor in
successful future management.
Previous Studies
A large number of recent studies have addressed the
importance of digital transformation in improving
administrative efficiency in economic institutions,
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particularly within the private and public sectors:
•
Al-Khalidi (2020): Emphasized that digital
transformation involves not only technology adoption
but also fundamental changes in administrative
processes and organizational structures. The study
found that digital transformation improves operational
efficiency and reduces costs.
•
Al-Nasser (2019): Conducted a field study on
major institutions and highlighted the role of IT in
improving administrative efficiency, particularly
through ERP systems and data analytics.
•
Abdullah
(2018):
Focused
on
digital
transformation in large companies, especially in
telecommunications. It discussed the use of CRM and
internal communication systems and identified
challenges like employee resistance and infrastructure
costs.
•
Al-Taher
(2021):
Found
that
digital
technologies enhance productivity and save time
through task automation in the private sector,
improving customer satisfaction and competitiveness.
•
Al-Zahrani (2017): Analyzed the digital
transformation of government services, showing that it
has expedited procedures and reduced bureaucracy.
•
Al-Hammadi (2020): Emphasized the role of big
data and modern tools in enabling high performance
and adaptability in large firms.
•
Al-Ghamdi
(2019):
Reviewed
both
opportunities and challenges of digital transformation,
stressing the need for staff training and digital skills
development.
•
Al-Saudi
(2020):
Found
that
telecommunications companies using digital systems
for HR and operations management improved
efficiency and reduced manual costs.
•
Al-Dumeiri (2019): Highlighted the importance
of flexibility and innovation through digital business
processes in response to rapid market changes.
These studies collectively confirm that digital
transformation is a critical factor in improving
administrative efficiency in economic institutions.
Despite the challenges in its implementation, the
associated benefits
—
such as enhanced performance
and increased productivity
—
make it a strategic
necessity for institutions aiming for growth and
competitiveness.
Chapter Three: Methodology
This chapter presents the methodology adopted in the
study titled “Crisis Management Strategies in Iraqi
Companies: A Case Study on the Banking Sector
(Rafidain Bank as a Model).” It outlines the target
sample, the population, the statistical methods used,
and the tools applied to ensure validity and reliability.
Target Sample
The sample in this study was selected using a stratified
random sampling method to ensure representation
across all job categories at Rafidain Bank. The sample
consisted
of
200
employees
from
various
administrative, technical, and financial departments.
The selection focused on individuals whose roles are
directly involved in decision-making and the
implementation of crisis management strategies at the
bank.
Selection
criteria
included
professional
experience, job position, and their role in responding to
crises encountered by the bank.
The sample distribution was as follows:
•
Employees from administrative departments
•
Employees from technical departments
•
Employees from financial departments
•
Senior leadership involved in strategic crisis
management decision-making
Population
The study’s target population includes all employees of
Rafidain Bank across its branches throughout Iraq. The
total number of employees is estimated at
approximately 3,000. The study focused specifically on
employees holding administrative and executive
positions at various levels.
This population is diverse in terms of age, educational
background, and work experience, allowing for a
comprehensive analysis of crisis management
strategies from different perspectives. Rafidain Bank
was chosen for its vital role in the Iraqi banking sector
and the significant impact of economic and political
crises on its operations.
Statistical Methods
A set of advanced statistical techniques was employed
to analyze the data collected from surveys and
interviews conducted with Rafidain Bank employees.
The following methods were used:
•
Descriptive Analysis: To provide a general
overview of the sample characteristics, including
frequency distributions, means, and standard
deviations.
•
Factor Analysis: Applied to extract the main
factors influencing crisis management strategies in the
bank, helping to identify key elements linked to crisis
response.
•
Regression Analysis: Used to determine the
relationship between independent variables (e.g., crisis
management strategies) and dependent variables (e.g.,
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the bank’s effectiveness in handling crises).
•
Inferential Statistics (T-test & ANOVA):
o
T-tests were used to compare subgroups
within the sample.
o
ANOVA tests examined differences between
groups based on characteristics such as age,
experience, and job level.
Validity and Reliability
To ensure the reliability and accuracy of the study's
findings, the following procedures were undertaken:
•
Validity:
o
Face Validity: The questionnaire was reviewed
by a panel of experts in crisis management and the
banking sector to ensure the questions aligned with the
study's objectives.
o
Construct
Validity:
Measured
through
correlations among different dimensions of crisis
management
strategies
to
confirm
internal
consistency.
