Introduction
Contemporary management thinking is focused on finding the ideal model for organizations seeking leadership in a business environment characterized by rapid digital transformation. Among the essential requirements for achieving this desired image, "digital human resource capabilities" have emerged as an indispensable foundation, Excellence is no longer limited to traditional performance, but is now contingent on having a workforce with the technical and cognitive skills to adapt technology to serve organizational goals. These capabilities represent the integrated system of technical and leadership paths that constitute the independent variable in the current research. In the same vein, investing in these digital capabilities and directing them towards formulating a flexible future vision is what guarantees the organization's achievement of "strategic success," which is the dependent variable in this research and reflects the organization's ability to adapt, survive, and grow in performance. Here, the research problem emerges in the digital gap suffered by some tourism companies, represented by the decline in interest in attracting digital competencies from the outputs of tourism academic institutions, as well as the weak adoption of technical training policies that contribute to honing the skills of current cadres, which has led to a decline in the level of response to modern strategic challenges. The current research aims to measure the level of understanding among management and employees in tourism companies of the importance of digital human resources capabilities and how they reflect on the path to overall strategic success. To achieve this, a research sample of 123 administrative leaders and employees from a group of tourism companies active in the tourism market (Baghdad, Karbala, Najaf). Their opinions were surveyed using a rigorous scientific questionnaire, which was statistically processed using advanced software (SPSS/AMOS).
Structurally, the research was organized into four main sections. The first section was devoted to the methodological framework, while the second reviewed the theoretical foundations of the variables. while the third section dealt with the practical aspect and data analysis, leading to the fourth section, which included a set of conclusions, recommendations, and proposals to enhance the digital and strategic reality of the organizations under study.
Section 1: Methodology
First: Research problem
Tourism organizations in Iraq, especially those working in the religious tourism sector, face enormous challenges in keeping pace with the rapid technological advances imposed by the knowledge economy. The problem lies in these organizations' reliance on traditional management styles that lack the "digital capabilities" necessary to effectively manage human resources, which has negatively affected their ability to achieve "strategic success."
This problem is evident in the absence of modern digital mechanisms for selecting and attracting talent, and the weak bridges of cooperation between companies and academic institutions (tourism colleges and institutes) to supply the market with highly skilled graduates. It is also noticeable that companies are moving away from adopting effective digital training policies that contribute to transforming traditional human resources into "digital human capital," This has led to a weak response to strategic requirements and a decline in competitiveness in a work environment characterized by economic and social volatility and instability. Consequently, the failure to build and invest in digital human resources has prevented these organizations from achieving their desired levels of performance and strategic success.
Second: Research questions:
Based on the above, the research problem can be crystallized in the following main question and sub-questions:
Main question:
What is the nature of the relationship and impact between digital human resource capabilities and the achievement of strategic success in tourism companies operating in Iraq?
Sub-questions:
Third: The importance of the research:
The importance of the current research stems from two complementary paths, one of which reinforces the theoretical and cognitive aspect, while the other focuses on the practical and field aspect, as follows:
1. Scientific importance (theoretical track):
The scientific importance lies in addressing two vital variables that represent the interface of contemporary management in light of the Fourth Industrial Revolution, as "digital human resource capabilities" are the main driver of the shift from traditional management to smart management. Individuals with digital knowledge and skills are the "strategic ammunition" of an organization in an environment characterized by fierce digital competition. The importance of this research lies in the fact that it links these capabilities to "strategic success," a concept that goes beyond short-term goals to focus on sustainability, competitive excellence, and innovation. Therefore, this scientific effort contributes to enriching the management library with a theoretical framework that illustrates how digital capabilities can be a bridge to sustainable strategic success.
2. Practical importance (applied field track):
The field importance is embodied in the nature of the vital sector addressed by the research, which is the tourism sector in the city of Baghdad, with a focus on religious tourism, which is the main pillar of the tourism industry in Iraq. The importance here is highlighted by:
- To what extent do the administrative leaders of tourism companies understand the concept and dimensions of digital human resource capabilities (digital knowledge, technical skills, digital leadership)?
- What is the level of strategic success reflected in the performance indicators of the companies under study (survival, adaptation, growth)?
- Do digital human resource capabilities contribute significantly and statistically significantly to enhancing the chances of strategic success for the tourism companies in the research sample?
- Iraq's unique location on the global and regional tourism map, which requires digital tourism management commensurate with this strategic importance.
- The need for tourism companies in Baghdad to adopt "digitization" in the management of their human resources to ensure the provision of professional services in line with the global expectations of visitors and tourists.
- Providing decision-makers in tourism institutions with scientific insights on how to invest in digital competencies to meet changing economic and social challenges and transform the tourism sector into a developed economic contributor based on technology and innovation.
