mohammad abuzaid mba thesis
TRANSCRIPT
I
IMPACT OF ENTREPRENEURSHIPINACHIEVING THE COMPETITIVE ADVANTAGE, AN EMPERICAL RESEARCHIN PRIVATE HOSPITALS IN
AMMAN, JORDAN
by
Mohammad Fayez Mohammad Abu Zaid
A Thesis Submitted in
Partial Fulfillment of the
Requirements for the Degree of
Master inBusiness Administration
at
The University of Petra
Amman-Jordan
October /2013
II
III
ABSTRACT
IMPACT OF ENTREPRENEURSHIP IN ACHIEVING THE COMPETITIVE ADVANTAGE, AN EMPERICALRESEARCH IN PRIVATE HOSPITALS IN
AMMAN, JORDAN
by
Mohammad Fayez Mohammad Abu Zaid
at
University of Petra, 2013
Under the supervision of Prof. Najim Al Azzawi
The main objective of this research is to investigate the impact of entrepreneurship in
achieving the competitive advantage in private hospitals in Amman, Jordan.
The research population consists of private hospitals in Amman, Jordan. The number is
(38) hospitals according to the last annual statistics, in the year (2011), of the Jordanian
Health Ministry.
The research sample contains (8) private hospitals in Amman which obtained "Joint
Commission International Accreditation" (JCI), these hospitals are: (Jordan hospital,
Specialty hospital, Istiklal hospital, Al Khalidi hospital, Essra hospital, Istishari hospital,
Arab medical center, and Luzmila hospital).
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In order to achieve the desiredobjective, the researcher has adopteda
questionnaireconsisting of (31) items,and some of them were reformulatedto become
more consistency with the research requirements.Thecopies of the questionnaire were
distributed to the unit of analysis which consisted of (160) managers. Those managers
were at (top management, middle management, and heads of departments), and worked at
the selected private hospitals.The number ofreturned questionnaires were (131),
equivalent to (81.87%) of all the questionnaires distributed. Only (102) questionnaires
were suitable for statistical analysis with a percentage of (77.86%).The Statistical
Package for Social Sciences (SPSS) was used. Furthermore, the researcher used a
descriptive and analytical method to test the hypotheses.
The research results showed that there was a positive impact of theentrepreneurship
dimensions:(innovation, creativity, risk-taking, and pro-activity) in achieving the
competitive advantage (service quality) inthe private hospitals in Amman.
Key Words: Entrepreneurship, Competitive Advantage, Creativity, Innovation,
Risk-Taking, Pro-activity, Service Quality, Private hospitals, Amman, and Jordan.
Major Professor Signature
Prof. Najim Al Azzawi -----------------------------
Date ------------------------
V
Delegation
I am Mohammad Fayez Mohammad Abu Zaid. I authorize the University
of Petra to make hard or soft copies of my thesis to libraries,
institutions, and people when asked.
Name: Mohammad Fayez Mohammad Abu Zaid
Signature: -------------------------------
Date:------------------------------------
VI
Acknowledgment
At first, may all the praises and thanks be to "Allah"for this work could never have been
completedwithout Hisblessing.
I would like to extend my whole hearted and sincere gratitude toProfessor Najim Al
Azzawifor his guidance, time, and patience, in supporting me.I am so grateful tohimfor
his support both morallyand intellectually onthis thesis throughout the yearand in every
stage of its progress.
I would alsolike to extend my deepest and special thanks to my family (father, mother,
brothers, and sisters).Without theirencouragement and support, my work on this study
could never have been completed.
I am also so grateful to all hospital managers who responded favorablyto my
questionnaires and made the process of data collection the easiest and the fastest possible.
This thesis is only the beginning in my quest towards the fulfillment of my goals and
ambitions. To all those mentioned above, I extend my deepestappreciation and gratitude.
Sincerely yours,
Mohammad Fayez Mohammad AbuZaid
VII
Dedication
I am pleased to dedicate this thesis to:
My belovedbestfather,"Mr. Fayez AbuZaid" whohas supported me throughout my life
and who has assured me that even the hardest of all tasks can be accomplished,if it is
done one step at a time. Also for believing in me and for always being there whenever I
neededhim to help me achieve my dreams.
To the dearestof all, my mother“Nada Al-Sharif",for her endless love, support, guidance,
and encouragement throughout my life.
To my brothers "Abdullah and Rayan"and my sisters "Mariam and Bushra" who gave me
all the love, support and encouragement I needed formy success.
To all my relativeswho have stood by me all along the way to success.
To all the doctors who taught and directed me in my master program and also guided me
to success at the University of Petra.
To all my friends in Jordan, K.S.A, and other countries,who always have encouraged and
supportedme.
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Table of Contents
Subject Page
APPROVAL PAGE II
ABSTRACT III
DELEGATION V
ACKNOWLEDGEMENT VI
DEDICATION VII
TABLE OF CONTENT VIII
LIST OF TABLES XII
LIST OF FIGURES XIV
No. CHAPTER ONE
INTRODUCTION, SCOPE, AND OBJECTIVE
1-1 Introduction 2
1-2 Purpose of the Research 4
1-3 Context and Scope of the Research 4
1-4 Problem Statement 5
1-5 Significance of the Research 5
1-6 Research Objectives 7
1-6-1 Main Objective 7
1-6-2 Sub-Objectives 7
1-7 Research Questions 8
1-7-1 Major Research Question 8
IX
1-7-2 Minor Research Questions 8
1-8 Definitions of Terms (Terminologies) 9
1-8-1 Entrepreneurship 9
1-8-2 Competitive Advantage 10
1-9 Research Hypotheses 11
1-9-1 Hypothesis 1 11
1-9-1-1 First Sub–Hypothesis 11
1-9-1-2 Second Sub–Hypothesis 11
1-9-1-3 Third Sub–Hypothesis 11
1-9-1-4 Fourth Sub–Hypothesis 11
1-10 Research Model 12
1-11 Delimitations of the Research 13
1-12 limitationsof the Research 14
CHAPTER TWO
REVIEW OF THE RELATED LITERATURE AND
PREVIOUS STUDIES
2-1 Introduction 17
2-2 Literature Review 17
2-2-1 Entrepreneurship 17
2-2-2 Competitive Advantage 46
2-3 Previous Study 62
2-3-1 Arabic Studies 62
2-3-2 International Studies 69
2-4 Contribution of the Study 91
2-5 Health Care and Hospital Sector in Jordan 92
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CHAPTER THREE
METHODLOGY
3-1 Introduction 98
3-2 Research Method 98
3-3 Research Design 98
3-4 Statistical Techniques in Data Analysis 99
3-5 Population and Sample 100
3-5-1 Population 100
3-5-2 Sample and Sampling Method. 100
3-6 Procedure for Data Collection 103
3-7 Research Instrument 103
3-8 Validity and Reliability 104
3-8-1 Validity 104
3-8-2 Reliability 104
CHAPTER FOUR
PRESENTATION OF RESULTS, DISSCUSSION AND
INTERPRETAION
4-1 Introduction 107
4-2 Demographic Profile of Respondents 107
4-3 Descriptive Analysis of Research Variables 110
4-4 Research Hypotheses Test 120
CHAPTER FIVE
SUMMARY,CONCLUSIONS AND RECOMMENDATIONS
5-1 Introduction 130
5-2 The Research Summary 130
XI
5-3 Research Conclusions 132
5-4 Research Recommendations 133
5-5 Suggestions for Further Research 135
References 136
APPENDICES 155
Appendix(A) Questionnaire 155
Appendix(B) It Summarizes the Items of Questionnaire and Shows
the Source of References which were Taken from it 161
Appendix(C) Abstract in Arabic 165
XII
List of Tables
No. Tables Page
2-1 AList of the 12 Greatest Entrepreneurs and Corporate
Entrepreneurships of Our Time 22
2-2 Differences Between an Entrepreneur and a Small Business
Owners 24
2-3 The Relation Between Entrepreneurship and Competitive
Advantage as Reflected by Number of authors’Studies 26
2-4 The Dimensions of Entrepreneurship as Reflected by
Number of authors’Studies 30
2-5 The Dimensions of Competitive Advantage as Reflected by
Number of ResearchersStudies 50
2-6 No. of Hospitals According to Health Ministry (in Jordan),
2011 93
2-7 No. of Hospitals According to Health Ministry (in Amman),
2011 93
2-8 Summarizes the Information about Selected Private
Hospitals in the ResearchSample 94
3-1 No. of Private Hospitals According to Health Ministry (in
Amman), 2011 100
3-2 Selected Private Hospitals in the ResearchSample 101
3-3 No. of Questionnaires Distributed, No. of Questionnaires
Returned, and No. of Questionnaires Fit forAnalysis 102
3-4 Reliability of Questionnaire Dimensions 105
4-1
Distribution of the Research Sample Due to Gender, Age,
Qualification, Years of Experience, Working Years in the
Hospital, and Job Position
108
4-2 Arithmetic Mean, SD, Item Importance and Level of
Innovation 111
4-3 Arithmetic Mean, SD, Item Importance and Level of
Creativity 113
4-4 Arithmetic Mean, SD, Item Importance and Level of
RiskTaking 115
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4-5 Arithmetic Mean, SD, Item Importance and Level of Pro-
activity 117
4-6 Arithmetic Mean, SD, Item Importance and Level of Service
quality 119
4-7
Simple Regression Analysis Test Results of the Impact of
Innovation on Achieving the Competitive Advantage (Service
Quality) in Hospitals in Amman
121
4-8
Simple Regression Analysis Test Results of the Impact of
Creativity on Achieving the Competitive Advantage (Service
Quality) in Hospitals in Amman
122
4-9
Simple Regression Analysis Test Results of the Impact of
Risk-Taking in Achieving the Competitive Advantage
(Service Quality) in Hospitals in Amman
124
4-10
Simple Regression Analysis Test results of the Impact of Pro-
activity on Achieving the Competitive Advantage (Service
Quality) in Hospitals in Amman
125
4-11
Multiple Regression Analysis Test Results of the
Entrepreneurship Dimensions on Achieving the Competitive
Advantage (Service Quality) in Hospitals in Amman
127
XIV
List of Figures
No. Figures Page
1-1 Research Model 12
2-1 An Integrative Model of Entrepreneurial Inputs and
Outcomes 28
2-2 Creativity in Entrepreneurship 35
2-3 Typology of Entrepreneurship Styles 43
2-4 Perceived Service Quality 55
2-5 Service Quality Gap Model 57
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3B3BCHAPTER ONE
INTRODUCTION, SCOPE, AND OBJECTIVE
(1-1):Introduction
(1-2): Purpose of The Research
(1-3): Context and Scope of The Research
(1-4):Problem Statement
(1-5):Significance of The Research
(1-6):Research Objectives
(1-7): Research Questions
(1-8):Definitions of Terms
(1-9):Research Hypotheses
(1-10):Research Model
(1-11): limitations of The Research
(1-12):Delimitations of The Research
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(1-1): Introduction:
The ever growing increase in the global competition, scientific and technological
development in the modern business organizations, has encouraged organizations, in
many fields of business, goods and service, to become an organizationthatattains more of
the dimensions of entrepreneurial orientation. According to Burgelman et al.,(1984),
Covin& Miles,(1999), Ferrira, (2002), Dess et al., (2003), and Christensen, (2004),"
Anentrepreneurship orientation enhances the innovative and creative abilities of
organizations employees and leads the organizations to strengthen their internal
environment, strategies, processes, operations, resources, products, and services in order
to increase their success through creating new ventures, exploiting new opportunities in
the market and improvingtheir competitiveness.Inaddition, an entrepreneurship
orientation may distinguish an ability to take risk to make maximum earnings in the
market". Furthermore,Antoncicand Hisrich,2003 state that: "entrepreneurship activities
are aimed towardscreating new business ventures and developingnew products, services,
technologies, and administrative techniques within established organizations to extend
their activities in related or unrelatedfields and areas to the current domain of
competence".
Moreover,Mojica, (2009), Bashir, (2011),andOgbo, (2012),affirm
that:"Entrepreneurshiporientation isimportant for accelerating economic growth and
development. It plays an importantrole in helping reduce unemployment and povertyby
increasing of employment opportunities, create an environment of entrepreneurship and
encourage entrepreneurial activities. Furthermore, supporting already existing
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entrepreneurs and avoiding death of organizations". Therefore, abetter understanding of
entrepreneurship orientation becomes more and more important to know the relevance of
entrepreneurship dimensions to economic development (Mojica, 2009). In addition to
that, entrepreneurship orientation has a significant impact on achieving competitive
advantages(Al-Sakarnh,2005).It can be achieved through using modern technology,
encouraging innovativeness and creativity to introduce new ideas, products, services,
andexploiting new market opportunities(Yilmas, 2008) and (Talks, 2011). Organizations
continuously attempt to implement entrepreneurial orientations in order to enhance their
chances of achieving competitive advantages (Jackson &Sculer, 1987).
Competitive advantage is an importantobjective for any organization to insure its
continuityand sustainability(Javadi,2011).It is the organization’s ability to competeand
provide sustainable value for its customers. Any organization with a sustainable
competitive advantage is able to increase and maintain its market share. There are many
scholars who have explained and discussed competitive advantage. For instance, Porter,
1985elucidates that: "competitive advantage is an organization’sability to create a
defensible position over its competitors". Competitive advantage means that one
organization is able to compete with its competitors, when two or more organizations
compete within the same market (Grant, 1998).Competitive advantage is an
organization's ability to perform in one or more ways that rivals cannot match(Kotler,
2000).Furthermore, togenerate competitive advantage a company must provide high and
sustainable values for customers. An organization seeks to have a competitive advantage
when it is implementing a value creating strategy that is not being implemented by any
other competitor at the same time (Clulow,2003).
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In recent years, the private hospitals have found themselves in a highly
competitiveenvironment. To attract more customers, hospitals have to put customer
satisfaction first. Therefore, hospitals should strengthen their competitive advantage by
ensuring providing high service quality to customers. Therefore, this research aims
toinvestigate the potential impact of entrepreneurship in achieving the competitive
advantage in private hospitals, in Amman, Jordan.
(1-2) Purpose of the Research
The purpose of the research is to investigate the impact of entrepreneurshipthroughthe
following dimensions (creativity, innovation, risk-taking, and pro-activity) in achieving
the competitive advantage (service quality) inthe private hospitals, in Amman,
Jordan.Consequently this will facilitate finding new results and providing
recommendationsto help the private hospitals insolvingtheir problems and improvingtheir
efficiency to becomeentrepreneurial in the market.
(1-3) Context and Scope of the Research
This researchaims to investigatethe impact of entrepreneurship in achieving the
competitive advantage. An empirical research was conducted in private hospitals in
Amman, Jordan, which obtaind"Joint Commission International Accreditation"
(JCI).These hospitals are:(Jordan hospital,Specialtyhospital,Istiklal hospital, Al Khalidi
hospital,Essra hospital,Istisharihospital,Arab medical center,and Luzmila hospital). The
analysisunit within the researchconsisted of the managers who work at the selected
private hospitals at (top management, middle management, and heads of
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departments).The Statistical Package for Social Sciences (SPSS) was used. In addition to
that, the researcher used a descriptive and analytical method to test the hypotheses.
(1-4)ProblemStatement:
The increase in competitionamong private hospitals due the continuous change in
economics, resources, technology, customer demand and expectations,the cost of labor
and equipment andthe limited opportunities.Consequently, thisleadsthe management of
the private hospitals in Amman to inquirehow to strengthen their resources, identify and
exploit new opportunities, finding more creative ways and taking appropriate steps
towardoffering new and high-service quality in order to increase customer
satisfaction.This process in turn reflects positively on achieving competitive advantage.
Based upon the above,the researchinvestigatesthe impact of entrepreneurshipdimensions
(creativity, innovation, risk-taking, and pro-activity) inachieving the competitive
advantage(service quality).
(1-5)Significance of the Research:
The significance of thisresearchcomes from theimportance of impact of entrepreneurship
dimensionsin achieving the competitive advantage for the hospitals in private sector in
Amman. This leads to increase thehospitals efficiency through strengtheningtheir
resources, using modern technology and research and development (R&D) for the
purpose ofincreasingtheir ability to identify and exploit new opportunities. Furthermore,
this can also be achieved through providing new and high-service quality that
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commensurate with the needs and expectations of customers. This reflects positively on
customers' loyalty and achieving competitive advantage.
In addition to that, the importance of the researchcan be realized within the following
points:
1. Developing a model to clarify the impact of entrepreneurship in achieving the
competitive advantage.Conducted to analyze the interaction between these variables.
2. Proposingsome solutions forthe private hospitals, in particular,to eliminate the
problems and increase their ability to take appropriate actions to achieve competitive
advantage.
3. Proposing new ideas for researchers who are working within the same realm, and it
addresses new aspects dealing withorganizationentrepreneurship and competitive
advantage.
4. Providingsome conclusions and recommendations forfuture researchers and decision-
makers.
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(1-6)Research Objectives:
(1-6-1) Main Objective:
The main objective of this research is to investigate the impact of entrepreneurship in
achieving the competitive advantage in the private hospitals in Amman-Jordan.
(1-6-2) Sub-Objectives:
In orderto achieve the main objective,the following sub-objectives aretaken
intoconsideration:
1. Investigatingthe impact of creativity in achieving the competitive advantage in the
private hospitals in Amman;
2. Investigating the impact of innovationin achieving the competitive advantagein the
private hospitals in Amman;
3. Investigating theimpact of risk-takingin achieving the competitive advantagein the
private hospitals in Amman;
4. Investigating theimpact of pro-activityin achieving the competitive advantagein the
private hospitals in Amman.
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(1-7) Research Questions:
The researcher illustrates the research problem using the following questions:
(1-7-1)Major Research Question:
Is there a positive impact of the entrepreneurship dimensions (creativity, innovation,risk-
taking, and pro-activity) in achieving the competitive advantage (service quality)in the
private hospitals in Amman?
(1-7-2) Minor Research Questions:
1. Is there a positive impact of creativity in achieving the competitive advantage (service
quality)in the private hospitals in Amman?
2. Is there a positive impact of innovation in achieving the competitive advantage
(service quality)in the private hospitals in Amman?
3. Is there a positive impact of risk-takingin achieving the competitive advantage
(service quality)in the private hospitals in Amman?
4. Is there apositive impact of pro-activityin achieving the competitive advantage
(service quality)in the private hospitals in Amman?
9
(1-8) Definitions of Terms (Terminologies):
(1-8-1) Entrepreneurship:
Entrepreneurshiprefers to proactively identifying opportunities to gain advantage
through, innovation, creativity, and then holding the responsibilities of delivering what
the marketsand customers need,via the effective management of risk, to optimize
outcomes for both organizations and customers(Talks, 2011).
Entrepreneurship Dimensions:
Creativity:
Creativity is the ability to develop new ideas for the purpose of exploiting opportunities
and solving problems (Batey, 2011).
Innovation:
Innovation is embodied in a strong organization commitment to engage in and support
new and creative ideas and novelty that may result in new products, services,
technological systems and processes(Kreiser& Davis, 2008).
Risk-Taking:
Risk-taking is the degree to which organizations are willing to make risky
commitmentsin implementing projects that involve high uncertainty level,but might also
present an opportunity for a positive outcome(Kreiser& Davis,2008).
