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Evaluating the dimensions of strategic intent according to the Hamel and Prahalad model/a case study in Oil Projects SCOP Company

Ahmed Abdullah Danook (Hawija Technical Institute, Northern Technical University, Mosul, Iraq)
Omar-F Hasan Al.obaidy (Department of Business Administration, Al-Rafidain University College, Baghdad, Iraq)

Nankai Business Review International

ISSN: 2040-8749

Article publication date: 2 December 2022

Issue publication date: 15 February 2024




The purpose of this study is to examine the dimensions of strategic intent (SI; see Appendix 1) according to the Hamel and Prahalad model as a building for the future, relying on today’s knowledge-based and proactive strategic directions of management as long-term and deep-perspective creative directions, objective vision and rational analysis, integrative in work, survival structure and comprehensiveness in perception.


The quantitative approach was used based on research, detection and proof, as data were collected from leaders amounting to 70 respondents and analyzed in the SPSS program and ant colony optimization (see Appendix 1) algorithm and interpretation of the results.


It was found that the SI dimensions are poorly available due to problems related to foresight, capabilities and the strategic structure that represents the head of strategic objectives.

Practical implications

The empirical evaluation view of the study is valuable for leaders to draw a future strategy of advantage for organizations in developing countries to enrich their core capabilities by activating the SI dimensions.


It stems from a vital issue related to strategic dimensions aimed at a better future for strategic executive work, especially after the crisis that led to a significant decline in the level of performance of organizations.



Danook, A.A. and Al.obaidy, O.-F.H. (2024), "Evaluating the dimensions of strategic intent according to the Hamel and Prahalad model/a case study in Oil Projects SCOP Company", Nankai Business Review International, Vol. 15 No. 1, pp. 67-87.



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