Fourth: Research objectives:
The current research seeks to achieve a set of scientific and practical objectives, the most prominent of which can be summarized in the following points:
- Intellectual rooting of variables by clarifying the conceptual frameworks and modern intellectual axes for both the independent variable (digital human resource capabilities) and the dependent variable (strategic success), and clarifying the nature of the interactive relationship between them in contemporary management thought.
- Diagnosing the digital reality by highlighting the level of adoption of digital capability indicators by tourism companies in Baghdad, particularly in terms of attracting technical talent, developing the digital skills of employees, and the availability of digital leadership that supports innovation.
- Measuring strategic performance effectiveness by clarifying the levels of understanding of senior management and employees of the dimensions of strategic success, and analyzing the extent to which the possession of digital capabilities is reflected in the adaptation, survival, and growth of the companies under study.
- Develop a relational model by testing and analyzing the correlation and impact between digital human resource capabilities and the achievement of strategic success, to identify the role that digitization plays in bridging management gaps in the tourism sector.
- Presenting a forward-looking vision by offering a set of practical proposals and recommendations derived from the field study, which contribute to enabling tourism administrations to build "digital human structures" capable of ensuring continued success and leadership in the changing tourism labor market.
Fifth: Conceptual Framework :
The hypothetical model serves as a mental and methodological map for the research, translating the study problem into clear paths that define the nature and direction of the relationships between variables. The hypothetical model for the current research was constructed to reflect the relationship between digital human resource capabilities and strategic success as follows:
1. Independent (explanatory) variable:
This is embodied in "digital HR capabilities," which are the set of skills and capabilities that enable human resources to work effectively in the digital environment, measured by the following dimensions:
- Digital Knowledge
- Technical Skills
- Digital Leadership
2. Dependent variable (response):
This is embodied in "Strategic Success," which expresses the final outcome of the organization's excellence and is measured by the following dimensions:
- Adaptability
- Survival
- Growth
Figure 1. Figure 1: Conceptual framework
Sixth: Research Hypotheses
Based on the research hypothesis and in order to test the nature of the relationship between the variables under study, the main hypothesis and the sub-hypotheses derived from it were formulated as follows:
1- Main hypothesis: "There is a statistically significant relationship between digital human resource capabilities and the strategic success of the tourism companies in the research sample, ." This hypothesis gives rise to the following sub-hypotheses:
1-1 First sub-hypothesis: There is a statistically significant relationship between the dimension of digital knowledge and the strategic success of the tourism companies in the sample.
1-2 Second sub-hypothesis: There is a statistically significant relationship between the dimension of technical skills and the strategic success of the tourism companies under study.
1-3 Third sub-hypothesis: There is a statistically significant relationship between digital leadership and the strategic success of the tourism companies studied.
Seventh: Research Methodology:
The research methodology represents the procedural basis adopted by the researcher in investigating facts, collecting data, and interpreting the nature of the relationships between the variables under study; it is the philosophical and behavioral reflection of choosing the most appropriate scientific tools to address the study problem.
In light of the nature of the current variables (digital human resource capabilities and strategic success), the "Descriptive-Analytical Approach" was adopted due to its high suitability for field administrative and economic studies. This approach works on two levels:
- Descriptive level: through the diagnosis and reality of digital human resource capabilities in the tourism companies in the research sample, and determining the levels of strategic success achieved in them.
- Analytical level: By using advanced statistical tools to analyze the data collected through the questionnaire, testing hypotheses of influence and correlation, and deducing results that contribute to understanding how to transform digital capabilities into a sustainable competitive advantage.
The research also relies on an exploratory study method to explore opinions and trends in the tourism environment (Baghdad, Karbala, Najaf), providing a solid database to support strategic decision-making in these organizations.
Eighth: Data collection sources and methods:
The research relied on a dual data collection strategy to gather information and verify its hypotheses, which included the following two tracks:
A. Theoretical aspect (knowledge framework):
Concepts related to "digital human resource capabilities" and "strategic success" were covered through a comprehensive desk survey of reliable sources, which included:
- Recent Arabic and foreign books and publications in the fields of digital management and strategy.
- Peer-reviewed scientific journals, university theses, and relevant dissertations (PhD & MSc).
- Global reports issued by international research centers and consulting firms (such as Deloitte and Gartner) concerned with digital transformation.
- Information and data available on the Internet to ensure that the latest technical developments in the tourism sector are kept up to date.
B. Practical aspect (field study):
To achieve the objectives of the study in the tourism environment (Baghdad, Karbala, Najaf), the following tools were used:
- Questionnaire: This was the main research tool, designed according to a five-point Likert scale to survey the opinions of the research sample (123 participants) on the dimensions of digital human resource capabilities and strategic success indicators. It was subjected to validity and reliability tests to ensure the accuracy of the results.
- Interviews: In-depth interviews were conducted with a select group of decision-makers and department managers in the companies under study, with the aim of understanding the real challenges facing the digital transformation process and its impact on strategic performance.