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Pro-activity:
Pro-activity refers to those organizations thatare the first moversto enter new markets,
introduce new products or services, seize new opportunities, implement new
administrative techniques and adopt new operating technologies(Abdul Razak, 2011).
(1-8-2) Competitive Advantage:
Competitive advantage can be manifested through the organization’sability to create a
defensible position over its competitors byprovidingsuperior value to customers in
comparison with competitors’ offer (Porter, 1985).
Competitive advantage dimension
Service Quality:
Service quality canbe realized through the characteristics and features that enhance the
ability of an organization to satiate and satisfy the stated and implied desires and needs of
customers (Kotler, 2006).
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(1-9)Research Hypotheses:
In this research, the following hypotheses were drafted based on the research
problem.This researchhas a major hypothesis followed by sub- hypotheses.
(1-9-1) Major Hypothesis:
Ha: There is a positive impact of entrepreneurship dimensions: (innovation, creativity,
risk-taking and pro-activity) in achieving the competitive advantage(service quality) in
theprivate hospitals in Amman at the level ( 0.05).
(1-9-1-1) First Sub – Hypothesis:
Ha1: There is a positive impact of innovation in achieving the competitive advantage
(service quality) in the private hospitals in Amman at the level (α≤ 0.05).
(1-9-1-2) Second Sub – Hypothesis: Ha2:There is a positive impact of creativity in achieving the competitive advantage
(service quality) in the private hospitals in Amman at the level (α≤ 0.05).
(1-9-1-3) Third Sub – Hypothesis: Ha3:There is a positive impact of risk taking in achieving the competitive
advantage(service quality) in the private hospitals in Amman at the level (α≤ 0.05).
(1-9-1-4) Fourth Sub – Hypothesis:
Ha4:There is a positive impact of pro-activity in achieving the competitive advantage
(service quality)in the private hospitals in Amman at thelevel (α≤ 0.05).
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(1-10) Research Model:
H:a1
H:a2
H:a3
H:a4
H:a
Figure (1-1)
Research Model
Service Quality
Creativity
Innovation
Risk-Taking
Pro-activity
(Independent Variable)
Entrepreneurship
(Dependent Variable)
Competitive Advantage
(Impact)
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(1-11)Delimitations of the Research: The research scope deals with the following:
Human:
The managers who work at the selected private hospitals in the research. Those managers
were at(top management, middle management, and heads of departments).
Place:
The private hospitals in Amman which obtaind
"JointCommissionInternationalAccreditation (JCI)"are:(Jordan hospital,Specialty
hospital,Istiklal hospital, Al Khalidi hospital,Essra hospital,Istisharihospital,Arab
Medical Center,and the Luzmila hospital).
Time:
The researcher started work on this research in January/ 2013 and finished in October/
2013.
Scientific:
1. Entrepreneurship & competitive advantage:
There are many authorswho have focused on the relation between entrepreneurship and
competitive advantagelike:
(Rungwitoo, 2012), (Wingwon, 2011), (Adam et al., 2011), (Onget
al.,2007),(Alsakarneh,2005),(Covin&Miles, 1999), (Jackson &Sculer,1997).
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2. Entrepreneurship & its dimensions:
The researcher depends on the authors forthe determination of the independent variable
“entrepreneurship” and its dimensions (creativity, innovation, risk-taking, and pro-
activity):
(Adamet al.,2011),(Kreiser&Davis,2008),(Yilmas,2008),(Alskarnh,2005), (Ireland et
al.,2003),(Ferreira,2002),(Druid&Nelson,2001) and(Lumpkin&Dess ,2001,1996).
3. Competitive advantage & its dimension:
Theresearcher dependson the authors forthe determination of the dependent variable
“competitive advantage” and its dimension(service quality):
(Abu Mahfouz, 2011),( Epetimehin, 2011),(Amro,2009) , (Slack, 1998),
(Mintzberg&Quinm, 1997),(Krajewski&Ritzman, 1996), (Evans,1993), (Hill & Jones,
1989) and (Schuler & Jackson,1987).
(1-12)limitations of theResearch(Difficulties):
Difficulties and constraints facing the researcher during his research were:
1. Having difficultygetting all the data and information related to the
researchbecause themanagers areso preoccupied with their work, which requires
follow-up on the part of the researcher to complete the processof distributing and
getting back the questionnaires.
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2. Lack of seriousness on the part of some managerswhenanswering the
questionnaires as inaccurate and incorrect answers may leadthe researcher to
cancel their responses so as to reach to more accurate answers.
3B3B
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CHAPTER TWO
REVIEW OF THE RELATED LITERATURE AND PREVIOUS STUDIES
(2-1):Introduction
(2-2):Literature Review
(2-3):Previous Studies
(2-4):Contribution of the Study to Knowledge
(2-5):Health Care and Hospital Sector in Jordan
17
(2-1) Introduction
In this chapterthe researcher will describe in details the literature review and the previous
studies, thathe will rely on to enrich thescientific part of the study.
Next, the researcher will clarify the differences between this study and the previous ones.
Finally, the researcher will clarify some information about the health care and the
hospitals in Jordan.
(2-2)Literature Review
(2-2-1) Entrepreneurship
The ever growing increase in global competition, scientific and technological
development in the modern business organizations has encouraged organizations in many
areas of business to be entrepreneurial in the market in order to increase their market
share and achieving their competitive advantage.
A company will be an entrepreneurial when it becomes: innovative, creative, pro-active,
and risk taking.These elements should be combined with some very important resources,
such as modern technology which facilitates the procedures and processes and reduces
the time and costs of using equipment. This leads to increase quality and productivity of
the organization and human resource(Howard, 2007).Entrepreneurship can be defined as
“the process of creating value for business and social communities by bringing together
unique combinations of public and private resources to exploit opportunities in an
environment of change” (fillis, 2010). According to Block, 1985,"Entrepreneurship refers
18
to the study of the processes and characteristics that are involved in the innovation of new
products and services that can identify and fulfill opportunities within existing
businesses, or that one that may create and build products or services forming new
businesses". An Entrepreneurship contributes to the developing of economics, from
theorganizational levelto the entire region. In addition to that, it contributes to the
competition of new ideas, innovation and creativity. Italso increases the amount of
diversity (Audretsch, 2007).Entrepreneurship is the integral factor of business culture in
the country specifically thatit is an engine and an essential motivation for the creation of
new jobs and the growth of the national economy (Sobel, 1931). It is also a process
through which a new firm is created(Dobrev& Barnett, 2005). Andis an act of
organizational creation, innovation, or renewal that occurs within or outside an existing
organization(Sharma&Chrisman, 1999). It refers to proactively identifying
opportunities to gain advantages through creativity, innovation, market understanding
and holding the responsibilities of delivering what customers need via the effective
management of risk. This isneeded to optimize the outcomes for both the organizations
and customers (Talks, 2011).
Research and development R&Dbenefit from the technological development and
advancement that help in the process of creativity, innovation and differentiation, as well
asthe increasing intensity of competitiveness in markets.Thishasactually revealed the
important role of entrepreneurshipin developingand maintaining its competitive
advantage(Yilmaz, 2008). Therefore, the main purpose of corporate entrepreneurship is to
create competitive organizationin order to deal withhigh market competition.
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EntrepreneurshipOrganization
Organizations are capable of achieving creativity and innovation through strengthening
theirresources,using research, development strategies and keeping upwith development in
technology in order to achieve stronger competitive advantages.
Recently, entrepreneurship organizationsare becoming interested in improvingtheir
processes, operations and activities to enhance their ability and sustainability(Dess et al.,
2003). Corporate entrepreneurship isaprocess of innovation and an objective of
rejuvenating organizations, industries or markets to create and sustain competitive
advantage (Covin&Miles, 1999).Furthermore, it is a process of extending the corporate
domain of competence and ability to exploit opportunities through internally
generatingnew and strong resources(Burgelman et al., 1984).This leads to extend the
organization’s competitive advantage through generating innovation within the industry
and market or creating entirely new industries (Ferreira, 2002).Moreover, it can achieve
organizational rejuvenation through implementing novel ideas of employees. As a matter
of fact, many studiesfocus on how to be an innovative and risk-takingpioneer. Also they
focus on explaining various organizational phenomena such as ways of how managing,
process, strategy and innovation can contribute to the strategic value and the financial
performance of organizations(Christensen,2004).
Corporate entrepreneurship has been attached to multiple distinct organizational
phenomena. Covin and Miles, 1999 argue that there are three common organizational
phenomena including situations where an:
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(1) "Entrepreneurial" philosophy permeates an entire organization's outlook, process, and
operations.
(2) "Established": an organization enters a new business, market, and industry;
(3) Individuals highly valueand support new products and service ideas within a
corporate context.
In addition, There are other scholars who argue that there are two types of corporate
entrepreneurship phenomena: (1) changes within the corporate itself using (innovation
and venturing), and creating new businesses through market development,undertaking
and adoptingnew products, services, processes, administrative and technological
innovations; (2) changing the corporate itself that is (corporate renewal).This
includesredefining the organizational concept and introducing system-wide changes to
innovation activities that can enhance an organization’s ability to competewith its
competitors in the marketplace(Belousova et al.,2010), (Sathe, 1989), (Ferreira,2002),
(Miller, 1983),(Block,1985).
According toDruid& Nelson, 2001, define an entrepreneur as the person who possesses
the ability to take risk, adventurous competitiveness.They also notethat the
entrepreneurship organization must have three elements:
1. Entrepreneurial Staff who have creative and innovative capacity, skills and
competencies.
2. Organizational dimension that is associated with vision, purpose and entrepreneurial
strategy.
3. Interest in the environmental dimension associated with the market’s diversity.
21
Who are Entrepreneurs?
Entrepreneurs have lots of features, abilities and skills that make them leaders.
Documented studies about entrepreneurship find some of the features that are associated
with entrepreneurial businesspeople:
The entrepreneur as a person who is driven by the need to accomplish something and
an intense desire to add something to life.(McClelland, 1961)
Entrepreneurs are fans of new ideas, thinkers, plannersand they behavepositively.
They are opportunity takers and creative (Bird,1992).
Every good entrepreneur, in order to be good, should possess top 10 qualities which
are: honesty, ability to delegate, communication, sense of humor, confidence,
commitment, positive attitudes, creativity, intuition, and ability to Inspire
(Prive,2012).
An entrepreneur is an individual who is characterizedby innovative ideas, utilizing
new combinations of means of production(Schumpeter,1934).
Entrepreneurs are individuals who exploit market opportunities through technical and
organizational innovation(Schumpeter,1965).
An entrepreneur is a risk taker individual who is motivated to create innovation and
focus on proactive actions which result in new products, new services or new
processes which in turn lead to business sustainability(Wingwon,2011).
22
The 12 Greatest Entrepreneurs and Corporate Entrepreneurship (CE) of Our Time
According to the “Fortune Magazine” which has published the list of the greatest
entrepreneurs and corporate entrepreneurship of our time in terms of innovation,
idea,organization, sales, market,value and number of its employees.
Here is Fortune’s rationale for the list:
The list is prepared having in mind social and economic impacts, world changing
vision of the entrepreneurs ability to motivate their employees, innovation and their
actual results(Vadlamani, 2012), (Byrne, 2012). As shown in Table (2-1)
Table (2-1):
The list of the 12 greatest entrepreneurs and corporate entrepreneurship of our time
Rank Entrepreneur CE Sales Market
Value Employees Advice
1 Steve jobs Apple $108.2 billion $546 billion 63,300
2 Bill Gates Microsoft $69.9 billion $273.5 billion 90,000
Find very
smart people
and create
small teams.
3 Fred Smith FedEx $39.3 billion $30 billion 255,573
Rely on "first-
level"
managers.
4 Jeff Bezos Amazon $84.0 billion $48.1 billion 56,200 Take regular
mini-retreats.
23
5 Larry Page and
Sergey Brin Google $37.9 billion $203.2 billion 32,500
Spare no
expense on
innovation
6 Howard Schultz Starbucks $11.7 billion $40 billion 149,000
Always
challenge the
old ways.
7 Mark Zuckerberg Facebook $3.71 billion $75 billion-
$100 billion 3,200
Embrace
paranoia.
8 John Mackey Whole
Foods $10.1 billion $15.5 billion 56,200
Purpose
inspires
people.
9 Herb Kelleher Southwest
Airlines $15.6 billion $6.4 billion 45,392
Make your
employees No.
1
10 Narayana Murthy Infosys $6.0 billion $32 billion 145,088
Sacrifice
todays, cash in
tomorrow
11 Sam Walton Wal-Mart
Stores $446.9 billion $36.5 billion
2.0
million
Give people
what they want
12 Muhammad
Yunus
Grameen
Bank - - -
Small gifts can
equal big
impacts
Source:Byrne.J.,2012,"The 12 greatest entrepreneurs of our time", Online available: http://money.cnn.com
Source:Vadlamani,S.,2012,"12 Greatest Entrepreneurs of our time – Narayana Murthy, Muhammad Yunus make the
cut". (Online), available: http://asiancorrespondent.com
24
Differences between an Entrepreneur and a Small Business Owner (Teoh,
2011)
Table (2-2) shows the differences, objectives & viewsbetween an entrepreneur and a
small business owner
Table (2-2):
Differences between an Entrepreneur and a Small Business Owner
Objectives & Views Small Business Owner Entrepreneur
1 Primary Motivation To Make a Living To Make a Change and
Impact
2 Personal Financial
Goal Regular Income
Increase the Value of
Company
3 Career Objective Self-Employment Financial Freedom
4 Financing Strategy Bank Loans Investors
5 Business Strategy Creating More Sales Providing Value
6 View of Assets Real Estate and Inventory Employees & Customers
7 Risk Taking Profile Stability Willing To Fail
8 Employee
Compensation Market Rate or Below Well Pay for Top Talented
9 Work Environment Extension of Owner’s Home Fast Paced and Growth
Focused
10 Investment Profile Main Investor/Owner of
Company
Investor/Involvement in
Different Businesses
11 Daily Actions Day to Day Manager Strategy, Growth and
Collaboration
12 Work Style Long-Term and Enjoys
Repetitive Tasks
Short-Term and a Serial
Innovator/Inventor
Source:Teoh,L., 2011," Difference Between an Entrepreneur and a Small Business Owner", Online available:
http://www.biztechday.com
25
Table (2-2)explores the differences between the entrepreneurship company and the small
business owner in terms of company environment, vision, mission, strategic, objective,
and way of dealing with its resources such as: (financial, and employees). This mean if
any company wants to be entrepreneurial in the market it must develop its environment,
and strengthen its resources, and provide vision, mission, strategies, objectives, and
plansconsistent with the entrepreneurship orientations.
Entrepreneurship & competitive advantage:
The main challenge facing a company to ensure its sustainability and survival is the
establishment of a competitive advantage. The way to achieve this is through continuous
developments of new ideas and innovation ofnew products,services, processes,
operations, and taking the risk by seizing new opportunities and joining new markets.
The answer to today’s hyper-competitive environments is one
word:“entrepreneurship”(Christensen, 2004). Therefore, there are many scholars who
have focused in their studies on the relation between the entrepreneurship and the
competitive advantage, as shown in Table (2-3).
26
Table (2-3):
The relation between entrepreneurship and competitive advantage as reflected by
the number of authors’ studies
Scholar Year Study Title
Jackson &Sculer 1987
Facilitating Entrepreneurship to Gain Competitive
Advantage: Implications for Human Resource
Management Practices
Covin&Miles 1999
Corporate Entrepreneurship and the Pursuit of
Competitive Advantage
Alskarnh 2005
Entrepreneurship Strategies and its Role in Achieving
Competitive Advantage (A study on Telecommunication
Companies in Amman)
Onget al, 2007
The Competitive Advantage of Small and Medium
Enterprises (SMEs): The Role of Entrepreneurship and
Luck
Adam et al, 2011
The Impact of Entrepreneurial Orientation and Marketing
Innovation on Sustained Competitive Advantage of Female
SMEs in Egypt: A conceptual Framework
Wingwon 2011 Effects of Entrepreneurship, Organization Capability,
Strategic Decision Making and Innovation Towards the
Competitive Advantage of SMEs Enterprises
Rungwitoo 2012 The Simultaneous Effect of Individual Entrepreneurial
Competencies on SMES Competitive Advantage
Prepared by the researcher
Entrepreneurship plays a very important role in obtaining sustainable competitive
advantages (Barclay&Boston, 1989).Entrepreneurship has long been recognized as
potentially viable for encouraging and sustaining corporate competitiveness
(Covin&Miles, 1999).Therefore, organizations keep attempting to design and implement
27
entrepreneurial dimensionsin order to enhance their ability and be effectivein order to
achieve competitive advantage (Jackson &Sculer,1987).Entrepreneurship orientationcan
be usedin improving the competitive
position(Lumpkin&Dess,1996),(Covin&Miles,1999).In addition to that, there is a
strong relation between the organization entrepreneurship orientation and the
organizational performance(Michaels &Gow, 2008), (Nguyenet al.,
2008),(Wingwon,2011). Therefore, entrepreneurship is important forachieving the
competitive advantage. Entrepreneurship refers to the quality of the entrepreneurs from
the perspective of: personality, sociological and cognitive traits (Ong et al.,2007).
Entrepreneurship uses innovation to be effective and gain the competitive advantage
(Jackson &Sculer,1987). The entrepreneur isa risk taking person who takes risk to
activate innovation and often takesproactive measures that result in the generation of new
products or services leading to a long term sustainable competitive advantage (Porter,
2008), (Wingwon,2011).
Figure (2-1) shows the entrepreneurial process from inputs to outcomes which indicates
that positive results will be generated when the company supports theentrepreneurial
environment and entrepreneurial process.
28
Figure (2-1)
An Integrative Model of Entrepreneurial Inputs and Outcomes
Source:Michael, H.&Morris, P.& Lewis, & Donald L. &Sexton, 1994, “Reconceptualizing Entrepreneurship: An Input-Output Perspective,” SAM Advanced Management Journal 59(1), pp: 21–31.
Finally, entrepreneurship is an important goal for organizations in order to achieve the
competitive advantage in the market. This occurs when an organization competes by
offering something of a value that is not offered by its competitors.This givesthecustomer
a better reason to choose its products and services. Without this advantage, an
organization will be beaten out of the market by competitors.
Entrepreneurship orientation refers to companies that want to beentrepreneursin the
market through innovation, creativity, pro-activity and risk taking. However, the
companies will face aggressive competition from other competitors who operate in the
same filed. Therefore, the companies need to improve their competitive advantage to face
the aggressive competition and gain a market share.
29
According to the authors previously mentioned, there is a strong positive relation
between entrepreneurship and the competitive advantage.This confirms that
entrepreneurship dimensions (Innovation, Creativity, Proactive, Risk-taking), positively
impact in achieving competitive advantage.
Entrepreneurship Dimensions:
Entrepreneurship orientations encourage organizations toadopt innovation,creativity, pro-
activity, uniqueness and risk-taking, as well as, encouraging employees to make decisions
and take responsibility for these decisions (Histrich et al.,2005).
