The Role of Strategic Entrepreneurship in Enhancing Organizational Performance

Abstract

This research aims to explore the role of strategic entrepreneurship in enhancing organizational performance at Ur General Company, with a focus on clarifying both the causal and correlational relationships between the two constructs. The study draws upon prior literature to establish the theoretical foundation linking strategic entrepreneurship to organizational performance, and employs a descriptive–analytical methodology. Data were collected using a structured questionnaire distributed to a purposive sample of 90 individuals, including the general manager, assistants, and heads of departments and divisions. A total of 78 valid responses were retrieved for statistical analysis. The questionnaire items were designed to reflect the core research problem, which centers on the following key question: Does strategic entrepreneurship significantly affect organizational performance? The results demonstrate that the dimensions of strategic entrepreneurship collectively account for 76.3% of the variance in organizational performance, with the overall regression model significant at (p < 0.001). This indicates a strong and statistically significant positive relationship between the two variables. At the dimensional level, strategic flexibility emerged as the most influential factor, followed by proactiveness at a marginally significant level, while the remaining dimensions, although positively correlated with performance, did not show independent statistical significance. These findings underscore the critical role of adopting strategic entrepreneurship practices as a fundamental approach to improving organizational performance in the Iraqi industrial sector, particularly under conditions of environmental uncertainty and competitive pressure.