- Field observation: The researcher conducted field visits to the headquarters of tourism companies to directly observe the level of "digitization" in administrative processes, assess the technical readiness of the workforce, and how this is reflected in the quality of tourism services provided.
Ninth: Research limitations:
The parameters of the current study are defined by the following frameworks, which outline the scope of the results:
A. Spatial Limits: The spatial scope of the study was limited to the headquarters of tourism companies operating in the tourism market (religious and recreational) in the following provinces: Baghdad, Karbala, and Najaf, due to the strategic and tourist importance of these cities in Iraq.
B. Temporal Limits: The time period covered by the field study for data collection and questionnaire distribution, which extended throughout the month of December 2025.
C. Human Limits: The study targeted administrative leaders and specialized cadres in the companies surveyed, including the following categories: (company owners, general managers, assistant managers, department heads, and administrative supervisors), as they are the group most capable of assessing the capabilities of digital human resources and the strategic success of their organizations.
D. Scientific and Subjective Limits: The research was limited to the study and analysis of the following variables:
Independent variable: digital human resource capabilities (digital knowledge, technical skills, digital leadership).
Dependent variable: Strategic success ( adaptation, survival, growth ).
X. Statistical Methods and Tools:
Statistical tools are the technical translators of raw data, converting field responses into indicators and digital information that contribute to testing research hypotheses and reaching accurate scientific conclusions. The current research relied on the advanced statistical software package (25SPSS V.) and the program (25AMOS V.) for data processing, according to the following methods:
- Cronbach's Alpha: to measure the stability and internal consistency of the questionnaire items and to ensure the validity of the measurement tool for application.
- Frequencies & Percentages: To describe the demographic characteristics of the research sample and determine the distribution of responses.
- Weighted Mean: To determine the level of response of the sample individuals to the research variables (digital human resource capabilities, strategic success) and to know the weight of each item.
- Standard Deviation: To measure the dispersion or convergence of the sample's responses from their arithmetic mean, which is an indicator of the homogeneity of opinions.
- Coefficient of Variation: To compare the dispersion of the dimensions of the variables, which is more accurate than standard deviation in determining relative homogeneity.
- Pearson Correlation: To test the nature and strength of the correlation between digital human resource capabilities and strategic success.
- Simple Linear Regression Analysis: To measure the extent to which the independent variable (digital human resource capabilities) as a whole affects the dependent variable (strategic success).
- Stepwise Multiple Regression: To determine which dimensions of digital capabilities (digital knowledge, digital skills, digital leadership) are most influential and contribute most to strategic success.
- Coefficient of determination (R^2): To indicate the explanatory power of the model, i.e., to know the amount of variance in strategic success explained by digital human resource capabilities.
- Structural Equation Modeling (SEM): Using AMOS software to test the quality of the hypothetical model's fit to the actual data and measure the direct effects between latent variables.
Eleventh - Research tool (questionnaire):
The questionnaire is the main tool used by the research to collect primary data and convert qualitative opinions into quantitative data that can be statistically measured. It was designed based on sound theoretical frameworks and previous studies related to my two topics (digital human resource capabilities) and (strategic success) to ensure that all dimensions of the variables under study were covered.
1- Questionnaire structure:
The final version of the questionnaire consisted of two main sections, as follows:
Section I (Descriptive Data): This section includes demographic and functional information about the sample individuals (gender, age, educational attainment, years of service, and job level) with the aim of diagnosing the nature of the human resources under study.
Section II (Research Themes): This section included paragraphs measuring the independent variable (digital human resource capabilities) and its dimensions, and the dependent variable (strategic success) and its dimensions. The researcher adopted a 5-point Likert scale ( ) to determine the degree of agreement of the sample individuals, with weights ranging from (1) for "strongly disagree" to (5) for "strongly agree."
2- Sources for constructing the questionnaire:
The items in the tool were constructed based on international standards and rigorous scientific criteria. Table 1 shows the distribution of items and sources used for each variable:
| T | Independent and dependent variables | Dimensions of the main variables | Items | Source |
| 1 | Digital human resource capabilities | Digital knowledge | 4 | Westerman et al, 2014Kane et al, 2015Lanzolla et al, 2020 |
| 2 | Strategic Success | |||
Second: Research tool measurement criteria and validity tests :
To ensure the accuracy of the statistical results and the ability of the research tool (questionnaire) to measure the variables under study, the following procedures were followed:
1- Tool measurement (Likert Scale):
The study adopted the 5-point Likert Scale to evaluate the responses of the sample individuals, as it is one of the most common and accurate scientific scales for measuring administrative and behavioral trends. The scale ranges from 1 ( ) to 5 (Strongly Agree), with the highest weight (5) assigned to the degree that reflects the highest levels of agreement with the digital human resource assessment items and strategic success indicators, as shown in the following breakdown:
(Strongly agree: 5, Agree: 4, Neutral: 3, Disagree: 2, Strongly disagree: 1).