The main purpose of corporate entrepreneurship is to create dynamic, flexible and
competitive organizational structure, as well as, culture to deal with competition and high
market dynamism. Corporate entrepreneurship is conceptualized as the sum of
dimensions including innovation, risk taking, pro-activity and competitive aggressiveness
dimensions(Yilmas, 2008), (Ireland et al., 2003).
A popular model of entrepreneurial orientation suggests that there are five dimensions
which include: autonomy, innovation, risk taking, pro-activity and competitive
aggressiveness (Lumpkin &Dess, 1996).These entrepreneurship orientations provide and
sustain the competitive advantage through strengthening the capacity to innovate. In
addition to that, entrepreneurshipdimensions include creativity, innovation, risk taking
and flexibility (Ireland et al., 2003). Entrepreneurship dimensions includerisk-taking,
innovation, pro-activity and autonomy (Ferreira, 2002).Entrepreneurship has fourcentral
30
underlying dimensions which are: creativity, innovation, risk-taking and pro-
activity(Fillis,2010).
According tothe authors who have focused on entrepreneurship dimensions, as shownin
Table (2-4), the independent variable in this research is the entrepreneurship and its
dimensionswhich are (creativity, innovation, risk-taking and pro-activity).
Table (2-4):
The dimensions of entrepreneurship as reflected by the number of authors’ studies
Scholar Year Study Title Dimensions
Lumpkin &Dess 1996 Clarifying the entrepreneurial orientation construct
and linking it to performance
(Innovation, Pro-
activness, Risk-
taking,Competitive
Aggressiveness and
Autonomy)
Druid & Nelson 2001 an Interface Between Entrepreneurship &
Innovation. (New Zeland SMES Perspective)
(Innovation and
Creativity)
Lumpkin &Dess 2001
Linking Two Dimensions of Entrepreneurial
Orientation to the Firm Performance; The
Moderating Role of Environment and Industry Life
Cycle
(Innovation, Pro-
activness, Risk-
taking,Competitivene
ss and
Aggressiveness)
Ferreira 2002
Corporate Entrepreneurship: A strategic and
Structural Perspective
(Innovation, Pro-
activness , Risk-
taking and
Autonomy)
Ireland &Hitt
&Sirmon 2003
A Model of Strategic Entrepreneurship: The
Construct and its Dimensions
(Innovation and
Creativity)
Alskarnh 2005
Entrepreneurship Strategies and its Role in
Achieving Competitive Advantage (Study on
Telecommunication Companies in Amman )
(Innovation, Pro-
activness, Risk-
taking,Creativity and
Uniqueness)
Yilmaz 2008 Innovative Performance Impacts of Corporate
Entrepreneurship: an Empirical Research in Turkey
(Innovation,
Proactivness, Risk-
taking,Competitive
and Aggressiveness)
31
Kreiser& Davis
2008
The Relationship between Firm-level
Entrepreneurship and Firm Performance: The
Unique impact of (innovativeness, Pro-activeness,
and Risk taking).
(Innovation, Pro-
activness and Risk-
taking)
Adam &Mahrous
&Kortam 2011
The Impact of Entrepreneurial Orientation and
Marketing Innovation on Sustained Competitive
Advantage of Female SMEs in Egypt: A conceptual
Framework
(Innovation, Pro-
activness and Risk-
taking)
Prepared by the researcher
1. Creativity:
The continuous increasein globalization and technology development has resulted in
more market opportunities, but the marketplace has also become more
competitive(McMullan ,2006). Creativity enables the entrepreneur to act on these
opportunities in such ways that can result in the competitive advantage for the
organization. It can also provide the basis for innovation and business growth, as well
aspositively influencing society in general(Fillis, 2010). So what is creativity? Creativity
is the ability to develop new ideas for the purpose of exploiting opportunities and solving
problems (Batey, 2011). Creativity is a state of mind that tends to find new ideas.
Moreover, it is the ability to merge old and new opinions for the purpose of establishing
new ventures or doing something new, eithertangible or intangible, in a unique way for
the purpose of solving problems and exploiting opportunities. In recent years, creativity
has become more important than ever before, as a critical factor ofsuccess for
organizations (Basadur&Hausdorf, 1996).Therefore,understanding attitudes towards
creativity and promoting creative thinking within the organization is a pre-requisite to
facilitating creativity in all employees. Although effectiveness and efficiency have been
32
viewed as central to organizational requirements, yet creativity is also deemed asa core
success factor.Organizationalcreativity leadsto higher levels of quality and customer
satisfaction.Fillis and Rentschler, 2006view creativity as: “one being able to do
imaginative and non-routine things while building on traditionsfor the purpose of
achieving profitable outcomes".It is also viewed as a central element in problem solving
and there isa number of ways in which creative thinking can facilitate decision-
making.(Fillis, 2010).Moreover, creativity is the ability to collect information insuch
ways that develop new ideas (Daft& Note, 2001). In addition to that, fans of creative
and new ideas, thinkers, planners, and those who behave positively are opportunity takers
and creative (Bird, 1992). Creativity includes cognitive activities such as decision
making, critical thinking and met cognition (Feldhusen&Goh,1995). In addition to
that,creativity can be defined as a core organizational competency (Palus&Horth,
2002).It is the generation and implementation of new and appropriate ideas to establish a
new venture.(Amabile, 1997; Fills, 2010).Creativity playsimportant role in achieving
competitive advantage (Epteimehin, 2011).Howcan individuals have an access to
creativity? Creative thinking and creative problem solving are aspects of human
cognition and behavior that can be accessed through a number of strategies that are often
incorporated in training programs. These programs focus on one or more of the following
personality factors: motivation, met cognitive styles and skills and the manipulation of
environmental conditions that encourage flexibility and openness for stimulating creative
processes and behaviors (Feldhusen&Goh, 1995). Therefore, Creativity has linked itself
to genius thinking, science, business and art. A number of individuals have attained
heroic status through their creative philosophies, discoveries, practices and products
33
(Puccio, 1991; Eysenck, 2008). In addition to being a personality characteristic,
creativity has strongly grounded itself sociologically, thereby acknowledging its human
rather than scientific input.(Fillis, 2010).Lee, 2004, notes that “entrepreneurial activity
not only requires both supportive and productive business climate, but also it needs an
environment where creativity and innovation can flourish and progress". Having a strong
and diverse knowledge base, well developed business and social networks as well as an
ability to identify opportunities also contribute to successful entrepreneurial behavior
(Harryson, 2008; Ko& Butler, 2007; Kijkuit et al., 2007; Rosa,2008 ;Fillis ,
2010).Creativity is the set of creative new ideas that result in improving the effectiveness
of processes and systems (Settles, 2009). Furthermore, a successful integration of
creativity and technology can lead to commercialization of the idea, product or service
aswell as leadingtothe competitive advantage.
Creativity and Innovation
When we innovate, we work with the creative ideas we have developed and put them
into practice (Naiman, 2013).
How Creativity and innovation are related?
Trautmann, 2010&Batey, 2011 &Naiman, 2013,state that: “Innovation relies on
creativity. You cannot innovate without first developing some ideas. Creativity is the
source of innovation. If we do not use our creativity to develop a range of ideas and
potential solutions, we cannot select the most promising ideas and put them into
practice.
Creativity is the act of turning new and imaginative ideas into reality. It involves two
processes: thinking, then producing. Innovation is the production or implementation of
34
an idea. If you have ideas, but don’t act on them, you are imaginative but not
creative”.
There are two important aspects of creativity which manifest in:(Settles, 2009)
• Process:
The process is goal oriented; it is designed to attain a solution to a problem.
• People:
The resources determine the solution.
The creative process is visualized as one that involves a number of stages:(Amabile
1997&Settles, 2009&Fillis, 2010).
- The first stage is problem identification (Ideas),during this stage, the
problem solvers recognize, define and attempt to understand the problem or the
opportunity facing them.
- The second stage is preparation.During this stage, the problem-solvers gather
information and other resources that are necessary to tackle the problem or pursue
the opportunity.
- The third stage is response generation,during this stage; various ideas for solving
the problem or pursuing the opportunity are designed.
- The fourth stage entails evaluation, communication and implementation.This
stage involves the consideration of the ideas that are generated; selecting among
them, formalization or communication of the selected approach, then starting
implementation.
35
Creativity in Entrepreneurship:
Figure (2-2) shows the relation between entrepreneurship, creativity, the factors which
influence this relation and finally the results which will generate from this relation.
Figure (2-2)
Creativity in Entrepreneurship
Source: Fillis . I., 2010," The Role of Creativity in Entrepreneurship", Journal of Enterprising Culture
(JEC), 18(1), page: 46
The Entrepreneur
Opportunity focused, innovative, open to
change, personality driven, operating under
resource constraints, informal knowledge
exploitation and entrepreneurial networking
Impact of cognitive skills (learned and
situational personality characteristics):Idea
generation, flexibility, originality, motivation,
unafraid of failure, opportunity focused,
exploitation of networks, analytical skills,
intuition, judgment, determination, innovation,
unrestrained thought, self-belief, ability to
work with change, ambition and visualization
skills
Entrepreneurial competencies:
Energy, zeal, commitment,
determination, persistence,
opportunity focused, open to risks,
need for achievement and control
Social and other environmental influences:
Educational impact, openness to new experiences, encouragement of creativity,
seeing things differently, curiosity, independent thinking and persistence
Creativity as
Competitive advantage, strategic weapon,
embedded philosophy, contributing to
employer and employee motivation, problem
solving and improved performance
36
Figure (2-2) shows if any company seeks to provide a creative idea in order to solve its
problems, exploit new opportunities and achieve its competitive advantageintegration
should exist betweenthe entrepreneur(objective, characteristic and capabilities) and other
environmental influences.
Creativity and Competitive Advantage:
Creativity is the heart of development. It can be accomplished through encouraging all
workers to be open to new opportunities and empowering them to solve problems (Batey,
2011).The development of creativity involves the interaction amongst three key
variables.These are: people, environment, and process. The interaction amongst these
variables leads to the creation of new products, servicesand problem solving. This can
improve the competitive advantage(Selden &Vardis, 2006), (Epteimehin,
2011).Individualcreativity within an organization contributes to the overall competitive
advantage and organizational innovation, while teams or groups of creative individuals
increase this advantage further more(Fillis, 2010).Creativity takes place when individuals
combine information to identify an opportunity or to help shape competitive advantages.
In general, a function of entrepreneurial alertness of creativity leads to the recognition of
entrepreneurial opportunities often after periods of mental incubation. Following a
conscious and sequential process of reasoning and experimentation, creativity can
contribute to the development and usage of innovations that in turn produce competitive
advantages (Ireland et al.,2003).
Creativity is acore competence for any individual or organization that seeks to be an
entrepreneurship in the market. Moreover, Creativity plays a major role in building a
strong competitive advantage through good human resources,
37
ability,skills,entrepreneurship environment and resources such as (technology).This
encourages employees to be more creative, generate new ideas and solve problems.
Furthermore, it results in improving efficiency to exploit opportunities, which in
turnincreases the organizational ability in introducing new products, services, technology,
etc, in terms of (quality, features, price...etc) for the purpose of satisfying customer
demands.This, in turn, leads to the increase in competitiveness and the maintaining of
market share. According to the authors previously mentioned, there isa strong positive
relation between creativity and competitive advantage. This confirms
thatentrepreneurship dimension (Creativity), positively impacts in achieving competitive
advantage.
2. Innovation:
The Increased intensity in competitiveness in various markets has made both competing
organizations and academics to identify and explore the innovative consequences of the
actions of competitive organizations, particularly those entrepreneurship organizations
(Yilmaz, 2008).
The word innovation is derived from the Latin word (innovates), which is the noun form
of inovuswhich means (to renew or to change) stemming from I "into" + novus "new".
Diffusion of innovation research was started in 1903 by the researcher "Tarde", who
was the first to plotthe S-shaped diffusion curve.
He defined the innovation-decision process as one that has a series of steps
(Tarde,1903).
38
These steps include:
1. First knowledge.
2. Forming an attitude.
3. A decision to be adopted or rejected.
4. Implementation and usage.
5. Confirmation of the decision.
Innovation is the application of a creative idea to give rise andcreate a new product,
service or process for delivering something new and better to allcustomers and all
markets in the world(Batey,2011). An innovative organization is an organization that
innovatesnew services, ideas, procedures and processes within groupswho worktogether
under the social context of the organization, which consists of individuals and groups,in
order to influence the innovative behavior that determines the organizational innovation
of the organization (Weaver, 2002). Innovation is the heart of
entrepreneurship(Stevenson&Gumpert, 1985).(Merlo &Auh, 2009). Innovation refers
to the introduction of anew product, process, technology, system,technique and
resourcesthrough using R&D for the purpose of improving the capability of the
organization (Burgelman et al., 1988)(Hughes & Morgan, 2007)(Yilmas,2008)(Merlo
&Auh, 2009).Innovation is embodied by a strong organizational commitment to engage
in and support new and creative ideas and novelty that may result in new products,
services or technological processes(Kreiser& Davis,2008). Innovation reflects the
tendency and willingness of organizations to engage in and support new ideas and
processes that are creative and may as well result in introducing new products, services or
processes(Adam et al.,2011).These novel combinations of the available resources may
result in new goods, services and new processes that are going to be usedin creating or
39
manufacturing goods, service and new supplies of raw materials, new means of
distribution, or the creation of a new organization. Innovations that result from new
combinations of production factors arecritical to the firms’effortstocreate wealth(Ireland
et al.,2003). In addition,innovation refers to the use of new business practices or methods
forintroducingnew products and services through responding to new technologywhich
has itsinfluences on theorganizationalmarket share and can increase its competitive
advantage (Epetimehin,2011).However, the new innovative products need
entrepreneurial orientation which consists of (1) a business drive with organizational
capability (2) application of innovation to increase the competitive advantage and (3)
overcoming competitors utilizing strategic management (Wingwon, 2011).
Sources of Innovation:
Sources of innovation are different in themarket, in the industrial sector,in human
perception, in the amount of the available scientific knowledge, as well as,in technology
development and in the local and global demographics.
Innovation in businesses can be achieved in many ways, with much attention on research
and development (R&D). R&D helps in spurring on patents and other scientific
innovations which can lead to productive growth in such areas as industry, medicine and
government(Mark et al., 2008).Innovationcan bedeveloped bytheprovision of an
appropriate environment in terms of: modifications of practice, through less formal on-
the-job and through combinations of professional experience and the provision of modern
technology. Furthermore, the famous robotics engineer Joseph F. Engelberger asserts that
innovation requires only three things:(Engelberger, 1982).
40
1. A recognized need,
2. Competent people with relevant technology, and
3. Financial support.
The creation of novel and new administrative systems, products and services will
influence the overall organizational performance by enhancingthe organizational capacity
to innovate (Yilmaz, 2008).
Innovation and Competitive Advantage:
Innovation is an important factor in explaining the level of the firms' performance and
competitiveness. It referstothe useof advanced technology and implementingcreative
ideas to introduce new potential operations, tools and strategies for the purpose of gaining
sustainable competitive advantage.Organizations witha stronger degree of innovationcan
effectively perceive stronger organizational performance and can also achieve
competitive advantage(Phapruke, 2007).Innovation can be linked to positive changes in
efficiency, productivity andmarket share which reflect positively on the competitive
advantage.(Salge& Vera, 2009, 2012).There is a significant impact of innovation,
intentionand infrastructure on achieving the competitive advantage (Al
Mutairi,2012).Innovation is more likely to have positive and direct influence on the
competitive advantage (Phapruke, 2007).Companiesthat are adopting innovation are
likely to be entrepreneurs in the market for a long time. This can be possible through
continually innovating new products,services, processes, operations, tools, strategies and
technology that can lead to sustainingand keeping the firm in the market with high
performance and competitiveness. According to the authors previously mentioned, there
is a strong positive relation between innovation and competitive advantage. This confirms
41
that entrepreneurship dimension (Innovation), positively impact in achieving competitive
advantage.
3. Risk-Taking:
Risk-Takingis the degree to which organizations tend to operate in such a way that
haspotential physical harm or financial loss, but might also present an opportunity for a
positive outcome. Risk-taking refers to the tendency to behave in a waythat has the
potential to cause harm or danger. Atthe sametime,risk taking may provide the
opportunity that can be seen and perceived as a positive outcome (Aman Allah
&Nakhaie,2011). The purpose of risk taking is to outperform the rivalsby implement
new market strategies such as: competing on price, increasingpromotion and competing
for the distribution channelsin order to improve their own competitive position in
themarket. (Yilmas,2008).Risk-taking is the degree to which managers are willing to
make large and risky commitments in implementing projects that involve high
uncertainty level for the likely outcomes (Kreiser& Davis,2008).On the other hand,
organizations that do not take risks in dynamic environments will lose theirmarket share
and will not be able to face tough competitors (Kreiser& Davis,2008).Therefore,
“entrepreneurship is a process in which the entrepreneur establishes new firms and new
creative organizations,associated with risk-taking by new and creative ideas. This results
in introducing new products or services to the market and customers(Aman Allah
&Nakhaie, 2011).Moreover, organizations tend to adopt risk-taking to provide superior
values for customers and to satisfy their needs and receivean outstanding competitive
42
advantage. Risk taking behaviors acquires best practices which in turn reflecton the
competitive markets (Avlonitis&Salavou, 2007), (Phapruke, 2007).
Entrepreneurs face a number of different types of risks. They can be grouped into
four basic areas.(Kuratko&Hodgetts,2004), (Aman Allah &Nakhaie,2011),
(Settles,2009).
1. Financial risk:In most new ventures, the entrepreneur puts a significant portion of his or
her saved money, house, and other resources at stake with the possibility that his or her
money resources or other resources willbe lost if the venture fails.
2. Career risk:Loss of employment security. Itis the ability of the entrepreneurs to return to
their old jobs or find new jobs if their investments fail. This is a major concern ofall
managers who have secured jobs with high salaries.
3. Social and family risk:it is competing commitments of work and family.An
entrepreneur usesmuch of his or herenergy and timetostart a new venture.
Consequently, his or her other commitments may suffer as a result.
4. Psychic or mental risk: it isthepsychological impact that failure might have on the
well-being of entrepreneurs.Money can be substituted or replaced, spouseandchildren
can usually adapt, but some entrepreneurs who have suffered financial crisisare usually
unable to recover, at least not immediately.
43
Typology of entrepreneurship style:
This typology highlights the need to explore, in economic theory, the styles of entrepre-
neurial motivations that deviate from the styles mostly characterizing the rational person
Figure (2-3)
Typology of entrepreneurship styles
Lev
el o
f p
rofi
t m
oti
ve
Level of personal financial risk
Low High
Low Risk avoiding
Activity Seeking
Risk accepting
Activity seeking
High Risk avoiding
Profit Seeking
Risk accepting
Profit seeking
Source: Monroy,T. & Folger,R.,1993 “A Typology of Entrepreneurial Styles: Beyond Economic Rationality,” Journal of Private
Enterprise 9(2): pp:71
Finally, Risk taking is a process which allows the entrepreneurship company to be
proactive in exploiting all opportunities,taking into accounts the potential risks and
uncertainties. Consequently, this leads toincreasing the company competitiveness and
maintainingits market share. According to the authors previously mentioned, there is
strong positive relation between risk taking and competitive advantage. This confirms
that entrepreneurship dimension (Risk taking), positively impact in achieving competitive
advantage.
