Minning of Bitcoin Technology

International Journal of Electrical, Electronics and Computers, 6(2)
Mar-Apr, 2021 | Available: http://eecjournal.com/
ISSN: 2456-2319
https://dx.doi.org/10.22161/eec.62.1 1
Business strategy: The influence of Strategic
Competitiveness on competitive advantage
Bayad Jamal Ali1
, Govand Anwar2
1
Business Administration Department, Komar University of Science and Technology, Sulaimani 46001, Kurdistan Region – Iraq
2
Department of Business Administration, College of Administration and Financial Sciences, Knowledge University, 44001 Erbil,
Kurdistan Region, Iraq
Received: 19 Dec 2020; Received in revised form: 12 Feb 2021; Accepted: 20 Mar 2021; Available online: 22 Apr 2021
©2021 The Author(s). Published by Infogain Publication. This is an open access article under the CC BY license
(https://creativecommons.org/licenses/by/4.0/).
Abstract— The study's aim was to look into the different aspects of strategic competitiveness and how they affect
competitive advantage in the private sector in Iraq's Kurdistan region. The researchers used four Strategic
Competitiveness dimensions to assess the current analysis (Competitive strategies, innovation culture,
managerial ethics, and Innovative Ideas). In order to interpret the current analysis, a quantitative methodology
was used. The technique or process that the researcher is willing to accept in selecting objects for the sample is
referred to as sample design. The research sample was chosen using a random sampling method and was carried
out in various banks. A total of 125 questionnaires were distributed, but only 112 participants completed them
correctly. Competitive strategies as a Strategic Competitiveness dimension has an important and positive impact
on competitive advantage at a 5% level, according to the findings. The findings indicate that the Strategic
Competitiveness dimension of Skills & Competencies has an important and positive impact on competitive
advantage at a 5% stage. The findings show that entrepreneurial thought has an important and positive impact on
the Strategic Competitiveness dimension, with a competitive advantage of 5%. The findings indicate that the
Strategic Competitiveness dimension of Innovative Ideas has an important and positive impact on competitive
advantage at a 5% stage. Furthermore, all beta values are greater than.001. The modified R2 for all models is
quite large (0.693, 0.621, 0.712, and 0.763, respectively), meaning that the models' ability to explain variance in
competitive advantage due to variation in independent variables is quite good. The F-value indicates that the
explanatory variables in the model are jointly statistically important, and the Durbin-Watson (DW) statistics
indicate that the models have autocorrelation.
Keywords— Competitiveness strategies, competitive advantage, Business Strategy.
I. INTRODUCTION
Development is widely regarded as a means of achieving
competitive advantage (Suoniemi et al. 2020). Because of
life circumstances and a constant need for continuous
improvement in accordance with the needs and desires of
the individual, scholars are primarily concerned with
innovation (Ciampi et al. 2020). Developments in all areas
of life contribute to innovation. According to one of the
administrative academics, Peter Drucker, ingenuity is a
key factor in economic and social change, as well as a
basic weapon in the development, resilience, and
adaptability of contemporary organizations in changing
environmental circumstances, as those organizations that
do not innovate will soon be eliminated (Anwar, 2017).
Innovation is a humanitarian activity carried out by people
who are differentiated by certain attributes that
differentiate them from others, and it is one of the highest
priorities and interests of leaders of organizations of all
sizes and industries. Such practice incorporates new
products in a variety of ways, resulting in a number of
advantages, provided that the right environment is in place
(González-Rodríguez et al. 2018). In leadership, human
resources, strategic administration, and overall quality
control analysis, the term "empowerment" is frequently
used. It's commonly used in sectors like services,
operations, and manufacturing. It is distinguished by two
trends, the first of which reflects some of the techniques
devised by management organizations to boost worker
productivity, like managerial leadership, by involving
them in decision-making and reducing direct control
(Anwar & Climis, 2017). The second trend indicates that

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empowerment is a voluntary decision made by employees
to achieve corporate goals, collaborate with others to
achieve common goals, and exercise freedom of action
within the organizational context and message limits. This
decision is based on an intrinsic motivation that represents
the individual's various abilities, which include
intelligence, experience, values, and happiness (González-
Rodríguez et al. 2018).