2- Validity and reliability tests :
In order to verify the scientific reliability of the tool and its suitability for field application in tourism companies, the following tests were conducted:
A. Face Validity: Face validity is an essential procedure to ensure that the questionnaire items accurately reflect the variables to be measured. Accordingly, the draft questionnaire was presented to a group of referees and experts specializing in the fields of digital human resource management, strategic management, information technology, and tourism organization management. Their scientific insights contributed to the revision and modification of the wording to ensure its alignment with the digital and strategic environment of tourism companies in Baghdad, Najaf, and Karbala, leading to the final version of the tool.
B- Stability of the tool using Cronbach's Alpha: Cronbach's Alpha was used to measure the internal consistency between the questionnaire items, which is an indicator that ensures the stability and reliability of the results if the tool is reapplied to a similar sample in different time conditions. According to statistical literature (Nunnaly & Bernsten, 2021), a value greater than 0.70 is considered acceptable and reliable in administrative and economic studies. Table 2 shows the test results for the current research variables:
| Dimensions | Coding | Number of paragraphs | Stability coefficient α | Truthfulness coefficient |
| Digital human resource estimates | X | 12 | 0.941 | 0.970 |
| Digital knowledge | X | 4 | 0.837 | 0.914 |
| Digital Leadership | X2 | 4 | 0.856 | 0.919 |
| Technical Skills | X3 | 4 | 0.792 | 0.889 |
| Strategic Success | Y | 12 | 0.956 | 0.977 |
| Adaptation | Y1 | 4 | 0.858 | 0.926 |
| Survival | Y2 | 4 | 0.909 | 0.953 |
| Growth | Y3 | 4 | 0.853 | 0.923 |
| Individual paragraphs | 12 | 0.953 | 0.976 | |
| Even paragraphs | 12 | 0.973 | 0.986 | |
| Correlation coefficient of the questionnaire | 0.925 | |||
| Spearman-Brown coefficient | 0.961 | |||
| Guttman's coefficient for half-scale fragmentation | 0.969 | |||
XII. Research community and sample :
The process of selecting the research community and sample is the cornerstone for ensuring the validity and generalizability of the results, as it is the bridge that connects theoretical concepts with the reality of field practice. In light of the variables of the current research, the human and spatial scope was determined as follows:
1- Study community and sample :
The research targeted administrative leaders in tourism companies active in the tourism sector (especially religious tourism) in the provinces of Baghdad, Najaf, and Karbala. Thirty tourism companies were selected, with ten companies from each province. The researcher used purposive sampling, targeting senior and middle management (company owners, managers, assistants, and department heads), as they are the group most capable of understanding the requirements of digital transformation and charting paths to strategic success.
A total of 130 questionnaires were distributed, of which 123 were valid for statistical analysis, representing a high response rate that enhances the reliability of the data. It should be noted that the researcher faced a field challenge in the absence of clear organizational structures in some companies, which necessitated the selection of the most stable and organized companies to ensure measurement accuracy.
2- Demographic and functional characteristics of the research sample :
The descriptive results showed essential characteristics that reflect the awareness and quality of the research sample, as follows:
- Academic qualifications: The results revealed a high academic level, with bachelor's degree holders constituting the largest percentage (70%), followed by holders of higher degrees (master's and doctorate) with a total percentage of 24%. This high level of education is a positive indicator of the sample's ability to understand digital concepts and use modern technical tools, which adds to the reliability of the data.
- Job position: The category of "department heads" accounted for the highest percentage (66%), followed by assistants and managers in descending order. This distribution gives the research field depth, as department heads are the link between strategic planning and daily digital implementation, ensuring an accurate description of the reality of digital human resource capabilities.
- Years of service (experience): The category of experience ranging between 11 and 15 years emerged as the highest percentage at 80%. This accumulation of knowledge and experience indicates the existence of a strong "institutional memory" among the sample, giving them the ability to compare traditional performance with the desired digital transformation and confirming their ability to assess the strategic success of the organization through years of field work.
| Paragraph | Categories | Percentage | Frequency |
| Academic qualification | Diploma | %3 | 4 |
| Higher diploma | % | ||
| Bachelor's degree | 70 | ||
| Master | 17 | ||
| Doctorate | %7 | ||
| Total | 10 | ||
| Job title | Company owner | 4.8 | |
| Company Director | |||
| Assistant company director | |||
| Department Head | |||
| Total | |||
| Years of experience | 5 years or less | ||
Section II: Theoretical Framework
First: Digital human resource capabilities:
- Concept:
The concept of digital human resource capabilities is no longer limited to the ability to use computers or the Internet. Rather, it has evolved in modern management thinking to include "mental and technical agility" that enables individuals to create added value in an uncertain work environment. We can review this concept through three schools of thought:
- Resource-based view (RBV): This trend views digital capabilities as a rare and inimitable "competitive advantage." An employee who has the ability to combine tourism experience with digital solutions represents a strategic asset that is difficult for competitors to replicate (Barney, 1991; and developed by Bharadwaj, 2000).