44
4. Pro-activity
Pro-activity refers to thefirms thatare seizing the new opportunitiesand are the first
moversin the competitive market to take the benefit of these opportunities. Therefore, the
organizational goals seizemarketopportunitiesby being the first mover in the competitive
market (Yilmas, 2008).Pro-activity refers to the seeking of new opportunities and aiming
to be entrepreneur, thus, it is anticipated that pro-activity will facilitate and enhance
innovation(Adam et al.,2011).Pro-activebehavior takesthe initiative and first step in
improving current productsand services,or creating new ones(Joo& Lim, 2009). Pro-
activity is seeking new opportunity and forward-looking. This, of course, involves
introducing new products or services and acting in anticipation of future demand for the
purpose of creating change and shaping the environment (Kreiser& Davis, 2008).In
addition,firms with a higher level of pro-activity seem to betterunderstand the current
andfuture environments and operate effectively with better performance (Knight, 2000),
(Phapruke, 2007).
The Impact ofPro-activity on Individual and Organizational benefits(Bateman
&Crant,1999):
- Individual benefits:proactive behavior predicts career success. It also predicts career
outcomes including salary, promotions and satisfaction.
- Organization benefits: At the strategic level, these benefits can be observed in the
numberof new products introduced, services and processes. Also they can be seen in
the amount of resources devoted to innovation,their impact on the organizations
45
performanceand competitive advantage as well as in how often the firm is a first
mover.
Pro-activity and Competitive advantage:
Pro-activity refers to how organizations seizemarket opportunities in the marketplace
through market research and first mover actions(Lumpkin &Dess, 2001).Pro-
activityplaysamajor role in achieving competitive advantage. It involves a wide variety of
activities including identifying and assessing the strengths and weaknesses
ofopportunitiesin the competitive markets and also gaining more benefits, rewards and
advantages from the markets (Phapruke, 2007).Pro-activity is viewed as the firm's
response to market opportunities and this implies an opportunity-seeking perspective
through introducing new products and services ahead in order to increase the competitive
positioning in relation to other firms(Abdul Razak,2011).
According to the authors previously mentioned, there is a strong positive relation
between pro-activity and competitive advantage. This confirms that entrepreneurship
dimension (pro-activity), positively impact in achieving competitive advantage.
46
(2-2-2) Competitive Advantage:
In aworld wherethere is an increasing intensity in business competition, firms have to
strengthen their operations, resources, processes and strategies in order to build and
enhance the competitive advantage. In addition, changes in business phenomena and
competitive situations, nowadays,greatly influence corporations to create unique
competitiveness or the competitive advantage (Thompson et al., 2008),(Rungwitoo,
2012).Sustaining andkeeping competitive advantage is one of the deepestinterests of
organizations in order to compete with competitors for the goal ofattracting new
customers(Javadi, 2011). Competitive advantage is an organizations ability to create a
defensible position over its competitors (Porter, 1985).Competitive advantage means
that one firm is able to compete with its rivals, when at the same time, two or more firms
compete within the same market (Grant, 1998).Competitive advantage is thecomprised
capabilities that allow an organization to differentiate itself from its competitors and is an
outcome of critical management decisions (Tracey et al., 1999), (Liet al., 2004).It is the
thing that distinguishes your company from itscompetitors in the minds ofcustomers. A
business company oran employer needs to have a clear competitive advantage and to
communicate its advantage to its customers and to markets (Amadeo, 2012).The
competitive advantage is an organization's ability tooperate, perform, innovate and
introduce new productsandservicesin such ways that competitors cannot match with
(Kotler, 2000).In additionto generatingthe competitive advantage,a company must
provide sustainable values for customers. An organization is said to have a competitive
advantage when it is implementing a value creating strategy that is not being
implemented by any current or potential competitorsat the same time (Clulow,
47
2003).Competitive advantage stems fundamentally from an organization’s ability to
create value whileoffering lower prices than competitors for equivalent or unique
benefits(Porter, 1985).The competitive advantage is the integration between
performance and capability to create superior value for a customer better than
competitors (Rungwitoo, 2012).A competitive advantage is an advantage over
competitors which is gained when an organization is able to provide greater services,
benefitsand values at higher prices or providingthe same value as its competitors but at
lower prices(Riley, 2012). It results from satisfying the customer by creating long-term
value added to the system(Wingwon, 2011).
The competitive advantage is achieved when the organization develops attributes that
allow it to outperform its competitors.These attributes can include valuable resources,
such as: modern technologies and human resources with high skills and capabilities.
Moreover, it takes place whena company introduces goods and services that are
differentiated in (quality, design, reputation, benefits, prices and flexibility).According to
Hasan, 2012,"A competitive advantage exists when an organization is able to deliver the
same benefits as competitors do, but at lower prices, or when it delivers benefits that
exceed those of competing products at higher prices". The outcome of superiority in
production, resources and in performance reflects positively on the
company’scompetitive advantage(Lau, 2002).As aresult, organizations must
continuously search for developing its goods and services through creativity and
innovation; this leads to achieving the competitive advantage(Epetimehin,
2011).Organizations that are trying to work on strategies with proper innovation and
48
creativity in products and services aim to satisfy the needs of consumers and create new
opportunities for organizational investment (Javadi, 2011).
According to Alaihar, 2005, the elements which should be available in the organization to
achieve a competitive advantage, are:
1. Providing the best level of quality for their products and services.
2. Innovation and creativity in products and services are aimed to satisfying the needs of
consumers, and creating new opportunities for investment.
How can the competitive advantage be sustainable? (Lioukas&Voudouris, 2012)
1. The firm must seek the competitive advantage in combining resources & capabilities.
- Develop resources and capabilities, which are rare, valuableand non-tradable,
- Make those resulting competences sustainable by precluding imitation or
substitution by competitors.
2. The firm must offer competitive products and services.
The main elements of competitive products and servicesthatshould exist are:
- Quality as mainly presented in customer service (which in turn is reflected on
employees’ skills);
- Design, reflects on aesthetic quality, innovation and customization;
- Reputation as provided by social responsibility and environmental posture
constitute elements of competitive products and services.
49
The Competitive advantage characteristics are:(Abu Mahfouz, 2011)
1. Continuity and sustainability:thecompetitive advantage should be continuous and
sustainable to allow the organization to achieve its goals, market share and
outperform its competitor for a long time.
2. Relativity:the competitive advantage should be relativeto be able to be consistent with
the current situation and competition.
3. Flexibility:the competitive advantage should be flexible to allow the organization to
change and renewits competitive strategy in order to adapt to the new environment, as
well as new organization resources, capabilities and goals.
4. The competitive advantage should be consistent with the organizational goals and
results for both the short and the long run.
Finally, organizations seek to achieve the competitive advantage. This is because the
competitive advantage allowsthe organization to outperform its rivals and maintain its
market share for a long time by providing valuable and sustainable products and services
with high quality benefits and adaptable prices. The outcomes of achieving the
competitive advantage allow the organization to earn excess returns for its
shareholders,customer satisfaction, sustainable growthand outcomes, as well as,
increasing and maintaining its market share(Dess&Robinson, 1984), (Wingwon, 2011).
50
The Competitive Advantage Dimensions:
According tothoseauthors who have focused on the competitive advantage dimensions, as
shown in Table (2-5), the dependent variable in this study is the competitive advantage
and its dimension (the service quality).
Table (2-5):
The dimensions of the competitive advantage as reflected by the number of authors’
studies
Scholar Year Dimensions
Schuler & Jackson 1987 Innovation, Quality enhancement and Cost reduction
Hill & Jones 1989 Quality, Innovation,Responding to customers and Efficiency
Evans 1993 Cost, Quality, Flexibility, Delivery and Creativity
Krajewski&Ritzman 1996 Quality, Flexibility and Cost
Mintzberg&Quinm 1997 Quality, Reputation, Price and Design
Slack 1998 Design , Quality, Flexibility, Ease of use, Aesthetic and Creativity
Amro 2009 Innovation, Creativity, Quality and Aesthetic design
Epetimehin 2011 Efficiency ,Quality of products and services and Customer
satisfaction
Abu-Mahfouz 2011 Quality of Service
Prepared by the researcher
The researcher selectedthe services quality,becauseit is consistent with the research
requirement.
51
Services Quality:
Service:An individual uses many services throughout his life, such as health, education
services and communications.Furthermore, the customer has his own expectations and
perception of the service provided by the organizations in terms of quality and
sustainability. Therefore, an organizationseeks to improve its services quality to meet
with customer’s expectations and wants. In addition to that,the organization aims at
increasing its customer loyalty, market share, and achieving the competitive
advantage(Qaddura, 2011).
Quality is a strategic weapon forany organization because it helps insustaining growth
and achieving the competitive advantage of the organization in the field of its activities.
Quality improvement has become a highly desired objective of any company’s work in
the intensively competitive market.Moreover, quality is considered as the only factor that
ensures the performance of the organization and leads toimproving productivity and
services(Deming, 1982). Therefore, in recent years there have been many authors who
have underlined the importance of quality improvement as resulting from
sustainablecompetitive advantage.
According toGarvin, 1988,if an organizationadopts quality as one of the competitive
advantage’s tools, it should identify the following five elements:
The company:
1. Must determine the quality of the customer’s point of view.
2. Must link quality together with profitability taking into account the cost and other
market requirements.
52
3. Must view quality as a competitive tool of the organizations.
4. Must build quality in the strategic planning process of the organization.
5. Must allow quality to get full commitmentfrom the organization.
ISO 8402-1986, defines quality as “the totality of standards, features, and characteristics
of a product and a service that bears its ability to satisfy needs" (http://iso.org). Quality
focuses on the benefits that are created and provided to customers (lovelock, 2007).It
refers to the good products and services that meet customer requirements, expectations
and wants regardless of high or low prices (Abu Mahfouz, 2011).Quality can be realized
when a company is highly interested in providing an outstanding customer
value.Thiswould be expected in a culture that reinforces high quality. Therefore, the
management and measurement of service quality are important for the survival and
growth of service companies(Suuroja, 2003).
Service Quality:is one of the strategies that organizations try to achieve by working on it
with appropriate drives and resources to sustain the competitive advantage (Javadi,
2011).According to ISO 9000:2000, service quality is manifested through the
characteristics, which exists in services that are provided to customers (Qaddura,
2011).Furthermore,Service quality is the totality of characteristics and features that
enhance the ability to satiate and satisfy stated and implied desires and needs of
customers(Kotler, 2006). Companies can use technology for the purpose of enhancing
the service quality, gathering market demand and achieving competitive
advantage(Parasuraman et al.,1991). Those services that the business operates often
assess the service quality provided and delivered to their clients in order to: improve their
services, better identify problems and better assess customer satisfaction
53
(http://businessdictionary.com).Service quality is the ability to fulfill the requirements
of customers and satisfy their needs through providing services that meet customers’
expectations (Abu Mahfouz, 2011). Service quality is an assessment of how a delivered
service confirms to customers' expectations. It is the level of performance that is expected
by customers(Dennis, 1992). Moreover, a business with a high service quality will meet
customers' needs and expectations and increases economic
competitiveness.(http://asq.org).Service quality is not only involved in the final products
and services, butit is alsoinvolved in servicesfunctions, operations and processes
(Kumra, 2008).
Quality objective:
A quality objective is somethingthat companies seek to achieve. They are generally based
on the organization’s quality policy and must be consistent with it. They are usually
designed and formulated at all relevant levels in organizations and for all relevant
functions.
There are five quality objectives:(Abu Mahfouz, 2011), (Kumra, 2008)
1. External company performance objective:This includes: environment, markets
and communities.
2. Service and product performance objective:it addresses the needs and the
expectations of customers and competition.
3. Operations objective:it addresses the operations adaptability to change,ability and
efficiency.
54
4. Internal company performance objective:it addresses the company’sability,
efficiency and to what extent the company responds to actual changes in the
environment.
5. Employees' performance objective: itaddressesthe employee’s capabilities skills,
incentives, and staff development.
According to Change, 2008,"Service quality should be based on the customers’ point of
view because they may have different needs, expectations, and different types of
assessment". In addition to that,customers evaluate and expect the service quality
according to their experience, personal needs and communication(Parasuraman et
al.,1990).
Criteria used by customers to evaluate the service quality (Parasuraman et al.,
1985-1994)
1. Tangibles: Appearance of physical facilities, elements, equipments, personal
communications and materials that are used to provide services.
2. Reliability:Performing promised services dependably and accurately.
3. Responsiveness: Is the readiness and willingness to help customers and provide
prompt services.
4. Service assurance:is realized through competency,creditability, security and the
ability to convey confidence.
5. Empathy:can be understood as being easy to access, caring, good
communications and understanding of customer needs.
55
Perceived Service Quality(Fitzsimmons.J &Fitzsimmons. M, 2006),(lovelock, 2007)
Figure (2-4) shows how customers evaluate the perceived service quality based on their
expectations.
Figure (2-4)
Perceived Service Quality
Reliability
Responsiveness
Assurance
Empathy
Tangibles
Service Quality Assessment
1. Expectations exceeded
ES<PS (Quality
surprise),(good quality)
2. Expectations met
ES~PS (Satisfactory quality)
3. Expectations not met
ES>PS (Unacceptable
quality),(poor quality)
Expected service
(ES)
Perceived service
(PS)
Source: Fitzsimmons. ,J. & Fitzsimmons, M.,2006, "Service Management:Operations, Strategy, and
Information Technology,5th ed., Boston: McGraw hill,pp 128
Service Quality Gap Model:
Word -of-mouth
Communications
Personal needs
Past experience
56
Service quality is the evaluation of the processes and the outcomes that are compared
with the customer's own expectations and desired benefits(Suuroja, 2003).The Service
quality gap model isdeveloped by, Parasuraman, Zeithaml, and Berry between (1985 and
1994), to highlight the main requirements for delivering high service quality.
Furthermore,it identifiesfivegaps between customers' perceptions of services that are
actually received and customer expectations that cause unsuccessful delivery. As shown
in the figure (2-5).
The main goal is to close the service gap between customers’ expectations and
perceptions.
57
Figure (2-5)
Service Quality Gap Model
Customer
Gap5
----------------------------------------------------------------------------------------------------
Provider
Gap4
Gap3
Gap1
Gap 2
Source: Parasuraman, A. & Berry, L. &Zeithaml, V., 1985, "A Conceptual Model of Service Quality and its
Implications for Future Research". Journal of Marketing 49, PP.41-50.
Word-of-mouth
Communications
Personal needs
Past experience
Expected service
Perceived service
Service delivery (including
pre- and post-contacts)
Translation of perceptions into
service quality specifications
Management perceptions of
consumer expectations
External communication to
consumer
58
Gap 1: between customer expectations and management perceptions (the knowledge
gap):
In this gap, management may not understand the things that consumers expect, want and
how the customers formulate their expectations from their experience and communication
with their (family and friends).
To eliminate this gap, management should be able to:
1. Understand customer expectations.
2. Improve market research.
3. Upward communications between front line employees and management.
4. Reduce the number of management levels.
Gap 2: between management perception and service quality specifications
(standards gap):
In this gap,management knowsthe things that customers want and expect, but those in
management may not set very clear services, quality and performance standards or they
might set clear but unrealistic ones.
To eliminate this gap, management should:
1. Set service quality, performance and goaland communication standards for all work
units.
2. Measure managers’ and employees’ performance and provide them with feedback.
3. Provide rewards for managers and employees.
59
Gap 3: between service quality specifications and Service delivery (delivery gap)
In this gap, management sets service quality, performance and goals standards, but the
delivery of services itselfcannot meet with the standards developed by management.
To eliminate this gap, management should:
1. Improve teamwork skills.
2.Perform an appropriate employee selection.
3.Conduct adequate training for employees.
4.Introduce an appropriate job design and clarify employees' roles.
5.Provide rewards for employees.
Gap 4: between service delivery and external communication withthe
consumer(communication gap):
Customers' expectations are influenced by the promises and statements that are
usuallymade by organizations, representatives and advertisements.
This gap arises when organizations are not able to deliver what an organization promises
and states.
To eliminate this gap, management should:
1. Make sure that promises and statementsare realistic.
2. Provide accurate informationto the organization representatives about its services
to give customers accurate promises.
60
3. Allow service providers and representatives to preview advertisements before
displaying them to customers.
Gap 5: between customers’ expected services and perceived services (service gap):
This gap refers to the differences between customers’ expectations and their perceptions
of the services that are actually received.
The main objective of any company is to close the gap between the expected services
andthe perceived onesto achieve highly serviced quality and customer satisfaction.
This gap takes place when one or more of the previous gapes occur.
To eliminate this gap, management should identify the causes and solutions for each
gap and develop strategies to close the previous gaps.
Based on the mentioned above, a service quality is the characteristics and features that
enhance the ability to fulfill and achieve requirements and satisfy customer needs through
providing services that confirms customers’ expectations. Furthermore, service quality is
a strategic goal of organizations because it helps to improve the organizational
performance, ensure and sustain growth and achieve customer satisfaction in terms of
achieving competitive advantage.Furthermore, good service quality resultsfrom strong
planning, strategies, process, operations, equipments, performance, control and staff.
There are three types of service quality based on customer assessment:
1. Highly servicedquality: It is customers’perceptions of the services that are
actually received more than their expected services.
61
2. Satisfactory quality: It is thecustomers’perceptions of the services that are
actually received equaltheir expected service.
3. Poor service quality:It is the customers’perceptions of the services are that
actually receivedless than their expected service.
In addition, customers' expectations are influenced by the promises and statements that
are made by organizations representatives and advertisements. Therefore, an organization
should be able to deliver its promises and ensure providing services that meet and comply
with customers’ expectations. Finally, service quality has a strong impact on the
reputation of the organization and customer loyalty which is positively reflected on
sustainable growth and competitiveness.
62
(2-3)Previous Studies
(2-3-1) Arabic Studies
1. (Alaihar, 2005) Study
Study Title:
Importance of the study:
According to the researcher, this study derives its importance from the requirements of
the competition which is imposed by economic markets on the current status and pushed
the institutions to apply modern trends to face competition in order to achieve
competitive advantage.
Furthermore, the importance of this study arises from:
1. Increasing attention towards quality requirements and its variables.
2. Increasingcompetition amongst institutions.
3. The pursuit on the part of institutions towards achieving the competitive advantage in
their fields.
Objective of the study:
This study aimed to:
1. Clarify the concepts of quality and competitive advantage dimensions.
2. Emphasize the importance of achieving quality and building competitive advantage.
The Role of Quality in Achieving Competitive Advantage of the Institution
63
3. Explain how to achieve competitive advantage through quality.
Study Analysis and Methodology:
The researcherhasbased his analysis on the analytical approach by explaining and
analyzing specific variables such as: quality competitive advantage.
The Study Conclusions:
The researcher has found out that:
1. Quality is achieved before, during and after the production process.
2. The quality of products and services influences the reputation of the institution, the
degree of confidence on the part of customers, production costs, profitability and the
market share.