The development of an organizational climate shows the
organization's willingness to create organizational
requirements in order to plan a successful application that
will boost innovation potential. The frameworks used by
organizations are diagnostic indicators for determining the
magnitude of an organization's management capability in
terms of preparing an environment that encourages
empowerment and innovation (Anwar & Qadir, 2017). The
empowerment strategy is used in this study as a
philosophy to activate innovation in organizations. The
research model is based on a hypothetical approach that
suggests that implementing an empowerment strategy in
the private sector may foster innovation. The influence of
empowerment on innovation is investigated in this study,
as well as the moderating effect of the organizational
environment (Alia, 2020).
II. LITERATURE REVIEW
According to Lestari et al. (2020), the innovative
environment serves as a direct medium for social, cultural,
and structural impacts as innovations evolve or fade.
Organizations with replicated operations and newly
innovative roles produce goods and provide services and
ideas, which last for a limited period in order to meet the
needs of customers, but these needs are not limited, and
customers want to be satisfied. This necessitates an
organization's innovative practices in order to manufacture
products to satisfy these demands, which, in turn,
necessitates the preparation of organizational requirements
to carry out such activities (Anwar, 2017). Continue to
produce organizational results in order to satisfy
customers' needs at low prices, in a timely manner, and
with high productivity. This necessitates creative planning,
logistics, and capital; otherwise, there would be no need,
and the organization would be unable to meet its clients'
new demands (Barbosa et al. 2018). According to Anwar
& Louis, (2017), the best means for the creation of creative
organizations where creativity can be strengthened is a
thorough understanding of the innovative procedures to be
followed for the development and promotion of
innovation, and the construction of such organizations
includes a thorough understanding of the innovative
procedures to be followed for the development and
promotion of innovation. This necessitates successful
creativity management and a creative environment.
Management can protect innovation by deciding whether
to promote and encourage workers' expertise through
innovative thinking or to encourage employees' inventions
(Ali & Anwar, 2021 ). In terms of creating a creative
environment, this entails the development of activities that
present a challenge and allow staff the freedom to carry
out their tasks, as well as the acceptance of work teams as
a tool for innovation and progress, as well as support and
encouragement (Lim et al. 2018). The variables that
influence the contents and elements of the organizational
environment vary between studies. This is dependent on
the background and specialization, in addition to the study
patterns and methodology used. This section will cover a
wide range of factors that may be the most important in
enabling empowerment and innovation in the sharing of
shared features (Abdullah & Anwar, 2021 ). Different
interpretations of ideas and content were offered in
corporate culture studies. According to one report,
corporate culture is a collection of common values and
beliefs developed within an organization that explicitly
determines members' behavior (Yuliansyah et al. 2017).
Another study found that organizational culture is built on
the values and beliefs, as well as the understanding and
reasoning mechanisms articulated by the organization's
members. Tradition is an undocumented part of the
organization, according to the report (Farrukh et al. 2020).
The most recent elements presented in the previous term
were thinking methods and general perceptions of
company leaders on current issues in the organizational
environment (Moktadir et al. 2020). Another study defines
organizational culture as contact, in which individuals
describe their organizations, roles, and obligations (Park &
Mithas, 2020). This also implies that culture is a two-way
conversation between workers in which they describe their
roles (Ukko et al. 2019). As a result, the organizational
culture is examined in two stages. The first is intangible,
and it is expressed in organizations by symbols, tales, and
rituals. Hypotheses, beliefs, reasoning, and internal self-
government are all examples of the second (Yuan et al.
2020). Organizational culture has many goals, but identity
value and organizational behavior are two of the most
important (Anwar & Shukur, 2015). According to one
report, corporate culture serves two goals. The first is to
achieve internal reactions and dignity within the
organization's members in order for them to know how to
respond and cooperate. The second is to encourage the
organization to adapt to the outside world in order to
achieve the company's goals, which include, among other
things, responding quickly to customer demands and
eliminating competitors (Tasgit et al. 2017).

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The influence of corporate culture is credited with
empowerment. That is why, in the 1990s, many companies
used empowerment as a contemporary aspect of corporate
culture, encouraging employees to merge culture with their
organizations and make acceptable choices in accordance
with the company's values and requirements (Hadid,
2019). Organizations tended to use this strategy until
leadership became an important part of the business
community's internal change. According to Aldea et al.
(2018), organizational culture is one of the factors
influencing empowerment effectiveness. In addition to
evaluating the failure of certain empowerment-related
studies, such as individuals' failure to engage effectively in
the moral and sense empowerment scheme, another study
indicated that the implementation of empowerment
involves a fundamental shift in the corporate culture
context (Ali, 2021 ). This was due to a lack of experience
that hindered participation and the failure to link
participation to strategic decisions (Cha et al. 2019).