- Functional Approach: This approach focuses on efficiency in the execution of processes, i.e., how to transform manual processes (such as traditional booking) into smart digital processes that rely on big data to provide a personalized experience for tourists (Chanias et al., 2019).
- Transformational Approach: This approach views digital capabilities as a "force for change" that allows tourism organizations to completely reinvent their business model to become smart organizations capable of withstanding crises (Westerman et al., 2014).
The researcher believes that the concept of smart human resource capabilities
"an integrated system of intellectual, skill, and leadership assets that enable human cadres in tourism companies to adapt advanced digital technologies and exploit the flow of information in making proactive decisions, thereby transforming technical challenges into strategic opportunities that ensure the organization's survival and superiority in a volatile market."
Second: Dimensions of digital human resource capabilities
These dimensions overlap to form what is known as "digital maturity of humans," which we break down as follows:
1. Digital Knowledge
This is not limited to knowing "what" technology is, but extends to include the "philosophy of digitization" in tourism. It is a deep understanding of how artificial intelligence and the Internet of Things (IoT) affect modern tourist behavior, and an understanding of the laws and regulations that govern the tourism cyberspace. (Lanzolla et al., 2023).
2. Technical Skills:These represent the executive aspect of capabilities, which is the ability to operate digital customer relationship management (e-CRM) platforms, analyze the "digital footprint" of tourists through social media ( ), and manage global distribution systems (GDS) efficiently to ensure reduced human error and speed of execution. (Sousa & Rocha, 2019).
3. Digital Leadership
This is the ability to manage the "gap" between the older generation and modern technologies. A digital leader in tourism companies is someone who has the vision to shift budgets toward technological investment and the courage to embrace digital innovation, even if it requires changing existing organizational structures (Kane et al., 2015).
Second: Strategic Success
- Concept
Second: Strategic Success
The concept of strategic success did not emerge as a product of spontaneous coincidence or abstract philosophical theorizing, but rather has its roots in management thought as an imperative for ensuring the survival and continuity of organizations in the business world. Based on this reality, the concept has taken on a practical character that transcends philosophical frameworks, leading to multiple interpretations. The "efficiency approach" emerged, focusing on the optimal use of resources, as well as the "horizontal approach," concerned with achieving a dynamic balance between the internal and external environments, and the "vertical approach," concerned with mechanisms for survival and sustainable growth (Mohammed, 2018: 197).
There have been numerous definitions of this concept depending on academic perspectives, the most prominent of which can be summarized as follows:
In this regard, the researcher crystallizes his vision of strategic success as "the qualitative indicator that embodies the organization's ability to survive by activating organizational learning programs and development projects, ensuring effective alignment with surrounding environmental changes."
Second: Dimensions of strategic success
Based on the study by Al-Kubaisi and Hassan (2018) and the study by Muhammad and Assad (2018), the dimensions of strategic success can be summarized in three main areas:
1. Adaptability
Adaptation represents the organization's ability to align its internal strategies with rapid environmental developments. It is the organization's conscious response to changes in the macro and micro environment, with the aim of reducing the gap between actual and target performance. Adaptation relies on "organizational learning," , whereby the organization analyzes external threats and seizes available opportunities by adjusting its operational paths and flexibility in decision-making, responding quickly to market demands, and restructuring resources to suit emergency conditions.
2. Survival
Survival is the fundamental strategic goal and the first step on the ladder to success, especially in uncertain business environments. It refers to an organization's ability to maintain its institutional entity and continue its operational processes without interruption, avoiding the risks of liquidation or exit from the market. Survival is achieved through the "efficiency approach," by making optimal use of available resources, reducing waste, and proactively managing risks that may threaten the organization's stability. Through financial stability, maintaining current market share, and the ability to withstand pressure from direct competitors.
3. Growth
Growth represents the ultimate outcome of strategic success, which is the transition from stability to expansion and prosperity. It is the cumulative increase in an organization's output and market value, both in terms of quantity (profits, sales volume) and quality (corporate reputation, innovation). Growth depends on investing "intellectual capital" and competitive advantages to open up new horizons, leading to maximizing added value for stakeholders, such as expanding the provision of new services/products, increasing market share, and enhancing the organization's image in society.
Section III – Fieldwork
First – Description and Analysis of Research Variables
In this section, the preliminary data collected in the field is presented and analyzed in order to determine the reality of the research variables, which are (digital human resource capabilities) as an independent variable, and (strategic success) as a dependent variable, in light of the responses of the research sample of 123 individuals from among the administrative leaders and employees of the tourism companies surveyed in the provinces of Baghdad, Karbala, and Najaf.