3. The goal of the institution is to create competitive advantages in order to create new
marketing opportunities, achieve customer satisfaction, increase profitability, improve
performance, enhance its competitive position and ensure its survival and continuity.
4. To ensure multiple sources of competitive advantage that are owned by the
corporation to avoid detection and imitation by competitors.
5. To build a competitive advantage for the institution which is based on tangible
resources such as :( raw materials, production equipments and financial resources).As
well as intangible resources such as: (quality, technology, information, vigilance
competitiveness, flexibility, knowledge, know how to work and costof time).
64
The Study Recommendations:
Based on the study conclusions the researcher has providedtherecommendations:
1. Adopt international standards specifications for the products, and developing national
standards to govern institutions in the local markets, with an emphasis on the need to
provide special hand control on the application of these specifications.
2. Create a private association withthe consumer protection to ensure the quality of
products and services that meet their needs and satisfy the expectations of consumers.
3. Worktowards achieving customer satisfaction, because it is the only way to ensure the
profitability of the enterprise, as well as its survival and continuity.
2. (Alskarnh, 2005) Study
The Study Title:
Importance of the study:
According to the researcher, this study has generated its importance from:
1. The role which isplayed by entrepreneurship strategies in the management of business
organizations. Therefore, managers can achieve competitive advantage.
Entrepreneurship Strategies and its Role to Achieve Competitive Advantage (Study on
telecommunication companies in Amman)
65
2. The role of entrepreneurship strategies in achieving competitive advantage for
business organizations and in how to deal with other organizations through creativity,
innovation, uniqueness and risk-taking.
3. The importance of the telecommunication sectors in Amman (the study population)
and its positive impact on the Jordanian economy.
The Study Objective:
This study aims to state the role of entrepreneurship strategies to achieve the competitive
advantage in telecommunication companies in Amman.It has the following objectives:
1. A clear definition of the concept of entrepreneurship strategies, its elements and
characteristics.
2. A definition of the concept of entrepreneurship,entrepreneurial organizations
characteristics and skills that ought to be enjoyed by workers in these organizations.
3. Highlighting and emphasizing the role of entrepreneurship strategies in enhancing the
competitive advantage in companies.
4. Developing a model of entrepreneurship strategies and their role in achieving
competitive advantage for telecommunication companies in Amman.
66
The Study Population and Sample:
The data were collected from (109) managers working in (4) Jordanian communication
companies after submitting (140) questionnaires. The researcher selected (50)
questionnaires randomly after preparing a pilot study including (12) questionnaires and
finding the same results proceeding analysis.
The Study Conclusions:
The researcher found out that:
1. In communication companies, there are positive relations between entrepreneurship
strategies and the competitive advantage.
2. In communication companies, there are positive relations between elements of
entrepreneurship strategies and the competitive advantage.
3. In communication companies,there are positive effects between the change in
entrepreneurship strategies and the competitive advantage.
The Study Recommendations:
Based on the study conclusion the researcher providedthe followingrecommendations:
1. Conducting future related studies in entrepreneurship strategies in many sectors such
as (industry, services, education, health, agriculture and banks).
2. Emphasizingthe role of innovation and creativity for employees through participating
in meetings, conferences anddecision-making.
67
3. Emphasizing risk taking and pro-activeness through taking opportunities in markets
and making alliances with other companies for the sake of developing better services
to customers.
4. Emphasizing uniqueness in technology and human resources in order to be more
successful and to achieve customers’ satisfaction.
3. (Al-Mutairi, 2012) Study
The Study title:
Importance of the Study:
According to the researcher, this study generates its importance fromthe subject of the
study in terms of strategic and organizational aspects. This study will help decision-
making centers and banks to face the problems and challenges surrounding emergency
situations as well as making the right decisions and use the innovation strategy to reach
competitive advantages.
The Study Objective:
According to the researcher, this study aims to investigate the impact of innovation
orientation on achieving competitive advantage in the Kuwaiti Commercial Banks.
The Impact of Innovation Orientation on Achieving the Competitive
Advantage, an Applied Study in Kuwaiti Commercial Banks
68
The Study population and sample:
The researcher has designed a questionnaire consisting of (30) paragraphs to gather the
primary data from a study sample which has consisted of (102) individuals. The
researcher has usedSPSS to analyze and examine the hypotheses.The researcher has also
used many statistical methods to achieve the study objectives, such as Multi & Simple
Regression.
The Study Conclusions:
This research has found out that:
1. There has been a significant impact of innovation on achieving the competitive
advantagein the bank.
2. There has been a significant impact of the innovation infrastructure on achieving the
competitive advantage inthe bank.
3. There has been a significant impact of innovation influence on achieving competitive
advantage in the bank.
The Study Recommendations:
Based on the study conclusion, the researcher providedthe followingrecommendations:
1. Policy maker in the Kuwaiti commercial banks must adopt contemporary new styles
in the management of operational processes in order to achieve excellence and
superiority over foreign banks operating in the Kuwaiti State.
69
2. Policy maker in the Kuwaiti commercial banks must focus on the involvement of
their employees in the comments, opinions and the course of meetings or seminars
held by the bank.
(2-3-2) International Studies
1. (Jackson &Sculer,1987) Study
Study Title:
Importance of the study:
According to the researcher, the importance of this study comes from the importance of
entrepreneurship itself in gaining or achieving the competitive advantage.Its impact on
human resource practices and on exploring the important role of the human resource in
achieving the competitive advantage is of the essence.
Objective of the study:
The main objective of this study is to find results or answersfor this question: (What
Impact does the use of entrepreneurial strategies have on human resource management
practices?).
Facilitating Entrepreneurship to Gain Competitive Advantage: Implications for Human
Resource Management Practices
70
The Study Sample and population:
According to the researcher, the study sample included the human resource managers and
top line managers respondents from 139 different firms.
Study Conclusion:
The researcher found out that his pursuit for a highly entrepreneurial strategy can have a
significant impact on HRM practices.
Study Recommendations:
Based on the study conclusion the researcher has providedthe
followingrecommendations:
1. The firm's efforts to gain a competitive advantage by pursuing an entrepreneurial
competitive strategy may have significant and predictable effects on its human
resource management practices.
2. Business units that are seeking to gain a competitive advantage through using an
entrepreneurial strategy, utilize human resource practices to encourage, facilitate and
reward appropriate behaviors and attitudes including cooperation, acquisition of
immediate useful skills, a sense of ownership and commitment, as well as a concern
for long-term performance.
71
2. (Covin&Miles,1999) Study
Study Title
Importance ofthe study:
According to the researcher, this study presents or provides a theoretical exploration of
the constructionof thecorporate entrepreneurship.It also seeks to contribute to the
literature of the corporate entrepreneurship in two ways:
1. This study will attempt to clarify what it is meant for the organization to be
entrepreneurial;
2. This study will propose a typology of the common forms of entrepreneurship
organization.
Study Methodology:
The researcherhasput four forms of corporate entrepreneurshipwhich are presented below
to elucidate the characteristics of what would seem to be someof the most common firm-
level manifestations of entrepreneurial processes.
1. Sustained Regeneration.
2. Organizational Rejuvenation.
3. Strategic Renewal.
4. Domain Redefinition.
Then the researcher used criteriathat were suggested for the development of acceptable
classification schemata to evaluate this typology.For a classification schema to be
Corporate Entrepreneurship and the Pursuit of Competitive Advantage
72
optimally strong, one should be able to answer most of the following five questions in an
affirmative manner:
1. Is the schemaspecifying the phenomenon to be classified?
2. Is the schemaspecifying the properties or characteristics that will be used for
doing the classifying?
3. Isthe schema consisting categories that are mutually exclusive?
4. Is the schema consistingcategories that are collectively exhaustive?
5. Is the schema useful?
The Study Conclusion:
The researcher concludedthat while the proposed four-form typology is not far from
criticism, it enjoys many of the properties that make a classification schema theoretically
sound and useful. Thus, the current typology represents a reasonable starting point in an
attempt to bring some order and concreteness to how the construction of a firm-level
entrepreneurship might be depicted in theory and observed in practice.
The Study Recommendations:
Based on the study conclusion, the researcher providedthe followingrecommendations:
1. Corporate entrepreneurship should be viewedas more than simply one of the most
recent panaceas in a long string of managerial quick fixes that have surfaced over the
years.
73
2. The manager and the researcher should identify the entrepreneurial processes that
lead to various forms of entrepreneurshiporganizations. Thenthey should theoretically
predict and empirically verify the forms of this phenomenon which produces the best
results for firms in various business and industry contexts.
3.( Ong et al., 2007) Study
The Study Title:
Importance of the Study:
According to the researcher, this study has provided two very important indicators related
to long-term success of small and medium-sized enterprises. These are entrepreneurship
and luck. It has also explained the role of these indicators on the competitive advantage.
Objective of the Study:
This paper aims to explain the role of entrepreneurship and luck on the competitive
advantage of small and medium enterprises firms(SMEs).
The Study Sample and Population:
All the study populationconsists of small and medium enterprises firms(SMEs)which
arelisted in the Malaysian multimedia development corporation (MSC Malaysia)
database.
The Competitive Advantage of Small and Medium Enterprises (SMEs): The Role of
Entrepreneurship and Luck
74
The results from 356 usable survey responses that were collected from Malaysian SMEs
were analyzed.
The Study Conclusions:
The researcher concluded that the findingshad provided important indicators to formulate
a robust framework to explain the competitive advantage of SMEs. Furthermore, he
concluded that this study could provide guidelines for policy makers and entrepreneurs to
strengthen the development of SMEs, which would eventually benefit the country as a
whole.
The Study Recommendations:
Based on the study conclusion the researcher providedthe followingrecommendations:
1. The policy makers in Malaysia should recheck the curriculum of the national
education system to make balance between both knowledge-based learning and
personality development of the students to enhance and promote the entrepreneurship
culture in the country.
2. SMEs should adopt a flexible and loose organizational culture to benefit from the
uncertainties in the environment and nurture and feed creativity within the firm.
75
4. (Yilmaz,2008)Study
Study Title:
Importance of the Study:
According to the researcher, this study has generated its importance from the increasing
competitiveness in markets which has made for both competing organizations and
interested academics to explore and identify innovative consequences of competitive
firms actions, particularlyforcorporate entrepreneurship.
Objective ofthe Study:
This study aims to examine the effects of dimensions of corporate entrepreneurship on
the innovative performances of firms which are located in Turkey.
The Study Sample and Population:
According to the researcher, the study sample included 2032 respondents from
312 different firms from a multitude of different industries.
Study Conclusion:
The study results indicated that the entrepreneurship dimensions of innovativeness and
pro-activeness were strong drivers of the innovative performance, but risk-taking
Innovative Performance Impacts of Corporate Entrepreneurship: an Empirical Research in
Turkey
76
andcompetitive aggressiveness did not seem to relate in a significant manner to
innovativeness.
5. (Wingwon, 2011) Study
The Study Title:
Importance of the Study:
According to the researcher, this studyhas focused on SMEs businessanalysis and survey
methodology to explain the effect of entrepreneurship, organization capability, strategic
decision making and innovation as thevariable factors towards the competitive advantage
in the competition of the SMEs enterprises.
Study objectives:
1. To study the level of importance of entrepreneurship, organization capability,
strategic decision making and innovation that have affected the competitive
advantage in thecompetition of SMEs businesses.
2. To explain the effect of entrepreneurship, organization capability, strategic decision
making and innovation variable factors towardsthe competitive advantage in the
competition of SMEs businesses.
Effects of Entrepreneurship, Organization Capability, Strategic Decision Making and
Innovation toward the Competitive Advantage of Small and Medium Enterprises SMEs
77
The Study Population,Sample and Methodology:
The research methodology was conducted by usingsurvey method onsmall and medium
enterprises firms(SMEs) which have over 5 years experience in the market and
whichwere registered in the four Offices of Commercial Affairs represented in:
(Lampang, Lamphun, Chiangmai and Chiangrai). This has resulted in the foundingof 596
SMEs in Thailand.Thequota sampling survey method was used inaccordance with the
population proportion of each province.
The Study Conclusions:
The researcher has found out that:
1. The respondents have valued the importance of entrepreneurship, strategic decision-
making, organizational capability, as well as innovation and competitive advantage
variables at high levels on all factors.
2. The outcomes of the study revealed that the entrepreneurship had direct effects
towards the organizational capability.
3. Whenever the organizational capability was abandoned and with no innovation, the
business wouldnot be able to maintain its sustainability.
4. Innovation had direct effects towards the competitive advantage.
The Study Recommendations:
Based on the study conclusions, the researcher hasprovidedthe
followingrecommendations:
78
1. Entrepreneurs should benchmark their businesses with relevant industries in other
regions through focusing onthe related variablesand successful factors as the best
practice overthe owned businesses.
2. Since the competitive environment is increasingly severe with a prolonged basis, the
small and medium entrepreneursmust consider applying various strategies to enhance
the competitive advantages of their businesses.
6. (Bashir,2011) Study
The Study Title:
Importance of the Study
According to the researcher, this study has generated its importance fromthe
identification of the most appropriate means to encourage entrepreneurship, especially in
rural areas, because it faces the problem of death of firms.This isespeciallytrue with the
increasing difficulty ineconomic conditions, new technology and knowledge, as well as
the increase in information economy over time among states. In addition, enhancing
economic growth is a challenging task for private and public decision makers.To
encourage entrepreneurship, it is essential to learn about the dynamics between the needs
of entrepreneurship,economic conditions and growth in the region.
A spatial Analysis of the Role of Entrepreneurship in the Economic Development in
Northeast Region of the United States
79
The Study Objective:
The main objective of this study isto providepolicy makerswith informationabout the role
of entrepreneurship in economic development in the Northeast region. The specific
objectives are to:
1. Develop a database of socio-demographic and economic variables for the Northeast
region.
2. Identify and estimate the impact of entrepreneurship on the economic development of
the Northeast region.
3. Identify the spatial distribution of entrepreneurship in the economic development
process.
4. Draw policy implications for the economic development of the region based on the
research findings.
The Study Analysis and Methodology:
This study has used the non-spatial simultaneous equations model to estimate the
relationship using (3SLS).
This study has focused on 299 counties of the Northeast region of the U.S. The secondary
data that was used in this study wasdated from the 1993 to 2008 period. All endogenous
variables that were formulated as growth rates were from the1993 to 2008period. Ithas
provided the description of the endogenous variables, initial condition variables andcited
the sources of data. The data for population employment per capita income and
entrepreneurship were taken from the U.S. Census Bureau, Bureau of Economic
80
Analysis, Regional Economic Information System (REIS), and County and City Data
Book (C&CDB) within the periodfrom 1993 to 2008.
The Study Conclusion:
The empirical results of this study on the relationship between entrepreneurship and
economic development are as follows:
1. An extension that incorporates the simultaneous relationships of new firm formation
and self-employment in the economic development of the region.
2. A new firm formation as a measure of entrepreneurship that plays a significant role
in the economic development of the Northeast region of the Unites States.
3. Self-employment also contributes to the process of economic development. New firm
formation has a stronger impact on economic development than self-employment.
The Study Recommendations:
Based on the study conclusion, the researcher has providedthe
followingrecommendations:
1. Policy makers should identify and develop policies that enhance entrepreneurship
especially in rural areas of the region.
2. Policy makers can help to develop and implement policies that can provide
information about the use and management of resources for transportation.
81
7.(Epetimehin,2011) Study:
Study title:
Importance of the study:
According to the researcher, in order for organizations to achieve new gains for their
stakeholders and fulfill their needs and requirements, especially in the insurance industry,
they must continuously search for the development of their products and services through
marketing innovation and creativity. This will play an important role in achieving
competitive advantage through the forces of change into industry by consolidation and
recapitalization.
The Study Objective:
The study aimed to find out whether marketing innovation andcreativity have an impact
on achieving competitive advantage in the insurance industry or not.
Study population and sample:
The population targeted by the study was the adult group (18 years and over), residing in
Lagos Nigeria, whowere insurance service users or employees in the selected 20
insurance companies. The researcher chose a random sample of the population from the
insurance companies and their branches. 240 questionnaires were distributed to
Achieving Competitive Advantage in Insurance Industry: The Impact of
Marketing Innovation and Creativity
82
theinsurance companies and their branches and 240 questionnaires were given to the
insurance clients as well.
The Study Conclusions:
The researcher found out that:
1. The insurance industry can improve its businesses and achieve a competitive
advantage through innovation and creativity.
2. There is a statistical relation between innovation and creativity and achieving
competitive advantage.
3. The Pearson's correlation coefficient for innovation, creativity, quality products and
services was 0.694 which showed a positive correlation.
The Study Recommendations:
Based on the study conclusions the researcher provided the followingrecommendation:In
order to attract and satisfy new customers the insurance industry should provide new
creative and innovative services with innovation in pricing, promotion and distribution.
83
8. (Rungwitoo, 2012) Study
The Study Title:
Importance of the study:
According to the researcher, this study has classified the dimensions of competitive
advantage to investigate entrepreneurial competencies in terms of skills
andknowledge.Moreover,it examines the simultaneous effects of
entrepreneurialcompetencies towards the competitive advantage, specifically for
established SMEs.
Objective of the Study:
This studyaims to explore the roles of entrepreneurial competencies on the competitive
advantage particularly for small and medium enterprises.
The Study population and sample:
The study particularly gives emphasis to small and medium-sized enterprises that are
with less than 200 employees or fixed assets less than 200 million Baht. The
enterprisesare firmswhich operatein various sectors both goods and services such as: food
and beverage, hotels and restaurants, apparel and jewelry, furniture and decoration,
tourism, culture, and entertainment, logistics and industrial product. In addition, the
overall sample size of this study in, Thailand, is 248 SMEs in.
The Simultaneous Effect of Individual Entrepreneurial Competencies on Small and
Medium Enterprises SMES Competitive Advantage
84
The Study Conclusions:
The keyconclusionsof this study are:
1. Knowledge and skills significantly influence competitive advantage yet their
interaction with competitive advantage do not exhibit.
2. The five dimensions of competitive advantage are influenced by different roles of
entrepreneurial competencies, compounding of strategic marketing knowledge,
operations knowledge,interpersonal skills, executing skills, analytical skills,
organizing skills and responding skills.
The Study Recommendations:
The researcher providedpractical recommendations for the following three parties:
1. Government Organizations:
Government or related organizations can provide research or budget training or support
for improving or boosting up managers with entrepreneurial competencies that
significantly influence the competitive advantage.
2. Academic Institutions:
Academic organizations should give emphasis to developing entrepreneurial skills
including: organizing, responding, executing, interpersonal activities and analytics.
Thiswould be beneficial to students who need to succeed in becoming entrepreneurs.
85
3. Small and Medium Enterprises:
Owner managers should improve their competencies and abilities by taking courses to be
knowledgeable in strategic marketing management, operations management and
participating activities to develop entrepreneurial skills.
9. (Ogbo, 2012) Study
The Study Title:
Importance of The study:
According to the researcher, small and medium enterprises in Nigeria occupyan
important position in the Nigerian economy. Their significance is derived from the
following considerations:
1. SMEs account for a very high percentage of the total number of business
establishmentsin Nigeria.
2. AlthoughSMEs contribution to value added is disproportionately low, more value
added is retained locally in the case of small scale enterprises than in the case of large
scale firms.
