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The strategic network of any organization plays a significant role in the industry. Therefore, companies must study the factors hindering the construction of this network. Companies need a strategic network of alliances and partnerships to complement each other and constitute a superpower that competitors cannot overcome. This study explores the size of obstacles posed by managerial myopia in weakening the ability of organizations to build their strategic network. Current paper tests the influential relationship between managerial myopia and the ability of organizations to build their strategic network in one of the most important institutions within the oil sector. Results show a negative impact of managerial short-sightedness on an organization's ability to build a successful strategic network that enables it to coexist within an atmosphere of competition. This study recommends that organizations adopt the concept of managerial hyperopia as a valuable tool for organizational success.

The idea of the current research is based on the possibility of developing the quality of the higher education environment by adapting the concern of "value-oriented production" which depends on removing activities that hinder the teaching, student and administrative performance in Iraqi universities. The research aims to rethink the improvement of added value based on the concept of lean production through a main hypothesis, "There is a possibility to adapt the lean production system model for Toyota company or (T.P.S.M) to the higher education environment." The research has reached some of the most important conclusions, "It is possible to use the lean production system according to Toyota to improve the quality of Higher education in Iraq."

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