The study relied on a set of descriptive statistical tools to process the data and ensure the accuracy of the results, namely frequency distributions and percentages to describe the demographic characteristics of the sample and the distribution of their responses, and the weighted arithmetic mean to determine the sample's level of awareness of each paragraph and the standard deviation to measure the extent of the dispersion of responses from their arithmetic mean. The relative difference coefficient was used to determine the degree of homogeneity in the responses and the order of importance and relative importance to determine the specific weight of each variable in the field.
The researcher based the survey of the sample's opinions on a five-point Likert scale, where the response levels were limited to (1-5) degrees. To interpret the results and determine the level of availability of the variables in the tourism companies under study, the scale and ranges shown in the table below were adopted:
| Questionnaire scales | Calculation ranges | Availability score | Importance |
| I completely disagree | 1-1.79 | Very low | Weak interest Less 59 |
| Disagree | 1.80-2.59 | Low | Acceptable interest 69-59 |
| Neutral | 2.60-3.39 | Moderate | Average interest 79-69 |
| Agree | 3.40-4.19 | Available | Good interest 80-79 |
| Strongly agree | 4.20-5.00 | Very available | High interest 89 |
| Hypothetical average 3 | Category length 0.8 | ||
First: Description and diagnosis of the independent variable (digital human resource capabilities)
Table 5 below shows the descriptive analysis indicators for the variable "digital human resource capabilities" in the tourism companies surveyed. The variable achieved an overall arithmetic mean of 3.50, which indicates that these capabilities are "available" with a relative weight of 70%.. This result reflects that the companies surveyed have a clear strategic vision regarding the inevitability of digital transformation and the need to attract talent capable of adapting to a smart work environment, although this approach still lacks, in some aspects, integrated scientific methodologies for comprehensive digital transformation.
In terms of dimensions, the results showed the following:
| Independent variable and its sub-dimensions | Arithmetic mean | Standard deviation | Relative importance | Coefficient of variation | Rank |
| Numerical knowledge | 3.49 | 0.713 | 69.8 | 20.4 | Second |
| Technical skills | 3.46 | 0.650 | 69.2 | 18.7 | First |
| Digital Leadership | 3.54 | 0.728 | 70.8 | 20.5 | Third |
| Digital human resources capabilities | 3.5 | 0.618 | 70 | 17. |
Second: Description and diagnosis of the dependent variable (strategic success)
Table (6) below shows the descriptive statistics for the strategic success variable, where the results show that the variable obtained a total arithmetic mean of (3.53), with a relative importance of (70.6%). The homogeneity of the research sample's opinions is evident through the relative difference coefficient of 20.2% and the standard deviation of 0.714. These indicators are evidence that the management of the tourism companies surveyed has a set of strategic orientations and practices through which it seeks to strengthen its position in the market and avoid failure, taking advantage of the available tourism resources.
In terms of dimension ranking, the results were as follows:
| Approved variable and its dimensions | Arithmetic mean | Standard deviation | Relative importance | Coefficient of variation | Rank |
| Adjustment | 3.34 | 0.753 | 66.8 | 22.5 | Second |
| Growth | 3.60 | 0.852 | 72 | 23.6 | Third |
| Survival | 3.55 | 0.794 | 71 | 2 | First |
| Strategic success | 3.53 | 0.714 | 70.6 | 20.2 |
| Rank | Coefficient of variation | Relative importance | Standard deviation | Arithmetic mean | Variable |
| First | 17.6 | 70 | 0.618 | 3.5 | Digital human resources capabilities |
| Second | 20.2 | 70/6 | 0.714 | 3.5 | Strategic success |
Second : Testing research hypotheses ( analysis of the impact of variables )
This part of the study is concerned with conducting statistical tests to verify the validity of the main hypothesis from which the study started, which states:
"There is a statistically significant relationship between digital human resource capabilities and the strategic success of tourism companies in the provinces of Baghdad, Karbala, and Najaf at a significance level of 0.05."
In order to verify the validity of the hypothesis, a simple linear regression model was adopted, in addition to comparing the calculated and tabulated values for both the T-test to measure the significance of the regression coefficient ( ) and the F-test to measure the significance of the model as a whole. The tabulated value of (T) of (1.96) and the tabulated value of (F) of (3.841) at a significance level of (0.05) were used as criteria for accepting or rejecting the hypothesis. The table below shows the results obtained:
| Variable Approved Independent Independent | Strategic success | |||||
| A | β | R² | Sig | T | F | |
| Digital knowledge | 0.812 | 0.778 | 0.603 | 0.00 | 13.547 | 183.528 |
| Technical skills | 0.871 | 0.760 | 0.612 | 0.000 | 13.319 | 190.959 |
| Digital Leadership | 0.724 | 0.792 | 0.652 | 0.00 | 15.042 | 226.265 |
| Digital human resources estimates | 0.041 | 0.889 | 0.776 | 0.000 | 20.473 | 419.138 |
| Degree of freedom | 1 | 121 | 122 | |||
Third: Analysis and discussion of the results of the effect of the independent variable on the dependent variable
The statistical data in Table (8) indicate the efficiency of the model of the effect of the main independent variable (digital human resource capabilities) on the dependent variable (strategic success). The features of this effect are evident in the following indicators:
Statistical significance: The effect is significant at a level of Sig = 0.000, which is less than the accepted significance level (0.05). This result is reinforced by the calculated F value of 419.138, which is much greater than the tabulated value of 3.841.