Empowerment, according to Straková et al. (2020), is an
integral part of creating a stable organizational culture
capable of dealing with new problems. Strong culture,
according to the report, is a result of the influence of
meaning and moral criteria that individuals, societies, and
organizations as a whole embrace. Managers at various
institutional levels see a deep culture of accountability and
meaningful participation in the implementation of
empowerment in workers, according to the report. The link
between empowerment and corporate culture is deep and
mutually beneficial. The manager emphasizes the strong
characteristics of the commitment in the managed area and
reconsiders the authorizations given not centrally to
additional authorities and the establishment of
administrative questionnaires in light of the overall goals
set (Demir et al. 2020). Since empowered people have
self-reaction and merge in the way work is done, high
levels of empowerment could create a powerful cultural
environment in all organizations. In the absence of policies
and written guidelines, they are still able to make decisions
(Anwar & Abd Zebari, 2015). The strength of a corporate
culture that embraces and supports innovation is related to
innovation, and this is a crucial factor in the promotion of
innovation. On the basis of the contents of such a
paradigm, which consist of memories of happiness and
recommendations made over decades to reflect on the role
of innovators and their impact on the organization, Lee et
al. (2021) reiterated the importance of paradigm culture in
fostering innovation. Zhu & Chertow, (2017) mentioned
elements of a creative and cultural context, such as
common goals and values between the organization's
administration and its employees. This is focused on
meeting employees' needs, handling them as physical and
intellectual tools, training them, and raising performance
expectations (Anwar & Surarchith, 2015). Professional
practices in organizations in general, and educational
organizations in particular, should not be regarded as
unethical. Certain procedures have become incompatible
with the predominant criteria, such as trust and honesty,
which can be verified on a regular basis. In order to change
these habits, management departments should be familiar
with them. Morals are personal beliefs and judgments on
what is right or wrong, good or bad (Andavar & Ali,
2020). They may be a set of moral values or levels that are
not accepted by a particular society, and any individual or
group behavior that is incompatible with them is unethical
(Quenum et al. 2019). Another study found that the ethical
relationships of people in a particular profession,
organization, or religion determine morality as a
framework (Pucheta‐Martínez & Bel‐Oms, 2019).
Managerial transparency is a concept that has recently
gained popularity in both the public and private sectors.
Management accountability structures and practices are
related to the spread of institutional corruption and its
ethical morals impacts in many organizations and in all
communities. This policy has been embraced by several
countries as a potential answer to unethical conduct. In
terms of development, structural progress, and
transformation processes used to adapt to evolving
environmental conditions and variables, managerial
accountability is related to government activities and
organizations. The concepts of transparency and the
conditions for its successful application were the subject of
many of the papers (Anwar, 2017). Sung and Kim (2021)
describe transparency as the legal consistency and
accuracy of work done within organizations, as well as the
use of consistent and open management processes to make
objective and accurate decisions. Innovative Ideas,
according to Ali, (2021), are described as "the consistency
of easy-to-understand laws that are characterized by plain
language, flexibility and growth in response to economic,
social, and administrative variables, as well as the
simplification of procedures, information disclosure, and
accessibility." By questioning the authority of government
agencies, Nadanyiova & Das, (2020) introduced a new
dimension to the secrecy debate. According to the study,
government general institutes should be housed in a glass
box so that everybody can see their activities and
assignments, as well as how they are carried out. Since
openness refers to the managers' complete information
flow to the organization, Anwar, (2016) focuses on one
type of accountability, information flow. As all operations
are represented by knowledge accuracy, this indicates that
information is at the heart of transparency (McAdam et al.
2017).

ISSN: 2456-2319
III. RESEARCH METHODOLOGY
The study's aim was to look into the different aspects of
strategic competitiveness and how they affect competitive
advantage in the private sector in Iraq's Kurdistan region.
The researchers used four Strategic Competitiveness
dimensions to assess the current analysis (Competitive
strategies, innovation culture, managerial ethics, and
Innovative Ideas). In the current analysis, the previously
stated Strategic Competitiveness perspectives are
independent factors, whereas competitive advantage in the
private sector is a dependent factor. In order to interpret
the current analysis, a quantitative methodology was used.
The technique or process that the researcher is willing to
accept in selecting objects for the sample is referred to as
sample design. The research sample was chosen using a
random sampling method and was carried out in various
banks. A total of 125 questionnaires were distributed, but
only 112 participants completed them correctly.
Conceptual framework
Research Hypotheses
Research hypothesis 1: Competitive strategies as Strategic Competitiveness dimension influences significantly and
positively competitive advantage.