From the mentioned above, the development of small and medium enterprises can be
seen as one of the necessary conditions for economic development and growth.
The Role of Entrepreneurship in Economic Development: The Nigerian
Perspective
86
Objective of the Study:
According to the researcher, the main objective of this study is to identify ways which
will establish and sustain the vibrancy for the Nigerian small and medium enterprises, so
SMEs can play important roles in the growth of our economic development. In order to
achieve this objective, the researcher attempts to achieve the following objectives:
1. Ascertaining the influence of managerial capacity in the development and growth of
SMEs in Nigeria.
2. Identifying the major constraint between the managerial capacity and the access to
finance in the development of SMEs in Nigeria.
3. Evaluating the extent ofaccessing finance, managerial capacity and the extent of the
infrastructure influence on the development of SMEs in Nigeria.
The Study Sample and analysis:
A total of 100 SMEs were randomly selected from a cross section of the population of all
SMEs that spread around some states of Nigeria. The responses to the questionnaires
were complemented with personal interviews of some SME administrators. The
responses of the participants were analyzed using (SPSS).
The Study Conclusion:
This study found out that:
1. The access to financing was not the greatest problem facing SMEs in Nigeria.
2. The greatest problem facing SMEs in Nigeria was managerial capacity.
87
3. Access to financing is necessary but not a sufficient condition for successful
entrepreneurial development.
The Study Recommendations:
To succeed in reinventing the future of SMEs and to contribute tothe making of Nigeria
better than when Nigerian entrepreneurs first met it,they:
1. Should extend the current reforms to their educational system to make it more
functional.
2. There should be emphasis on modern technology.
3. There should be emphasis on entrepreneurial studies aimingto produce entrepreneurs.
10.(Tribbitt,2012) Study
The Study Title:
Importance of the Study:
According to the researcher, the existing research that is related to corporate governance
and corporate entrepreneurship focused on how the mechanisms of the corporate
governance hadinfluenced the development of corporate entrepreneurship. While this
study has been initiating itself in the process of developing a separate stream of research,
the existing empirical study has largely been cross-sectional.Thus, the dynamic
relationships between the two constructs have been spurious. Furthermore,the research in
The Moderating Role of Environment on the Relationship between
Corporate Governance and Corporate Entrepreneurship
88
this area, while crucial, is to some extent incomplete. Specifically that, the current
analysis has not taken into consideration the impact of the exogenous factors on the
relationship between corporate governance and corporate entrepreneurship.
Objective of the Study:
This study aims to build on the current studies by addressing gaps in them.
1. This study attemptsto utilizethe longitudinal analytical techniquesto improve our
understanding of the dynamic relationship between corporate governance and
corporate entrepreneurship.
2. This study expands the existing studies models by injecting the moderating impact of
exogenous variables betweenthe corporate governance and the corporate
entrepreneurship relationship.
Sample of the Study:
The researcher listed all the public firms within the same information and manufacturing
industry sectors as classified by the North American industry classification system
(NAICS). These two sectors are represented by a total of 1216 firms. The information
sector is composed of 261firms and the remaining 955firms represent the manufacturing
sector. Furthermore, 247 distinct NAICS codes comprise this sample of the firms. All
data collected will be within the period of 15-yearsfrom1995 to 2010.
89
The Study Conclusions:
According to the researcher, this study addresses several gaps in the literature
itselfthrough injecting the moderating influence of the characteristics of the external
environment into the relationship between corporate governance and corporate
entrepreneurship.
In addition to that,
1. This study deepens our understanding of the dynamic relationships between
corporate governance and corporate entrepreneurship throughutilizing a
longitudinal analytical approach.
2. This work stepsaside from managerial perceptions when measuring corporate
entrepreneurship towardsthe archival measures of the construct.
The Study Recommendations:
1. The researcher recommends that the market for corporate control, as measured by the
level of antitakeover provisions, will moderate the relationships between the structure
of the board, the corporate entrepreneurship, the executive ownership and the
corporate entrepreneurship.
2. The researcher also recommends that the different characteristics of the competitive
environment will moderate the relationship between short and long-term institutional
ownerships and corporate entrepreneurship.
90
11. (Mac, 2012) Study
The Study Title:
Importance of the Study:
According to the researcher, this study focuses on the service quality of theVictoriana
Luna hospital, in order to improve the delivery of healthcare to the officers, enlisted
personnel and authorized civilians.This study seeks to find the current level and
efficiency of service quality. Therefore, appropriate actions should be taken in order to
improve the existing delivery of healthcare services to the hospital.
The Study objectives:
This study aims to improve the quality service of the Victoriana Luna general hospital in
terms of administrative and clinical services.
The Study Population and Sample and Methodology:
The researcher has used the descriptive method of research and Slovin’s formula in
deciding on the sample size. The sample has included patients who were used as
respondents.The overall number of respondents was 254. They were divided into three
categories:
1. 14 officers.
2. 88 enlisted personnel.
3. 152 authorized civilians.
Improving the Service Quality of Vluna Hospital
91
The Study Conclusion:
The researcher found out that the current level of service quality is generally “excellent”.
Moreover, the current service quality in the hospital is also “very efficient” and “very
effective”. Meanwhile,the zero hypothesisturned out to be that “there is a significant
difference in the perception regarding the service quality of the hospital when patients are
categorized as officers, enlisted personnel and authorized civilians”.
The Study Recommendations:
Based on the study conclusion, the researcher providedthe followingrecommendations:
1. Hospital management should strictly follow the provisions of the health ministry.
2. The management should also utilize on: repairs, renovations, service improvement
processes, delivery practices and implementing integration information systems.
(2-4)Contribution of thestudy
The dimensions used in this research to achieve theresearch objectives are:
(creativity, innovation, risk-taking and pro-activity) for entrepreneurship and (service
quality) for the competitive advantage.
The empirical work of this researchinvolvesa very important service sector thatis the
private hospitals sector in Amman, Jordan. There have been no studies that appliedthe
impact of entrepreneurship on private hospitals in Amman,in spite of the importance
of this sector to the community and its great impact on health in this country.
92
(2-5) Health care and hospital sector in Jordan.
Jordan has an advanced health care system. Government figureshave shown thatthe total
spending on health servicesin 2011 is about 6.3% of the total government budget (Health
Ministry, 2011). The number of human force working in the Ministry of Health in all
regions of Jordan is about29149 in public sector.Moreover,the number of human force
working in the private sector in all regions of Jordan is about 13691 (Health Ministry,
2011).
According to a recent study that was conducted by the Jordan private hospitals
association (PHA), in 2008, around250,000 patients sought treatment in the
Jordanhospitals including Palestinians, Sudanese, Libyans, Iraqis, Syrians and Egyptians.
Jordan has generated more than $1 billion dollars in the year 2008 from medical
tourism(PHA,2008).Jordan’scompetitive pricing and high quality health service have
been attracting patients from many countries. The country’s health care sector is divided
intoboth public and private sectors. In the public sector, the Ministry of Health operates
31 hospitals and accounting for 38, 1% of the total number of hospital beds in
Jordan;Royal Medical Services runs 12 hospitals, providing 20, 2 % of total number of
beds in the country,The Jordan University Hospital accounts for 3 % of the total number
of beds in Jordan. The private sector operates 61hospitals, providing for 32, 7% of all
hospitals beds in the country(HealthMinistry, 2011). As shows in Table(2-6):
93
Table (2-6)
No. of hospitals according to health ministry (in Jordan), 2011
Health Sector
2011
Number of
hospital
Number of
beds %
Ministry of Health 31 4572 38,1
Royal Medical Services 12 2428 20,2
Public
Universities
Jordan University hospital 1 547 4,6
King Abdullah University
hospital 1 526 4,4
Private hospital sector 61 3918 32,7
Total 106 11991 100
Source: Jordanian Ministry of Health, 2011, "Annual Statistical Book", Amman, Jordan
Table (2-7)shows the number of public and private hospitals specifically in Amman,
which provides 53 % of all hospitals beds in Jordan
Table (2-7)
No. of hospitals according to health ministry (in Amman), 2011
Hospital sector in
(Amman)
2011
Number of
hospital
% of all
hospitals in
Jordan
Number of beds
% of all beds in
Jordan
Public hospital
sector 14 13% 3727 31%
Private hospital
sector 38 36% 2609 22%
Total 52 49% 6336 53%
Source: Jordanian Ministry of Health, 2011, "Annual Statistical Book", Amman, Jordan
94
Selected private hospitals in the research sample:
The researcher has selected a sample from the private hospitals in Amman which had
obtained "Joint Commission International Accreditation (JCI). This accreditation is given
to hospitals that have achieved most of the quality standards.Table (2-8), illustrates the
namesand accreditationof the selected private hospitalsin the research sample.
Table (2-8)
Information about selected private hospitals in the researchsample
NO
Hospital Name
(JCI)
1
The Jordan hospital
X
2
The Specialty hospital
X
3
The Istiklal hospital
X
4
Al Khalidi hospital
X
5
Essra hospital
X
6
Istishari hospital
X
7
Luzmila hospital
X
8 Arab Medical center
X
Prepared by the researcher
To ensure the validity of information, the researcher:
1. Visited the Jordanian Health Ministryto ask about all the accredited private
hospitals in Amman.
95
2. Visited the Jordanian Private Hospitals Associationto ask about all accredited
private hospitals in Amman.
3. Visited the private hospitals to see and ask the quality department managers in
each hospital about whether the hospital had any accreditation.
Moreover, the researcher visited the websites of these hospitals.
JCI hospital accreditation standards:
JCI setsgroups of standards that should be applied in any hospital to obtain
accreditation.The quality will be measured inallhospitals based on the application of these
standards.
Joint Commission International (JCI), (JCI, 2011)
JCI focuses on patients,safety and quality improvements in the global community. It was
created in 1994 by the joint commission. JCI has presence in more than 90 countries
today.
JCI mission:it is to continuously improve the safety and quality of care in the
international community through the provision of education and advisory services,as well
as, international accreditation and certification.
According to JCI, there are certain standards that must be available in any hospital in
order to obtain accreditation.
The standards that should be available in a hospital to obtainJCI accreditation are
divided into two categories:
Category 1: Patient-Centered Standards,which includes 8 groups of standards:
96
1. International Patient Safety Goals.
2. Access to Care and Continuity of Care.
3. Patient and Family Rights.
4. Assessment of Patients.
5. Care for Patients.
6. Anesthesia and Surgical Care.
7. Medication Management and Use.
8. Patient and Family Education.
Category 2: Health Care Organization Management Standards, which includes 6 groups
of standards:
1. Quality Improvement and Patient Safety.
2. Prevention and Control of Infections.
3. Governance, Leadership and Direction.
4. Facility Management and Safety.
5. Staff Qualifications and Education.
6. Management of Communication and Information.
97
CHAPTER THREE
4B4BMETHODLOGY
(3-1):Introduction
(3-2):Research Method
(3-3):ResearchDesign
(3-4):Statistical Techniques in Data Analysis
(3-5):Population and Sample
(3-6):Procedure for Data Collection
(3-7):Research Instrument
(3-8):Validity and Reliability
98
(3-1): Introduction
In this chapter, the researcher will describe, in details the methodology used, the research
population and its sample.
Afterwards, the researcher will explain the research tools and methods of data collection.
After that, the researcher will explain the statistical methods which areused in analysis of
the collected data.
In the final stage, the validation of the questionnaire and the reliability analysis that have
been applied will be clearly stated.
(3-2): Research Method
The researcher used a descriptive and analytical methodwhichinvolved collecting data in
order to test the hypotheses.
(3-3): Research Design
This research aims to investigate the impact of entrepreneurship on achieving the
competitive advantage. An empirical research has been conducted in private hospitals in
Amman, Jordan.
In order to achieve the desired objective, the researcher has adopted the questionnaire
survey of entrepreneurship variable by (AL-sakarnah, 2005), (Awang et al., 2009),
and(Mahmood&Hanafi, 2012), and competitive advantage variable by (Abu-Mahfouz,
99
2011) and (Mahmood&Hanafi, 2012). Some of its items were reformulated to become
more consistency with the research requirements.
(3-4): Statistical Techniques in Data Analysis
The data collected from all the respondentsof the research questionnairewere
treated usingStatistical Package for Social Sciences (SPSS)version(20), forthe purpose of
analysis. Finally, the researcher used suitable statistical methods that consisted of:
Percentage and Frequency
Cronbach Alpha Reliability (α) to measure the strength of correlation and
coherence between questionnaire items.
Arithmetic Mean to identify the level of response of the research sample
individuals to the researchdimensions.
Standard Deviation to measure the responses spacing degree about Arithmetic
Mean.
Multiple & Simple Regression Analysis to measure the impact of research
variables.
Relative importance, assigning due to:(Sekaran,2003)
The Low degree is from 1 to less than 2.33.
100
The Medium degree is from 2.33 to 3.66.
The High degree is from 3.67 and above.
(3-5): Population and Sample
(3-5-1): Population
The research population consists of private hospitals in Amman, Jordan. The number is
(38) hospitals according to thelast annual statistics, inthe year (2011), ofthe Jordanian
Health Ministry, and the Jordanian Private Hospitals Association, as shown in Table (3-1)
Table (3-1)
No. of private hospitals according to health ministry (in Amman), 2011
Hospital sector in
(Amman)
2011
Number of
hospital
% of all
hospitals in
Jordan
Number of beds
% of all beds in
Jordan
Private hospital
sector 38 36% 2609 22%
Source: Jordanian Ministry of Health, 2011, "Annual Statistical Book", Amman, Jordan
(3-5-2): Sample and the Unit of Analysis
(3-5-2-1): Sample
The research sample contains private hospitals in Amman which
obtained"JointCommissionInternational Accreditation (JCI)", as shown in Table(3-2).
101
Table (3-2)
Selected private hospitals in the research sample
Source: Jordanian Ministry of Health, 2011, "Annual Statistical Book", Amman, Jordan
(3-5-2-2): The Unit of Analysis:
The unit of analysis consisted of 160 managersto whom 160 copies of the questionnaire
weredistributed. Those managers were at (top management, middle management, and
heads of departments), and worked at the selected private hospitals.The number of
returned questionnaires were (131), equivalent to 81.87% of all questionnaires
distributed. Finally, the number of questionnaires that fitted the analysis was
(102),equivalent to 77.86% of all the returnedquestionnaires, as shown in Table (3-3):
2013
NO
Hospital Name
Number of beds
(JCI) accreditation
1
The Jordan hospital 300
X
2
Specialty hospital 267
X
3
Al Khalidi hospital
160
X
4
The Istiklal hospital 150
X
5
Essra hospital 200
X
6
Istishari hospital 108
X
7 Luzmila hospital 58
X
8 Arab medical center 146 X
Total 1389 8
102
Table (3-3)
No. of questionnaires distributed, No. of returned questionnaires, and No. of
questionnaires fit for analysis
No. of Questionnaires
that Fittedthe Analysis
No. ofReturned
Questionnaires
No. of Questionnaires
Distributed Hospital Name No.
16 18 20 The Jordan hospital 1
10 16 20 Specialty hospital 2
17 20 20 The Istiklal hospital 3
17 17 20 Al Khalidi hospital 4
9 14 20 Essra hospital 5
16 17 20 Istishari hospital 6
8 13 20 Luzmila hospital 7
9 16 20 Arab Medical center 8
102 131 160 Total
77.86 81.87 100% Percent
103
(3-6): Procedure for Data Collection:
The researcher relied on the following sources for data collection:
1. Secondary sources: the researcher used books, journalsand theses in writing the
theoretical framework of the research.
2. Primary source: a structured questionnaire was adopted from some of the previous
studies, and some of its items were reformulated to reflect the research objectives and
questions.
(3-7): Research Instrument
This research used a structured questionnaire that adopted from some of the previous
studies like (AL-Sakarnah, 2005), (Awang et al., 2009), and (Mahmood&Hanafi, 2012)
for entrepreneurship variable, and (Abu-Mahfouz, 2011) and (Mahmood&Hanafi, 2012)
for competitive advantage variable. Some of its items were reformulated to become more
consistency with the research requirements.It consisted of three sections.
*The Demographic Variables: The demographic information was collected using close-
ended questions, through (6) factors (Gender; Age; Qualification; Years of Experience;
Working years at the hospital and Job Position).
*The Entrepreneurship Variable: This section measured the entrepreneurship through
(4) dimensions (innovation, creativity, risk-taking, and pro-activity); (22) items in total.
(7) for innovation, (5) for creativity, (5) for risk-taking and (5) for pro-activity on a Five
type scale(Likert,1932).
104
*The Competitive Advantage (service quality) Variable: This section measured the
competitive advantage “service quality” through (9) items on a Five type scale as
follows(Likert, 1932):
Strongly Agree Agree Neutral Disagree StronglyDisagr
ee
5 4 3 2 1
(3-8): Validity and Reliability
(3-8-1): The ResearchValidity:
Thisresearchis based on some of the previous studies,which relatedto its subject and/or
variables.Consequently, the researchinstrument included the most important and related
items in many studies. See appendix (B). Some of its items were reformulated to become
more consistent with the research requirements.
(3-8-2): The Study Reliability:
The reliability analysis that was applied to the level of Cronbach Alpha (α) is the criteria
for internal consistency which is at the minimum acceptable level (Alpha ≥ 0.60) as
suggested by (Sekaran, 2003).
Theseresults are shown in Table (3-4):
105
Table (3-4)
Reliability of Questionnaire Dimensions
Alpha Value (α) No. of Items Dimensions No.
0.887 22 Entrepreneurship 1
0.870 7 Innovation 1 – 1
0.858 5 Creativity 1 – 2
0.798 5 Risk taking 1 – 3
0.808 5 Pro-activity 1 – 4
0.897 9 Competitive Advantage 2
0.936 31 All Questionnaires
C6B6B
106
CHAPTER FOUR
PRESENTATION OF RESULTS, DISSCUSSION
AND INTERPRETAION
(4-1):Introduction
(4-2):Demographic Profile of Respondents
(4-3):Descriptive analysis of Research variables
(4-4):Research Hypotheses Tests
107
(4-1): Introduction:
According to the purpose of the research, this chapter describes the results of the
demographic variables analysis as well as statistical analysis for the data collected
according to the research questions and research hypotheses. The data analysis includes a
description of the Means and Standard Deviations of the questions of the research.
Multiple and Simple Linear Regression analysis areused.
(4-2):Demographic Profile of Respondents:
Table (4-1)shows the results of demographic variables of the research sample (gender,
age, qualification, years of experience, working years in the hospital, and job position).
Table (4-1)
Distribution of the research sample due to gender, age, qualification, years of experience, working years in the hospital, and job position
Percent Frequency Categorization Variables
62.7 64 Male
Gender
37.3 38 Female
100 102 Total
21.6 22 30 years or less
Age
68.6 70 From 30 – 40 Years
7.8 8 From 41 – 50 Years
2 2 51 Years above
100 102 Total
108
71.6 73 Bachelor or Less
Qualification
5.9 6 High Diploma
18.6 19 Master
3.9 4 PhD
100 102 Total
18.6 19 5 years or less
Years of Experience
21.6 22 From 6 – 10 Years
24.5 25 From 11 – 15 Years
14.7 15 From 16 – 20 Years
20.6 21 21 Years above
100 102 Total
39.2 40 5 years or less
Working Years in the
Hospital
30.4 31 From 6 – 10 Years
20.6 21 From 11 – 15 Years
7.8 8 From 16 – 20 Years
2 2 21 Years above
100 102 Total
1 1 General Manager
Job Position
1 1 Hospital Manager
21.6 22 Director
8.8 9 Assistant Director
67.6 69 Head of department
100 102 Total
Table (4-1) shows that (62.7%) of the respondents are males and (37.3%) are females.