Effect coefficient significance: The calculated T-test value for the regression coefficient (\beta) was 20.473, which is higher than its tabulated value at a significance level of 0.05 and a degree of freedom of 121, confirming the substantial effect of digital human resource capabilities on strategic success.
Explanatory power and correlation: The coefficient of determination (R^2) for the model was 0.776, with a strong correlation coefficient of 0.881. This means that "digital human resource capabilities" explain 77.6% of the changes and variations in the level of "strategic success" (in terms of adaptation, survival, and growth) among the tourism companies studied. The remaining 22.4% is attributed to other variables not included in this model, which is a very high explanatory value in management science.
Marginal tendency (coefficient of influence): The regression coefficient (\beta = 0.889) was recorded, meaning that an increase in the interest of tourism administrations in the provinces (Baghdad, Karbala, Najaf) in developing their digital human resources capabilities by one unit will necessarily lead to an increase in the level of strategic success by 88.9%.
Based on the above, these results provide sufficient support for accepting the main hypothesis of the research, with a standard error of 0.05. Accordingly, the predictive regression equation model for strategic success in the companies studied can be formulated as follows:
Strategic success Y = 0.041 + 0.889 Digital human resource capabilities
Fourth: Testing the multiple linear regression of the dimensions of digital human resource capabilities on strategic success
Based on the main hypothesis of the research, a set of sub-hypotheses emerge that seek to test the effect of each dimension of the independent variable on the dependent variable, as follows:
- Leadership and organizational thinking perspective: Brooking (1996: 58) defines it as the essential role of strategic leadership in activating intellectual resources to maximize added value and enhance the knowledge capital of the organization and all related parties.
- Effectiveness and operations perspective: Waldron & Antonio (2008: 153) see it as "the ability of an organization to achieve goals that serve the interests of its stakeholders," while Koseoglu et al. 2009: 78) focused on the preventive aspect, considering it the ability to implement strategies efficiently while minimizing the chances of failure.
- Competitive sustainability perspective: Amoli & Aghashahi (2016: 448) propose a definition that links success to the ability to make strategic decisions that ensure competitive superiority for as long as possible in a changing environment.
- Learning and adaptation perspective: Al-Kubaisi and Hassan (2018: 23) argue that it is "the organization's efficiency in employing knowledge inputs and continuous learning programs to enhance its ability to adapt to external developments."
- Technical Skills: This ranked first with a mean score of 3.46 and a coefficient of variation of 18.7. This result indicates that tourism companies (especially in the provinces of Najaf and Karbala) towards an intense focus on digital operational aspects, by providing individuals with the necessary technical knowledge and training them on electronic booking programs, digital financial transaction management, and other technical activities required by religious and recreational tourism to ensure smooth service.
- Digital Knowledge: The results showed a good level of awareness of basic digital concepts, paving the way for building a solid knowledge base that supports strategic decisions within the organization.
- Digital Leadership: This came last in my calculations (3.50) with a relative importance of 70%. This indicator reflects a real challenge in the prevailing management thinking of some tourism companies, where there is still a traditional view that human resources can simply be replaced as a result of high supply rates in the labor market (unemployment). This perception leads to a weakness in the adoption of "digital leadership" strategies that aim to retain rare technical talent, considering that a skilled digital individual represents a competitive advantage that is difficult to compensate for, and not just a typical work unit that can be easily replaced.
- Organizational Survival: This dimension ranked first with a mean of 3.55 and a coefficient of variation of 22%. The researcher attributes the prominence of this dimension to the nature of the activities of the tourism companies under study, especially those operating in the field of religious tourism in Karbala and Najaf, where the continuity and sustainability of work is a top priority due to its connection with providing services for spiritual and valuable trips. Therefore, companies focus heavily on "survival" as a strategic goal that ensures their sustainability in an environment characterized by specific peak seasons and high competition.
- Strategic Adaptability: The results showed a good level of responsiveness, reflecting the companies' ability to align their material and human resources with the surrounding environmental changes, which enhances their strategic flexibility in facing challenges.
- Organizational Growth: This dimension ranked third (last according to the three dimensions adopted) with a mean of 3.60 and a relative importance of 72%. Despite the high arithmetic mean, its low ranking compared to the survival dimension indicates that most tourism administrations deal with expansion and growth plans with less focus than they do on daily operations (survival). These administrations also lack the ability to involve digital competencies in strategic decision-making processes related to digital expansion and global reach ( ), reflecting a management vision that is still dominated by some traditional and routine characteristics in planning for the future and long-term growth.