Research hypothesis 2: Skills & Competenciesinfluences as Strategic Competitiveness dimension significantly and
Research hypothesis 3: Entrepreneurial thinkinginfluences as Strategic Competitiveness dimension significantly and
Research hypothesis 4: Innovative Ideas as Strategic Competitiveness dimension influences significantly and positively
competitive advantage.
IV. FINDINGS
Table 1: Factor analysis- Observed Data Correlation Matrix
Items Competitive
strategies
Skills &
Competencies
Entrepreneurial thinking Innovative
Ideas
Competitive strategies 1.00
Skills & Competencies .87 1.00
Entrepreneurial thinking .62 .68 1.00
Innovative Ideas .41 .43 .51 1.00
Table (1), demonstrates observed data correlation matrix
which conducted by applying factors analysis for all
variables (Competitive strategies, innovation culture,
managerial ethics, and Innovative Ideas). The findings
revealed that all variables’ range between 0.001 to 1.00
Strategic
Competitiveness
Competitive
strategies
Skills &
Competencies
Entrepreneurial
thinking
Innovative Ideas
Competitive
Advantage
H1
H2
H3
H4

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this indicated that all factors are sufficient to be used to measure competitive advantage.
Table 2: SAS PCA Output
Eigenvalues of the Correlation Matrix: Total = 10 Average = 1
Items Eigenvalue Difference Proportion Cumulative
Competitive strategies 2.03251142 0.39685511 .02144 .06119
Skills & Competencies 2.4775511 1.25223589 .35661 .81991
Entrepreneurial thinking 1.1557199 .293522191 .36988 .91521
Innovative Ideas 0.7117449 .231147184 0.0812 .94385
Competitive advantage 0.8755911 .123522336 .07256 1.0000
Table (2), demonstrates SAS PCA Output which conducted by applying factors analysis for all variables (Competitive
strategies, innovation culture, managerial ethics, and Innovative Ideas). The findings revealed that all variables are
sufficient to be used to measure competitive advantage.
Table 3: Correlation Analysis
Correlations
EC IC ME MT OI
Competitive
strategies
Pearson Correlation 1
Sig. (2-tailed)
N 112
Skills &
Competencies
Pearson Correlation .587**
1
Sig. (2-tailed) .002
N 112 112
Managerial
Ethics
.521**
1
Sig. (2-tailed) .000 .000
N 112 112 112
Innovative
Ideas
.618**
.518**
1
Sig. (2-tailed) .000 .001 .000
N 112 112 112 112
Competitive
advantage
.502**
.576**
.681**
1
Sig. (2-tailed) .000 .000 .000 .000
N 112 112 112 112 112
**. Correlation is significant at the 0.01 level (2-tailed).
As it can be seen in table (3), the correlation analysis
between Strategic Competitiveness(competitive
advantage.) as independent factors and competitive
advantage as dependent factor. The finding revealed that
the value of Pearson correlation (r=. 469**,
p<0.01),
between Competitive strategiesas Strategic
Competitiveness dimension and competitive advantage
this indicated that there is positive and strong correlation
between Competitive strategies as Strategic
Competitiveness dimension and competitive advantage,
p<0.01),
between Skills & Competenciesas Strategic

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between Skills & Competenciesas Strategic
p<0.01),
between Entrepreneurial thinkingas Strategic
between Entrepreneurial thinkingas Strategic
and the value of Pearson correlation (r=. 681**,
p<0.01),
between Innovative Ideas as Strategic Competitiveness
dimension and competitive advantage this indicated that
there is positive and strong correlation between Innovative
Ideas as Strategic Competitiveness dimension and
competitive advantage.