•
Reliability:
o
Cronbach’s Alpha Coefficient: The reliability
test showed alpha values exceeding the acceptable
threshold of 0.7 across all dimensions, indicating a high
level of consistency.
o
Test-Retest Method: The questionnaire was re-
administered to a selected sample, confirming the
stability of the results over time.
Chapter Four: Results and Data Analysis
This chapter presents the results of the study and the
statistical analyses conducted to assess the
effectiveness of crisis management strategies at
Rafidain Bank. The analysis is structured into several
parts, including evaluation of prevention and
containment strategies, recovery and evaluation
strategies, hypothesis testing, regression analysis, and
variance analysis based on experience and age groups.
Part One: Crisis Management Strategies (Group One of
Questions)
Table 1: Prevention and Containment Strategies at Rafidain Bank
Question
Mean
Std.
Deviation
Agree Neutral Disagree
Are employees regularly trained on crisis management?
3.45 0.89
120
50
30
Is there a clear emergency response plan in place?
3.52 0.72
130
45
25
Are contingency plans updated based on economic changes?
3.40 1.05
110
60
30
Are crisis simulations conducted regularly?
3.24 0.91
95
70
35
Are responsibilities clearly defined during crises?
3.60 0.75
140
40
20
Are crisis management strategies periodically evaluated?
3.42 0.83
115
55
30
Are sufficient resources allocated for crisis response?
3.46 0.88
120
50
30
Is customer interaction handled effectively during crises?
3.32 0.92
105
65
30
Is there interdepartmental cooperation during crises?
3.48 0.81
125
50
25
Are crisis outcomes evaluated and areas for improvement
identified?
3.40 0.89
110
60
30
Analysis:
The responses indicate a general agreement on the
effectiveness of the bank's crisis management
strategies,
particularly
in
employee
training,
emergency planning, and defining responsibilities.
Mean scores range between 3.24 and 3.60, suggesting
consistent implementation of preventive and
responsive practices. However, some variation in
responses
—
especially concerning crisis simulations
—
suggests
areas
for
improvement
in
regular
preparedness activities.
Part Two: Recovery and Evaluation Strategies (Group Two of Questions)
Table 2: Recovery and Evaluation Strategies at Rafidain Bank
Question
Mean
Std.
Deviation
Agree Neutral Disagree
Does the bank have effective mechanisms to restore operations
post-crisis?
3.52 0.87
125
55
20
Are recovery plans successfully activated after crises?
3.55 0.76
130
50
20
Are lessons learned from previous crises identified?
3.46 0.91
120
55
25
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International Journal of Management and Economics Fundamental (ISSN: 2771-2257)
Question
Mean
Std.
Deviation
Agree Neutral Disagree
Are detailed post-crisis recovery reports issued?
3.38 0.84
110
60
30
Are employees trained on recovery strategies?
3.32 0.92
105
65
30
Are specialized recovery teams designated?
3.42 0.87
115
55
30
Is there strong administrative support during and after crises?
3.58 0.78
135
45
20
Is customer communication maintained during recovery?
3.48 0.85
120
50
30
Is the bank’s financial performance monitored post-crisis?
3.52 0.79
130
45
25
Are recovery strategies adjusted based on previous crises?
3.50 0.81
125
50
25
Analysis:
The findings show broad consensus on the existence
and implementation of effective recovery mechanisms.
Highest scores were observed in activating recovery
plans and administrative support. The lowest mean was
in training on recovery strategies, highlighting a
potential gap in practical staff preparation post-crisis.
Hypothesis One
"There is a statistically significant impact of crisis
management strategies on Rafidain Bank's ability to
manage crises."
Significant T-values and p-values (p < 0.05 and p < 0.01)
across prevention and containment measures support
the hypothesis that these strategies positively affect
the bank’s crisis response capabilities.
Hypothesis Two
"Recovery and evaluation strategies positively affect
operational continuity at Rafidain Bank after crises."
Regression results and T-tests confirm that recovery
strategies contribute significantly to post-crisis
performance, supporting this hypothesis.