- There is a statistically significant relationship between the dimension of digital knowledge and the strategic success of the tourism companies studied.
- There is a statistically significant relationship between the dimension of technical skills and the strategic success of the tourism companies under study.
- There is a statistically significant relationship between the dimension of digital leadership and the strategic success of the tourism companies studied.
To identify the most contributing and influential dimensions, the researcher used stepwise regression. This method, as seen by (Shiraz, 2015: 110), is based on introducing the independent variable that has the strongest relationship with the dependent variable in the first step, followed by the variable that provides a statistically significant addition to the model, while excluding any variable that does not contribute to explaining the relationship in a meaningful way. This procedure continues until the best predictive model combining the most influential dimensions is reached. Table (9) shows these results:
| Dimensions | R | R | ΔR² | AR² | F | Sig Change | T | α | β |
| Strategic Success | |||||||||
| Digital Leadership | 0.80 | 0.652 | 0.652 | 0.649 | 266.265 | 0.00 | 3.383 | 0.005 | 0.267 |
| Technical skills | 0.854 | 0.730 | 0.079 | 0.762 | 34.923 | 0.000 | 3.751 | 0.256 | |
| Digital literacy | 0.883 | 0.778 | 0.014 | 0.770 | 7.412 | 0.007 | 0.722 | 0.190 | |
The results of the statistical analysis shown in Table (9) indicate that when the three dimensions of digital human resource capabilities were entered into the model, the multiple correlation coefficient was 0.882, with a significance level of 0.007 (which is less than the accepted significance level of 0.05), indicating a very strong correlation between digital human resource capabilities and strategic success.
The coefficient of determination (R^2) was 0.778, which means that the dimensions of digital human resource capabilities combined explain 77.8% of the variance in the level of strategic success achieved in the companies studied, while the remaining percentage (22.2%) is attributed to other variables not addressed by the model. The calculated F value for the model was 103.237 with a change of 7.412, which is a significant value that confirms the efficiency of the model as a whole and the synergistic and harmonious overlap of the three dimensions, without any dimension suffering from statistical weakness that would require its exclusion by the stepwise test.
The slope values and significance levels for each dimension showed a positive and significant effect on strategic success, with all calculated T values greater than their tabulated value (1.96), as follows:
Digital knowledge (X_1): Its effect was 0.290 with a calculated T value of 4.236, which is the highest effect.
Technical skills (X_2): Its impact was 0.256 with a calculated T value of 3.751.
Digital leadership (X_3): Its impact was 0.267 with a calculated T value of 3.383.
Based on these results, the main hypothesis of the research and the sub-hypotheses derived from it are accepted, confirming that investment in digital human resource capabilities is a fundamental pillar for enhancing levels of strategic success in the tourism companies sampled in the research.
Section IV – Conclusions, Recommendations, and Proposals
First: Conclusions
- The results of the field study revealed that most of the departments in the research sample recognized the need to adopt digital transformation. However, the process of attracting cadres with "digital knowledge" still lacks the systematic and scientific approaches that should be adopted in the digital economy era.
- The study revealed a tendency toward "stereotyping" in dealing with technical skills, where workers are viewed as easily replaceable due to the abundance of labor, without realizing that "digital capabilities" are rare intellectual assets that are difficult to replace and without which strategic success is hindered.
- Given that the sample belongs to the religious tourism sector, it was found that work in this field combines "spiritual values" with the need for "digital skills" to facilitate the visitor's journey, creating a unique model that requires managing a balance between spirituality and technical professionalism.
- The results showed weak involvement of individuals in digital decision-making, reflecting traditional leadership that focuses on routine operations and overlooks the role of "digital leadership" in promoting strategic success and improving the level of tourism services.
- The field study with statistical evidence confirmed the main hypotheses, confirming that possessing digital human resource capabilities is the key driver of strategic success and competitive excellence for the companies studied.
Second: Recommendations and proposals
A. Recommendations:
- Tourism companies' management must move from a random approach to a systematic understanding of how to attract and develop digital talent, with a focus on building a repository of technical skills capable of keeping pace with global changes.
- Work to pursue advanced training policies that focus on "digital knowledge," advanced booking programs, and artificial intelligence in the management of tourist destinations to ensure that individuals are ready to work in a complex digital environment.
- Establishing strategic partnerships with technical universities, institutes, and tourism colleges to develop educational programs that integrate "tourism sciences" and "digital skills" to ensure that the labor market is supplied with strategically prepared cadres.
- Work to foster a spirit of teamwork through internal digital communication platforms, which contribute to reducing staff turnover and deepening organizational commitment by letting employees know that they are partners in the company's "strategic success."
- Call on tourism education institutions to update their curricula in line with the requirements of "digital strategic success" to transform students from mere learners into "digital talents" capable of leading the sector in the future.