109
It also showsthat (68.6%) of the respondents’ ageranged between (30) and (40) years,
(21.6%) of the respondents’ agerangedabout (30) years or less, (7.8%) of the
respondents’ ageranged between (41) and (50) years and (2%) of the respondents’
ageranged (51) years or above.Furthermore, the respondents’ qualifications represent all
the study samplesthat have a scientific qualification, which is a good sign when adopting
the high educational qualifications to accomplish the work.In addition, the table
showsthat (18.6%) of the workers experience was 5 years or less, (21.6%) of the workers
had experience ranging from 6 to 10 years, (24.5%) of the workers had experience
ranging between 11 and 15 years, (14.7%) of the workers had experience ranging
between 16 and 20 years and (20.6%) had experienceof (21) years and above.
Descriptive analysis of the working experience years in the private hospitals clarifies that
(39.2%) of them were with 5 years or less, (30.4%) of the working experience years
ranged from 6 to 10 years, (20.6%) of the working experience years ranged from 11 to 15
years, (7.8%) of the working experience years ranged from 16 to 20 and (2%) of the
working experience years was (21) years and above
Finally, the analysis of the job position revealed that (1%) of the research respondents
were general managers, (1%) were hospital managers, (21.6%) were directors, (8.8%) of
the respondents of the researchwere assistant directors and (67.6%) were heads of
department.
110
(4-3): Descriptive analysis of the Research variables:
(4-3-1): Entrepreneurship (Innovation):
The researcher has used the: arithmetic mean, standard deviation, item importance and
level as shown in Table (4-2).
Table (4-2) clarifies the level of innovation.It shows that the arithmetic means ranged
between (3.85 and 4.28) compared tothe general arithmetic mean which amountsto
(4.05). We observed that the highest mean was for the item “forthe last 3 years, our
hospital has provided many new services" withan arithmetic mean of (4.28), and a
standarddeviation of (0.65). The lowest arithmetic mean was for the item "Our hospital
emphasizes strongly on research and development R&D and innovation instead of
focusing on marketing of current services” with an average of (3.85) and a
standarddeviation of (0.87). In general, it appears that the level of innovation in the
private hospitals ofAmmanwas high.
111
Table (4-2)
Arithmetic mean, SD, item importance and level of Innovation
level Item
importance Sig
t- value
Calculate
St.D Mean Innovation No.
High 1 0.000 19.93 0.65 4.28 For the last 3 years, our hospital has provided many new services
1
High 7 0.000 9.87 0.87 3.85
Our hospital strongly emphasizesresearch
and development R&D and innovation instead
of focusing on marketing of current services
2
High 3 0.000 14.42 0.74 4.06 The changes in services in our hospital are
quite dramatic 3
High 6 0.000 11.05 0.87 3.96
The senior management philosophy in the
hospital emphasizesthe development of
services regardless of the costs
4
High 4 0.000 11.43 0.90 4.01 Our hospital provides training courses for
employees to reach innovation and excellence 5
High 2 0.000 16.42 0.72 4.17 Our hospital seeks to benefit from technology
in order to provide better services 6
High 5 0.000 12.89 0.78 4.00 Our hospital priorities which are taken into
account are at continuous growth and stability 7
0.61 4.05 General Arithmetic mean and standard deviation
t- Value Tabulate at level ( 0.05) (1.660)
t- Value Tabulate was calculated based on Assumption meanto item that (3)
Table (4-2) shows that the private hospitals strongly encouragethe innovation dimension
to be entrepreneurship in the market, and their managers know the importance of
innovationin order to achieve the competitive advantage.
112
(4-3-2): Entrepreneurship (Creativity):
The researcher has used the arithmetic mean, standard deviation, item importance and
level as shown in Table (4-3).
Table (4-3) clarifies the level of creativity, where the arithmetic means ranged between
(3.65 and 3.92) compared to the general arithmetic mean amount of (3.80). We observed
that the highest mean was for the item "Our hospital is keen on research and
development R&D and provides services that comply with the customer needs" with
anarithmetic mean of (3.92) and a standarddeviation of (0.71). The lowest arithmetic
mean was for the item "Our hospital encourages new ideas from any worker regardless
of his/her status in the hospital” with an average of (3.65) and a standarddeviation of
(0.92). In general, it appears that the level of creativity in the private hospitals of Amman
was high.
113
Table (4-3)
Arithmetic mean, SD, item importance and level of Creativity
level Item
importance Sig
t- value
Calculate St.D Mean Creativity No.
High 3 0.000 8.65 0.92 3.79 The hospital benefits from the ideas of
workers in solving problems 1
Median 5 0.000 7.14 0.92 3.65
Our hospital encourages new ideas from
any worker regardless of his/her status in
the hospital
2
High 3 0.000 10.18 0.78 3.79 Our hospital gives great attention to
devise services and new processes 3
High 2 0.000 10.36 0.85 3.88 The hospital encourages the teamwork
approach to produce new ideas 4
High 1 0.000 13.05 0.71 3.92
Our hospital is keen on research and
development R&D and provides services
that comply with the customer needs
5
0.68 3.80 General Arithmetic mean and standard deviation
t- Value Tabulate at level ( 0.05) (1.660)
t- Value Tabulate was calculated based on Assumption meanto item that (3)
Table (4-3) shows that the private hospitals strongly encourage creativity dimension to
become entrepreneurship in the market and their managers know the importance of
creativityin order to achieve the competitive advantage.
114
(4-3-3): Entrepreneurship (Risk-Taking):
The researcher has used the arithmetic mean, standard deviation, item importance and
level as shown in Table (4-4).
Table (4-4) clarifies the level ofrisk taking, where the arithmetic means ranged between
(3.05 and 3.66), compared tothe general arithmetic mean amount of (3.40). We observed
that the highest mean was for the item "Our hospital is risk-taking with the
opportunities associated with risks" with an arithmetic mean of (3.66) and a
standarddeviation of (0.82). The lowest arithmetic mean was for the item "In general,
our hospital has a strong emphasis on high risk projects with uncertain returns” with
an average of (3.05) and a standarddeviation of (1.00). In general, it appears that the level
of risk taking in the private hospitals ofAmman wasMedian.
115
Table (4-4)
Arithmetic mean, SD, item importance and level of Risk taking
level Item
importance Sig
t- valueCalc
ulate St.D Mean Risk taking No.
Median 1 0.000 8.16 0.82 3.66
Our hospital is a risk taker through
expanding the opportunities which are
associated with risk.
1
Median 4 0.003 3.05 0.97 3.29 Our hospital decisions are risky in spite
of the uncertainty of outputs. 2
Median 2 0.000 5.18 1.03 3.52 The hospital seeks to seize opportunities
and look for new markets. 3
Median 5 0.013 2.59 1.00 3.05
In general, our hospital strongly
emphasizehigh risk projects with
uncertain returns.
4
Median 3 0.000 6.17 0.75 3.46 We practice “wait and see” position to
minimize risk. 5
0.68 3.40 General Arithmetic mean and standard deviation
t- Value Tabulate at level ( 0.05) (1.660)
t- Value Tabulate was calculated based on Assumption meanto item that (3)
Table (4-4) shows that the attitude level of risk-taking in the private hospitals of
Ammanismedian. The reason behind these results is that the nature of the work, as being
the health institutions, doesnot accept risk in decisions.
116
(4-3-4): Entrepreneurship (Pro-activity):
The researcher has used the arithmetic mean, standard deviation, item importance and
level as shown in Table (4-5).
Table (4-5) clarifies the level ofpro-activity, where the arithmetic means ranges between
(3.63 and 3.93), compared tothe general arithmetic mean amount of (3.75). We observed
that the highest mean is for the item "Our hospital works on providing services,
including new features and different improvements more than competitors" with an
arithmetic mean of (3.93) and a standarddeviation of (0.97). The lowest arithmetic mean
was for the item "In general, our hospital is the first mover in introducing new
services” with an average of (3.63) andastandarddeviation of (0.75). In general, it appears
that the level of pro-activity in the private hospitals ofAmman was high.
117
Table (4-5)
Arithmetic mean, SD, item importance and level of Pro-activity
level Item
importance Sig
t- value
Calculate St.D Mean Pro-activity No.
Median 4 0.000 8.52 0.76 3.64 The hospital seeks to provide new
services before competitors 1
Median 5 0.003 8.52 0.75 3.63 In general, our hospital is the first
mover in introducing new services 2
High 3 0.000 9.48 0.73 3.68
The hospital seeks customers-
satisfaction in a way beyond the size
of the possibilities available
3
High 1 0.013 9.62 0.97 3.93
Our hospital works on providing
services including new features and
different improvements more than its
competitors
4
High 2 0.000 7.56 1.15 3.86 The hospital is fast-growing to
achieve its main objectives 5
0.67 3.75 General Arithmetic mean and standard
deviation
t- Value Tabulate at level ( 0.05) (1.660)
t- Value Tabulate was calculated based on Assumption meanto item that (3)
Table (4-5) shows that the private hospitals strongly encourage pro-activity dimension to
become entrepreneurship in the market and their managers know the importance of pro-
activityin order to achieve the competitive advantage.
118
(4-3-5): Competitive Advantage (Service quality):
The researcher has used the: arithmetic mean, standard deviation, item importance and
level as shown in Table (4-6).
Table (4-6) clarifies the level of service quality, where the arithmetic means ranges
between (3.65 and 4.03) compared to the general arithmetic mean amount of (3.79). We
observed that the highest mean is for the item "The hospital seeks to provide new
services" with an arithmetic mean of (4.03) and a standarddeviation of (0.84). The lowest
arithmetic mean is for the item "The hospital provides its services with competitive
prices”with an average of (3.65) and a standarddeviation of (0.86). In general, it appears
that the level of service quality in the private hospitals of Amman was high.
119
Table (4-6)
Arithmetic mean, SD, item importance and level of Service quality
level Item
importance Sig
t- value
Calculate St.D Mean Service quality No.
Median 9 0.000 7.57 0.86 3.65 The hospital provides its services with
competitive prices 1
High 5 0.000 9.48 0.76 3.72
Hospital services and prices are
adaptable according to supply and
demand
2
High 2 0.000 11.93 0.77 3.91 The hospital provides offers on its
prices of services. 3
High 1 0.000 12.41 0.84 4.03 The hospital seeks to provide new
services 4
High 3 0.000 9.49 0.96 3.90
The hospital evaluates the quality of
its services with constant
development to improve its
competitive position in the market
5
High 5 0.000 8.76 0.83 3.72
The hospital works to provide
services which include new additional
features
6
High 8 0.000 8.85 0.78 3.69 The hospital is entrepreneur in
providing services before its rivals 7
High 4 0.000 11.77 0.69 3.80 The hospital quickly responses to
customer complaints 8
High 5 0.000 14.60 0.50 3.72
The hospital works to stimulate the
research and development R&D to
provide services in accordance with
the customers’ needs
9
0.64 3.79 General Arithmetic mean and standard
deviation
t- Value Tabulate at level ( 0.05) (1.660)
t- Value Tabulate was calculated based on Assumption meanto item that (3)
120
Table (4-6) shows that the private hospitals seek to provide high service quality for its
customers to increase its customer satisfaction in order to achieve the competitive
advantage.
(4-4): The Research Hypotheses Test:
The researcher, in this part, has tested the main hypotheses, using one sample t-test, multi
and simple linear regression analysis with (F) testing using ANOVA table.
To ensure the impact of each dimension of entrepreneurship in achieving the competitive
advantage (service quality) in the private hospitals in Amman the researcher divides the
main hypothesis into four sub hypotheses. The researcheruses the simple regression
analysis to test each sub-hypothesisas a follows:
First Sub-Hypothesis:
Ha1: there is a positive impact of innovation in achieving the competitive advantage
(service quality) in the private hospitals in Ammanat the level (α≤ 0.05).
To test this hypothesis, the researcher uses the simple regression analysis to ensure the
impact of innovation in achieving the competitive advantage (service quality) in the
private hospitals in Amman. As shown in Table (4-7).
121
Table (4-7)
Simple Regression Analysis test results of the impact of innovation in achieving the
competitive advantage (service quality) in the private hospitals in Amman
Sig* TCalculate Β Sig* DF FCalcula
te (RPP
2PP) (R)
0.000 7.393 0.468 0.000
1
54.654 0.473 0.687
competitive
advantage
(service
quality)
100
101
* the impact is significant at level (0.05)
From table (4-7) the researcher observed that there is a significant impact of innovation in
achieving the competitive advantage (service quality) in the private hospitals in Amman.
The Ris (0.687) at level ( 0.05) whereas the R2is (0.473). This means that the (0.473)
of the competitive advantage (service quality) in the private hospitals in Amman
changeability’s resulted from the changeability in innovation. As βis (0.468) this means
that the increase in one unit of innovation will increase the competitive advantage
(service quality) in the private hospitals in Amman by the amount of (0.468). This
confirms the significant effect F calculatedwhich is (54.654) and its significance at the
level ( 0.05), and that confirms the validity ofthe first sub-hypotheses,
andacceptanceof the hypothesis:
There is a positive impact of innovationin achieving the competitive advantage
(service quality)in the private hospitals in Amman at level ( 0.05).
122
Second Sub-Hypothesis:
Ha2: there is a positive impact of Creativity in achieving the competitive advantage
(service quality)in the private hospitals in Amman at the level (α≤ 0.05).
To test this hypothesis, the researcher uses the simple regression analysis to ensure the
impact of creativity in achieving the competitive advantage (service quality)in the private
hospitals in Amman. As shown in Table (4-8).
Table (4-8)
Simple Regression Analysis test results of the impact of creativity in achieving the
competitive advantage (service quality) in the private hospitals in Amman
Sig* TCalculate Β Sig* DF FCalcula
te (RPP
2PP) (R)
0.000 4.830 0.553 0.000
1
23.328 0.277 0.526
competitive
advantage
(service
quality)
100
101
* the impact is significant at level (0.05)
From table (4-8) the researcher observes that there is a significant impact of creativity in
achieving the competitive advantage (service quality) in the private hospitals in Amman.
The Ris (0.526) at the level ( 0.05) whereas the R2is (0.277). This means that the
(0.277) of the competitive advantage (service quality) in the private hospitals in Amman
changeability’s resulted from the changeability in creativity. As βis (0.553), this means
that the increase in one unit of creativity will increase the competitive advantage (service
123
quality) in the private hospitals in Amman by the value (0.553). This confirms that the
significant effect F calculatedis (23.328) and its significance at level ( 0.05), and that
confirms the validity ofthe secondsub-hypotheses, andacceptanceof the hypothesis:
Third Sub-Hypothesis:
Ha3: there is a positive impact of Risk-taking in achieving the competitive advantage
(service quality) in the private hospitals in Amman at level (α≤ 0.05).
To test this hypothesis the researcher uses the simple regression analysis to ensure the
impact of risk taking in achieving the competitive advantage (service quality)in the
private hospitals in Amman. As shown in Table (4-9).
There is a positive impact of Creativityin achieving the competitive advantage
(service quality)in the private hospitals in Amman at level ( 0.05).
124
Table (4-9)
Simple Regression Analysis test results of the impact of Risk taking in achieving the
competitive advantage (service quality) in the private hospitals in Amman
Sig* TCalculate Β Sig* DF FCalcula
te (RPP
2PP) (R)
0.000 4.503 0.542 0.000
1
20.281 0.250 0.500
competitive
advantage
(service
quality)
100
101
* the impact is significant at level (0.05)
From table (4-9) the researcher observed that there is a significant impact of risk taking in
achieving the competitive advantage (service quality) in the private hospitals in Amman.
The Ris (0.500) at the level ( 0.05) whereas the R2is (0.250). This means that the
(0.250) of the competitive advantage (service quality) in the private hospitals in Amman
changeability’s resulted from the changeability in Risk-taking. As β was (0.542), this
means that the increase in one unit of risk-taking will increase the competitive advantage
(service quality) in the private hospitals in Amman by the value of (0.542). This confirms
that the significant effect F calculate is (20.281) and its significance at level ( 0.05).
This confirmsthe validity ofthe thirdsub-hypotheses, andacceptanceof the hypothesis:
There is a positive impact of Risk-takingin achieving the competitive advantage
(service quality)in the private hospitals in Amman at level ( 0.05).
125
Fourth Sub-Hypothesis:
Ha4: there is a positive impact of Pro-activity in achieving the competitive advantage
(service quality) in the private hospitals in Ammanat level (α≤ 0.05).
To test this hypothesis, the researcher uses the simple regression analysis to ensure the
impact of Pro-activity in achieving the competitive advantage (service quality). As shown
in Table (4-10).
Table (4-10)
Simple Regression Analysis test results of the impact of Pro-activity in achieving the
competitive advantage (service quality) in the private hospitals in Amman
Sig* T
Calculate Β Sig* DF
F
Calculate (RPP
2PP) (R)
0.000 5.409 0.258 5.409
1
29.255 0.324 0.569
competitive
advantage
(service
quality)
100
101
* the impact is significant at level (0.05)
From table (4-10) the researcher observes that there is a significant impact of Pro-activity
in achieving the competitive advantage (service quality) in the private hospitals in
Amman. The Ris (0.569) at the level ( 0.05) whereas the R2is (0.324). This means that
the (0.324) of the competitive advantage (service quality) in the private hospitals in
Amman changeability results from the changeability in Pro-activity. As βis (0.258),
126
thismeans that the increase in one unit of Pro-activity will increase the competitive
advantage (service quality) in the private hospitals in Amman the value of (0.258). This
confirms that the significant effect F calculatedis (29.255) and its significance at level
( 0.05) and that confirms the validity ofthe fourthsub-hypotheses, andacceptanceof the
hypothesis:
Finally, to ensure the impact of entrepreneurship dimensions in achieving the competitive
advantage (service quality) in the private hospitals in Amman, the researcher uses the
multiple regression analysis to test the main hypothesis, as a follows:
Main Hypothesis:
Ha:there is a positive impact of entrepreneurship dimensions (innovation,
creativity, risk-taking and Pro-activity) in achieving the competitive advantage
(service quality) in the private hospitals in Amman at level (α≤ 0.05).
To test this hypothesis, the researcher uses the multiple regression analysis, as shown in
Table (4-11).
There is a positive impact of Pro-activityin achieving the competitive advantage
(service quality)in the private hospitals in Amman at level ( 0.05).
