The Absorptive Capacity of Knowledge as an Approach for Building Strategic Reliability in the Sponge Organizations/Small Organizations in Kirkuk Governorate as a Model

The research aims to determine the importance of absorbing knowledge as a dynamic ability and creative strategic directions with far-reaching ideas, deep perspective, rational analysis, and comprehensiveness in the perception of seeking to achieve excellence by providing everything that is new and innovative to build strategic reliability that reflects an identity and an organizational image with visions The future of small “squishy” organizations under highly changing conditions. According to research implications, the most significant of which are (Do organizations realize the importance of “Absorptive Capacity of Knowledge” and “Strategic Reliability”?), the issue arises from the work of “small organizations” in a dynamic environment with weak control indicators. Some “small organizations” were chosen in Kirkuk Governorate and a sample was determined using the equation (Krejcie and Morgan in Educ Psychol Meas 30:607–610, 1970) data were gathered from a community of (750) employees using a questionnaire as the primary data collection technique, with analysis using “SPSS” and “GWO” to find the path that would need the least amount of time, money, and effort. Following a discussion of the findings, the most significant conclusions were drawn (it was discovered that “absorptive capacity of knowledge” has an effect that reflects the organizational identity of organizations as a dynamic force that distinguishes them in a highly competitive environment), and proposals were made, the most important of which was (the need to work on determining the value of the required knowledge, assimilation, and application, which makes it more capable of achieving its goals to build high strategic reliability). The empirical evaluation view of research is significant and priceless for all organizations because it enables them to determine future strategic directions based on knowledge of “the hidden advantage” which is particularly important for developing nations, this knowledge allows the organizations to strengthen their capabilities and create a unique organizational identity. It stems from an important and vital topic related to strategic-knowledge dimensions aimed at a better future for business organizations, especially after crises and external variables that weakened their position on the one hand and working to motivate the researched organizations to reconsider the process of polarization of human resources as the basis for obtaining the most important resource “knowledge” and ways to apply it to achieve superiority and precedence and build high reliability among the beneficiaries and the markets in which the researched organizations operate on the other hand.