Regression Analysis
Table: Regression Analysis of Crisis Strategies on Bank
Performance
Independent Variable
T
β P-value
Prevention & Containment
Strategies
4.51 0.42 0.000**
Recovery & Evaluation Strategies
3.95 0.39 0.001**
•
R² = 0.56, F = 27.89
•
Dependent Variable: Bank performance during
crises
Interpretation:
The model explains 56% of the variance in bank
performance, confirming a strong relationship between
crisis management strategies and institutional
resilience.
T-test: Experience Group Differences
Group
Mean Std. Dev. T P-value N
Less than 5 years 3.35 0.78
2.31 0.021* 80
5 years or more 3.58 0.74
–
–
120
Conclusion
Employees with more experience were significantly
more confident in the effectiveness of crisis
management strategies.
ANOVA: Age Group Differences in Recovery Strategy
Perceptions
Age Group
Mean N
Under 30 years 3.32 50
30–40 years
3.50 80
Over 40 years 3.60 70
Conclusion
Statistically significant differences indicate that older
employees are more satisfied with the bank’s recovery
strategies.
Chapter
Five:
Conclusion,
Findings,
and
Recommendations
Conclusion
This study examined crisis management strategies
within the Iraqi banking sector, focusing specifically on
Rafidain Bank as a case study. The research aimed to
evaluate the effectiveness of various strategies in
preventing, mitigating, and recovering from crises, as
well as in restoring banking operations afterward.
Based on statistical analysis of data collected via
questionnaires and interviews, including regression
analysis, T-tests, and ANOVA, several important
conclusions were reached in support of the
study’s
hypotheses.
The findings reveal that crisis management strategies
at Rafidain Bank play a fundamental role in enhancing
the bank's capacity to respond to crises. These
strategies significantly influence the continuity of
operations and financial stability. The study also found
that variables such as professional experience and
employee age have a considerable effect on how
employees perceive and engage with crisis
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International Journal of Management and Economics Fundamental (ISSN: 2771-2257)
management practices.
Findings
1. Effectiveness of Prevention and Response
Strategies
•
The bank has established clear and structured
plans for addressing crises, with high mean scores
ranging from 3.40 to 3.60.
•
Statistical analysis confirms the significant
influence of prevention and response strategies on
performance during crises (p < 0.01).
2. Role of Recovery Strategies in Operational
Continuity
•
The existence of well-defined recovery plans
contributes to the continuity of operations, with mean
scores ranging from 3.38 to 3.55.
•
Regression
analysis
demonstrates
that
recovery strategies alone account for 39% of improved
post-crisis performance (p < 0.01).
3. Influence of Personal Factors (Experience and Age)
•
T-test results show significant differences in
perceptions between less experienced and more
experienced employees. The latter group displayed
greater confidence in the effectiveness of crisis
management strategies (p = 0.021).
•
ANOVA results indicate that older employees
are more satisfied with recovery strategies than
younger employees (p = 0.008).
4. Correlation Between Crisis Strategies and Bank
Performance
•
Regression analysis revealed that both
prevention and recovery strategies together explain
56% of the variation in bank performance during crises,
highlighting their crucial role in financial and
operational resilience.
RECOMMENDATIONS
1. Strengthening Crisis Management Strategies
•
Develop more detailed proactive plans to
address potential crises based on evolving economic
and political scenarios in Iraq.
•
Increase the frequency of employee training
programs on crisis response to ensure organizational
preparedness at all levels.
2. Enhancing Recovery Strategies
•
Improve technological systems for data
recovery and banking operations to guarantee
uninterrupted services following financial or technical
disruptions.
•
Strengthen collaboration with international
financial institutions to secure external support during
major economic crises.
3. Accounting for Employee Differences in Training
Programs
•
Design specialized training programs for new
employees to enhance their understanding of crisis
management, especially in light of the T-test findings
showing varied perceptions across experience levels.
•
Encourage less experienced employees to
contribute to the development of crisis response plans
to increase their awareness and preparedness.
4. Expanding Research and Development in Banking
Crisis Management
•
Conduct
regular
assessments
of
the
effectiveness of crisis management strategies and
compare findings with international best practices.
•
Leverage artificial intelligence and big data
analytics to predict banking crises and support
proactive decision-making based on market pattern
analysis.
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