127
Table (4-11)
Multiple regression analysis test results of the entrepreneurship dimensions on
achieving the competitive advantage (service quality) in the private hospitals in
Amman
Sig* TCalculate Β Sig* DF FCalculate (RPP
2PP) (R)
0.000 6.357 0.342 Innovation
0.000
4
83.941 0.776 0.881
competitive
advantage
(service
quality)
0.000 5.452 0.305 Creativity 97
0.001 3.575 0.141 Risk-taking
0.000 3.930 0.145 Pro-activity 101
* the impact is significant at level (0.05)
From table (4-11), the researcher observes that there is a significant impact of
entrepreneurship dimensions in achieving the competitive advantage in the private
hospitals in Amman. The Ris (0.881) at the level ( 0.05) whereas the R2is (0.776).This
means that the (0.776) of competitive advantage - service quality - in the private hospitals
in Amman changeability results from the changeability in entrepreneurship dimensions.
As βis:(Innovation = 0.342; Creativity = 0.305; Risk-taking = 0.141 and Pro-activity =
0.145), this means that the increase in one unit of entrepreneurship dimensions will
increase the competitive advantage (service quality) in hospitals in Amman
value(Innovation = 0.342; Creativity = 0.305; Risk-taking = 0.141 and Pro-activity =
0.145). This confirms the significant impact F calculated whichis (83.941) and its
significance at the level ( 0.05) and that confirms the validity ofthe mainhypothesis,
andacceptanceof the hypothesis:
128
There is a positive impact of entrepreneurship dimensions (innovation, creativity,
risk-taking and Pro-activity) in achieving the competitive advantage (service quality)in the
privatehospitals in Amman at level ( 0.05).
129
CHAPTER FIVE
SUMMARY, CONCLUSIONS
ANDRECOMMENDATIONS
(5-1):Introduction
(5-2):The Research Summary
(5-3):The ResearchConclusions
(5-4):The ResearchRecommendations
(5-5):Suggestions for Further Research
130
(5-1): Introduction:
In this chapter, the researcher will clarifythe research results andset some conclusions. In
the next step, the researcher will set some recommendations to private hospitals managers
in Amman, and for future studies.
(5-2): The ResearchSummary:
The current research has raised a set of questions. Moreover,it has also constructed
hypotheses related to the positive impact between the study variables. The researchhas
reached many results that can contributeto the solving of the research problem, answering
the research questions and its hypotheses. The main results can be summarized as
follows:
1. The attitude level of innovation in the selected private hospitals in Ammanwas
(high)with a general arithmetic mean amount of (4.05) and a standard deviation of
(0.61).
2. The attitude level of creativity in the selected private hospitals in Ammanwas
(high)with a general arithmetic mean amount of (3.80) and a standard deviation of
(0.68).
3. The attitude level of risk-taking in the selected private hospitals in Amman was
(median)with a general arithmetic mean amount of (3.40) and a standard deviation
amount of (0.68).
131
4. The attitude level of pro-activity in the selected private hospitals in Ammanwas
(high)with a general arithmetic mean amount of (3.75) and a standard deviation
amount of (0.67).
5. The attitude level of service quality in the selected private hospitals in Amman was
(high)with a general arithmetic mean amount of (3.79) and a standard deviation
amount of (0.64).
6. There is a positive impact of entrepreneurship dimensions: (innovation, creativity,
risk-taking and pro-activity) in achieving the competitive advantage (service quality)
in the private hospitals in Amman at the level ( 0.05).
7. There is a positive impact of innovation in achieving the competitive advantage
(service quality) in the private hospitals in Amman at the level ( 0.05).
8. There is a positive impact of creativity in achieving the competitive advantage
(service quality) in the private hospitals in Amman at the level ( 0.05).
9. There is a positive impact of risk-takingin achieving the competitive advantage
(service quality) in the private hospitals in Amman at the level ( 0.05).
132
10. There is a positive impact of pro-activity in achieving the competitive advantage
(service quality) in the private hospitals in Amman at the level ( 0.05).
(5-3): The Research Conclusions:
On the basis of the research results, the researcher concludes the following:
1. The attitude level of the three dimensions of entrepreneurship: (innovation, creativity,
and pro-activity) in the selected private hospitals in Amman was (high).This confirms
that the private hospitals seek to have a more entrepreneurialorientation and their
managers know the importance of the applyingof the entrepreneurship dimensions in
order to achieve the competitive advantage.
2. This researchhas shown showed that the attitude level of risk-taking in the selected
private hospitals in Amman was (median)with a general arithmetic mean amount of
(3.40). The reason behind this result is that the nature of the work (as being the health
institutions) doesnot accept risk in decisions.This indicates that the private hospitals
in Amman do not seek to take the risk dramatically in terms of decision making,in
spite of the uncertainty of the outputs and seizing new opportunitiesassociated with
risks.
3. This researchhas shownthat the private hospitals in Amman do not stronglyencourage
new ideas represented by their employees as shownin the table (4-3) with an
arithmetic mean amount of (3.65) and a standarddeviation amountof (0.92).
133
4. This researchhas shownthat the private hospitals in Amman do not strongly
encourage this item of pro-activity dimension " The hospital seeks to provide new
services before the competitors” as shownin the table (4-5) with an arithmetic mean
amount of (3.64) and a standarddeviation amountof (0.76).
5. This research has shownthatthe private hospitals in Amman do not strongly
encourage this item of pro-activity dimension" In general, our hospital is the first
mover in introducing new services”as shownin the table (4-5) with an arithmetic
mean amount of (3.63) and a standarddeviation amount of (0.75).
6. This researchhas shownthat the private hospitals in Amman do not strongly
encourage this item of service quality dimension “The hospital provides its services
with competitive prices”as showin table (4-6) with an arithmetic mean amount of
(3.65) and a standarddeviation of (0.86).
(5-4): The research Recommendations:
On the basis of the research conclusions, the researcher suggests the following
recommendations for the private hospitals managers in Amman-Jordan:
1. They should continuouslyfocuson creating appropriate internal environment within
the hospitaltoassist in motivatingthe employees to be more creative and innovative.
134
2. They should increasetheirfocus on allowing the employees to sharetheir ideas and
opinions. Furthermore,they should encourage their employees to be creative in the
hospitalin order to solve problems and develop the hospitals.
3. They should continuously focus on enhancing creativity, innovation by holding
seminars, meetings, discussing work-related issues and benefit from the
employees’ideas, opinions and participation inthe decision-making processes.
4. They should continuouslyfocus on hiring talented and experienced staff for the right
placesand providingthem with training to improvetheirskills and motivate them to be
creative and innovative.
5. They should continuouslystrongly emphasize research and development R&D to have
access to new and creative ideas to develop and providenew services to satisfy
customers-needs which will increasetheir loyaltyand enhance the competitive
advantage.
6. They should continuouslyutilize modern technology within the hospitals which in
turn willfacilitatethe procedures andencourage theresearch and development
process,as well asmotivate the employees to be more creative and innovative.
135
7. They should continuouslyreward the employees for their creative ideas and their
participation in solving problems and hospital development which will motivate them
to be more creative.
8. They should continuouslybe more committedtoproviding continuous superior service
quality to its customers, whichwillinturn increase customers’ loyalty and competitive
advantage.
9. They should continuously evaluate the service quality which is provided to customers
to ensure that the promised service quality isaccessible to customers.
(5-5): Suggestions for Further Research
1. Apply the proposed research model in other sectors.
2. Apply the comparison study among hospitals in order to find new and important
results.
3. Applyingadditional entrepreneurship dimensions such as:(autonomy, uniqueness,
etc), and competitive advantage dimensions such as: (price,etc), in future studies in
the same sector in order to find new results.
136
References`
– Abdulrazak, R., 2011, "Entrepreneurial Orientation as a Universal Remedy for the
Receding Productivity in Malaysian Small and Medium Enterprises: A Theoretical
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APPENDICES
APPENDIX (A):Questionnaire
156
Questionnaire
University of Petra
Faculty of Administrative and Financial Sciences.
Dear Mr. / Ms .........Greetings,
The researcher aims to explore the “Impact of Entrepreneurship in Achieving the
Competitive Advantage, an Emperical Research in Private Hospitals in Amman,
Jordan”, this study has been prepared by Mohammad Abu-Zaid, a graduate student /
University of Petra, for Graduate Studies, under the supervision of Prof. Dr. Najim Al-
Azzawi in partial fulfillment of the Master Degree in Business Administration.
This questionnaire wasadopted to gather the required data for this study from the
entrepreneurial private hospitals in Jordan. These data will be treated confidentially and
will be used for academic purposes only. I would be so grateful if you could kindly
answer all questions as complete and accurate as possible.
Your assistance in answering these questions will be highly appreciated.
With all gratitude,
Researcher Supervisor
Mohammad Abu ZaidProf.Dr.Najim Al Azzawi
157
First Section: Demographic Information
Please put a tick (√) in the appropriate box below:
Age
30 Years or less□ From 31– 40 Years□
From 41– 50 Years□ From 51 – More□
Gender
Male□ Female□
Education level
BSc or less□High Diploma□
Master □ PhD□
Experience
5 years or less□From 6 – 10 Years □
From 11 – 15 Years□From 16 – 20 Years□
More than 20 Years □
Years of working in the hospital
5 years or less□ From 6 – 10 Years □
From 11 – 15 Years□ From 16 – 20 Years□
More than 20 Years□
Position
General manager □ Hospital manager □Director□
Assistant director□Head of department□
158
Second section: the Questionnaire:
This Questionnaire isadopted to obtain data about the subject matter of the study "Impact of
Entrepreneurship in Achieving the Competitive Advantage”. This questionnaire is divided
into two parts:
The first part consists of entrepreneurship measurements. It is measured by asking (22)
questions on four dimensions (innovation, creativity, risk taking and pro-activity) on five-
point scale ranging from "strongly agree" to "strongly disagree"(Likert,1932).
Kindly put a tick (√) in the appropriate box
Answer alternatives Item No
Strongly
agree Agree Neutral Disagree Strongly
disagree
Innovation
For the last 3 years, our hospital has provided
many new services 1
Our hospital strongly emphasizesresearch and
development R&D and innovation instead of
focusing on marketing of current services 2
The changes in services in our hospital are quite
dramatic 3
Senior management philosophy in the hospital
emphasizes the development of services
regardless of their costs 4
Our hospital provides training courses for
employees to reach innovation and excellence 5
Our hospital seeks to benefit from technology in
order to provide better services 6
Our hospital priorities which are taken into
account are in continuous growth and stability 7
Creativity
The hospital benefits from the ideas of workers in
solving problems 1
Our hospital encourages new ideas from any
worker regardless of his/her status in the hospital 2
Our hospital gives great attention to devise
services and new processes 3
The hospital encourages the teamwork approach
to produce new ideas 4
159
Our hospital is keen on research and development
R&D, and provides services that comply with
customer needs 5
Risk-taking
Our hospital is a risk taker with the opportunities
associated with risks 1
Our hospital’s decisions are risky in spite of the
uncertainty of outputs 2
The hospital seeks to seize opportunities and
search for new markets 3
In general, our hospital emphasizes high risk
projects with uncertain returns 4
We practice “wait and see” position to minimize
risk 5
Pro-activity
The hospital seeks to provide new services before
its competitors 1
In general, our hospital is the first mover in
introducing new services
2
The hospital seeks for customers-satisfaction in a
way beyond the size of the possibilities available 3
Our hospital works on providing services that
include new features and different improvements
more than competitors 4
The hospital is fast-growing towards achieving
its main objectives 5
160
The second partconsists of the competitive advantage measurement. It is measured by asking
(9) questions about one dimension (service quality) on five-point scale ranging from "strongly
agree" to "strongly disagree"(Likert, 1932).
Kindly put a tick (√) in the appropriate box
Answer alternatives Item No
Strongly
agree Agree Neutral Disagree
Strongly
disagree
Service quality
The hospital provides its services with
competitive prices 1
hospital services and prices are adaptable
according to supply and demand 2
The hospital provides offers on its services
prices 3
The hospital seeks to provide new services 4
The hospital evaluates the quality of its
services with constant development to
improve its competitive position in the market 5
The hospital works to provide services which
include new additional features 6
The hospital is an entrepreneur in providing
services before its rivals 7
The hospital quickly responses to customer
complaints
8
The hospital stimulates the research and
development R&D to provide services in
accordance with the customers’ needs 9
Your cooperation is deeply appreciated.
Thank you for your time and assistance
161
APPENDIX (B):
It summarizes the items of questionnaire and shows the source of references
which they were taken from.
162
The First Section:
This sectionsummarizes the items of entrepreneurship dimensions and shows the source of
references which they are taken from.
Authors Item
Entrepreneurship dimensions
Innovation
(Mahmood&Hanafi, 2012) For the last 3 years, our hospital has provided many new services. 1
(Mahmood&Hanafi,2012) Our hospital strongly emphasizes research and development R&D
and innovation instead of focusing on marketing of current
services. 2
(Mahmood&Hanafi, 2012) The changes in services in our hospital are quite dramatic. 3
(AL-sakarnah, 2005),
(Awang&Yusof&Ismail&Zain&Madar,2
009)
Senior management philosophy in the hospital emphasizes on the
development of services regardless of the costs. 4
(AL-sakarnah,2005) Our hospital provides training courses for employees to reach
innovation and excellence. 5
(AL-sakarnah,2005) Our hospital seeks to benefit from technology in order to provide
better services. 6
(AL-sakarnah, 2005) Our hospital’s priorities which are taken into account are in
continuous growth and stability. 7
Creativity
(AL-sakarnah, 2005) The hospital benefits from the ideas of workers in solving
problems. 1
(AL-sakarnah, 2005) Our hospital encourages new ideas by any worker regardless of
his/her status in the hospital. 2
(AL-sakarnah, 2005)
Our hospital gives great attention to devise servicesand new
processes. 3
(AL-sakarnah, 2005)
The hospital encourages the teamwork approach to produce new
ideas. 4
(AL-sakarnah, 2005)
Our hospital is keen on research and development R&D and
provides services that comply with the customer needs. 5
Risk taking
(AL-sakarnah, 2005) Our hospital is a risk taker through expanding the opportunities thatare associated with risks.
1
(AL-sakarnah, 2005) Our hospitals decisions are risky in spite of the uncertainty of
outputs. 2
(AL-sakarnah, 2005) The hospital seeks to seize opportunities and search for new
markets. 3
(Mahmood&Hanafi, 2012) In general, our hospital strongly emphasizes on high risk projects
with uncertain returns. 4
(Awang&Yusof&Ismail&Zain&Madar,2We practice “wait and see” position to minimize risk. 5
163
009)
Pro-activity
(AL-sakarnah, 2005) The hospital seeks to provide new services ahead of the
competitors. 1
(Mahmood&Hanafi, 2012)
In general, our hospital is the first mover in introducing new
services.
2
(AL-sakarnah, 2005) The hospital seeks to achieve customers’satisfaction in a way
beyond the size of the possibilities available. 3
(AL-sakarnah, 2005)
Our hospital works on providing services including new features
and different improvements more than competitors. 4
(AL-sakarnah, 2005) The hospital is fast-growing in achieving its main objectives. 5
The Second Section:
This section summarizes the items of competitive advantage dimension and shows the source of
references which they are taken from.
Authors Item
Competitive advantage dimension
Service quality
(Abu-Mahfouz,2011) The hospital provides its services with competitive prices 1
(Abu-Mahfouz,2011) The hospital services and prices are adaptable according to
supply and demand 2
(Abu-Mahfouz,2011) The hospital provides offers on its services prices 3
(Abu-Mahfouz,2011) The hospital seeks to provide new services 4
(Abu-Mahfouz,2011) The hospital evaluates the quality of its services with constant
development to improve its competitive position in the market 5
(Abu-Mahfouz,2011) The hospital works to provide services which include new
additional features 6
(Abu-Mahfouz,2011) The hospital is entrepreneur and it provides services before its
rivals 7
(Mahmood&Hanafi, 2012) The hospital quickly responses to customer complaints
8
(Abu-Mahfouz,2011) The hospital works to stimulate research and development
R&D to provide services in accordance with the customers’ 9
164
needs
The Third Section:
This section summarizes and shows the source of references that the items are taken from.
Authors Year Study title
AL-Sakarnah 2005 Entrepreneurship Strategies and its Role in Achieving Competitive
Advantage
Awanget al, 2009 Entrepreneurial Orientation and Performance Relations of
Malaysian Bumiputera SMEs: The Impact of Some Perceived
environmental factors
Abu-Mahfouz 2011 The Impact of Strategic Intelligence and Knowledge Management
on Achieving the Competitive Advantage
Mahmood&Hanafi 2012 Entrepreneurial Orientation and Business Performance of Women-
Owned Small and Medium Enterprises in Malaysia: Competitive
Advantage as a Mediator
165
APPENDIX (B): Abstract in Arabic
166
الملخص باللغت العزبيت
المستشفياث الخاصت في عمان، في ميذانيبحث تحقيق الميزة التنافسيت، فيأثز الزيادة
األردن
إعذاد
بىسذ أحذ فاش
إشزاف
د اىعشاوي. د.أ
. األرد،حافست ف اىسخشفاث اىخاصت فعااهشة اه ف ححقق أثز اىزادة دراستإىىهذف هذا اىبحث
ىإلحصاءاث وفقا سخشفى( 38 ) واىخ عذدها األرد،حنى دخع اىبحث اىسخشفاث اىخاصت ف عا
.وسارة اىصحت األردته، (2011)عا ه، ة األخزةاىسىي
،(JCI) عخاد اىذوىىالاىيدت اىشخزمت عخادإاىحاصيت عيىاىسخشفاث اىخاصت ف عا عيى عت اىبحثاحخىث
، سخشفى سخقالهاإلسخشفى األرد، سخشفى اىخخصص، سخشفى ) :اىخ حخثو ف وسخشفاث (8)وعذدها
. (اىخاىذي، سخشفى اإلسزاء، اىسخشفى اإلسخشاري، اىزمش اىعزب اىطب، وسخشفىيىسال
وحذة اىخحيو سخبااحعيىالاوقذ وسعج حيل . فقزة (31) اىباحث اسخباا حنى اىبحث، اعخذ أخو ححقق هذف
اىعاي ف اىسخشفاث اىخاصت ( ورؤساء االقسا، اىىسطى،اىعيا)اىسخىاحاإلدارت ذزا ( 160)حأىف حجاه
خع (٪81.87)، أي ا عاده اسخباا(131 )اىسخزخعت هى ما عذد االسخبااث وقذ. اىبحثفاىحذدة
(٪77.86)بسبت اسخباا (102) وما عذد االسخبااث اىاسبت ىيخحيو اإلحصائ هى .االسخبااث اىىسعت
.خع االسخبااث اىسخزخعت
167
SPSS).)ج اىحشت اإلحصائت ىيعيى االخخاعت بزاسخخذا ف هذا اىبحث اح
ححقق ف (سخباقتاإلاىخاطزة، وأخذ اإلبذاع، ،بخناراإل): أظهزث خائح اىخحيو أ هاك حأثز إداب ألبعاد اىزادة
. االردف اىسخشفاث اىخاصت ف عا، (خىدة اىخذت)حافست اهاىشة
الزيادة،الميزةالتنافسيت،اإلبذاع، اإلبتكار،أخذ :الكلماتالزئيسيت
.المخاطزة،اإلستباقيت،جودةالخذمت،المستشفياتالخاصت،عمان،واألردن