Abstract: This research is aimed at trying to find out the relationship between the SOAR model (Strengths, Opportunities, Aspirations and Results, and competitive edge: a survey study among oil marketing companies in Jordan) and performance. A cross-sectional descriptive-analytical research design was used, and data was gathered by means of a self-administered questionnaire, which was adjusted and sent to 210 employees and managers, 192 of which were legitimate and used (response rate ≈ 91.4%). All SOAR dimensions are correlated with the performance of the organization and competitive advantage significantly. Opportunity identification and aspirational vision of the dimensions were also relatively more highly correlated. The results of this study suggest that there is a potential relationship between strength orientation and innovation practices and strategic agility, but because of its design, no causation can be inferred. The study is limited, as it is based on the self-report methodology and it may be subject to common-method bias 23, given that the sample was limited to a single sector and country and, therefore, it is difficult to generalize. This study adds to the appreciative inquiry literature by offering evidence of relationships between SOAR practices and competitive outcomes, while highlighting that it would be valuable for researchers to undertake longitudinal and multi-method studies to support explanatory claims.Key-Words: - SOAR model, strategic analysis, competitive advantage, appreciative inquiry, organizational performance, Opportunity Identification, Innovation Strategy.

Keywords: SOAR Model, Strategic Analysis, Competitive Advantage, Organizational Performance, Appreciative Inquiry, Opportunity Identification, Innovation Strategy, Strategic Agility

Pages: 1281-1296