Table 4: Multiple Regression Analysis
Models Fixed Effects Model
Coefficient T-ratio P-value
Model 1
(Competitive
strategies)
Const 12.2214 1.2511 .0012
Beta .638 .0000
Size 2.718 1.712 .0003
Adj R2
0.693
F-Value 11.758**
Durbin-Watson 2.1471
Model 2
(Innovation Culture)
Const 10.2112 .06281 .0019
Beta .632 .000
Size .02531 .0174 .001
Adj R2
0.621
F-Value 13.741**
Durbin-Watson 1.936 0.742
Model 3
(Managerial Ethics)
Const 3.4771 0.1741 .0017
Beta .597 .000
Size 1.281 .0395
Adj R2
0.712
F-Value 10.118**
Durbin-Watson 2.393
Model 4
(Innovative Ideas)
Const 4.2522 0.2396 0.004
Beta .583 .000
Size 1.747 0.6322
Adj R2
0.763
F-Value 13.521**
Durbin-Watson 1.177
Dependent Variable: Competitive advantage
* significant at 0.10, ** significant at 0.05 and *** significant at 0.01

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The results show that Competitive strategies as Strategic
Competitiveness dimension influences significantly and
positively competitive advantage at 5% level. The results
show that Skills &Competencies influences as Strategic
Competitiveness dimension significantly and positively
competitive advantageat 5% level. The results show that
Entrepreneurial thinking influences as Strategic
Competitiveness dimension significantly and positively
competitive advantageat 5% level. The results show that
Innovative Ideas as Strategic Competitiveness dimension
influences significantly and positively competitive
advantageat 5% level. Moreover, all beta value is higher
than .001. All models have very high adjusted R2 (0.693,
0.621,0.712, and 0.763 respectively) indicating the ability
of the models explaining the variation of competitive
advantagedue to variation of independent variables is very
high. The F-value shows that the explanatory variables are
jointly statistically significant in the model and the Durbin-
Watson (DW) statistics reveals that there is autocorrelation
in the models.
V. CONCLUSIONS
The study's aim was to look into the different aspects of
strategic competitiveness and how they affect competitive
advantage in the private sector in Iraq's Kurdistan region.
The researchers used four Strategic Competitiveness
dimensions to assess the current analysis (Competitive
strategies, innovation culture, managerial ethics, and
Innovative Ideas). Competitive strategies as a Strategic
Competitiveness dimension has an important and positive
impact on competitive advantage at a 5% level, according
to the findings. The findings indicate that the Strategic
Competitiveness dimension of Skills & Competencies has
an important and positive impact on competitive advantage
at a 5% stage. The findings show that entrepreneurial
thought has an important and positive impact on the
Strategic Competitiveness dimension, with a competitive
advantage of 5%. The findings indicate that the Strategic
Competitiveness dimension of Innovative Ideas has an
important and positive impact on competitive advantage at
a 5% stage. Furthermore, all beta values are greater
than.001. The modified R2 for all models is quite large
(0.693, 0.621, 0.712, and 0.763, respectively), meaning
that the models' ability to explain variance in competitive
advantage due to variation in independent variables is
quite good. The F-value indicates that the explanatory
variables in the model are jointly statistically important,
and the Durbin-Watson (DW) statistics indicate that the
models have autocorrelation.
VI. RECOMMENDATIONS
The following metrics can be provided when analysing
empowerment and innovation agendas as humanitarian
philosophies:
• Organizations that foster innovation have certain
traits in common with those that foster ingenuity,
while those that follow strict rules and policies, as
well as rigorous management mechanisms, are
unlikely to foster innovation.
• The empowerment strategy proposes that top
management introduce non-centrality as a means
and mechanism, but additional measures will be
taken to ensure successful usage of administrative
operations, such as the creation of additional
learning resources for those who are motivated to
enable them to use control efficiently.
• By streamlining logistical and technical
procedures, an ownership strategy lets an
organization cope with human resources as a
resource and reach its goals. In contrast to
excessive centrality and traditional management
and supervision patterns, empowerment liberates
and strengthens those who are empowered,
enabling them to seek innovation as a goal.
• Empowerment is one of the criteria that leads to a
higher achievement score. In a small way, the
management experimented with empowerment.
Although empowerment has normative
implications for management through priorities or
participation, the definition has been broadened to
include decision-making at all administrative
levels outside of corporate settings, known as
ordering management.
• There is a connection between empowerment and
innovation. Empowerment as a technique
involves supplying managerial leaders at all
levels with the expertise they need to behave
independently and frankly in any situation.
Additionally, management is assisted and
encouraged in releasing workers' imaginative
ability.
• Empowerment tends to be a dynamic balance
between people's contributions in the form of
skills, experiences, values, and beneficial
conditions, as well as the incentives given by
organizations, according to the literature.
Empowerment seems to raise the organization's
standards about what employees need in order to
maximize productivity while still increasing
workers' desires for democracy and self-
expression.

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• The latest literature confirms this conclusion by
suggesting that companies consider individuals as
commodities to be invested in order to
accomplish their goals. Individuals are able to
affirm their right to choose the best way to do
their careers, and these companies are happy to
partner with them. Empowerment is a mechanism
for increasing integration between management
and staff at all levels by empowering them to take
on more tasks and promoting self-discipline
within the organisation.
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