Abstract
Changes and uncertainties have compelled a dramatic change in organizational fundamentals over the last two decades. Owing to internal and external pressures, businesses have been forced to closely track their environments in order to build awareness of opportunities and obstacles in order to stay competitive. The aim of this study is to look into the role of competitive intelligence in small and medium businesses in Iraq's Kurdistan region making business performance. However, the researchers measured the direct impact on business performance at small and medium businesses using five competitive intelligence dimensions (extensiveness' network, third-party strategy, Homophily, Issue awareness, and promotion effort). Furthermore, the researchers used competitive intelligence as a mediator to quantify its impact on business performance, allowing the analysis to explore the indirect role of competitive intelligence. To investigate the role of competitive intelligence in making business performance at small and medium businesses in Iraq's Kurdistan region, the researchers used hierarchal multiple regression and the Sobel test. However, the researchers measured the direct impact on business performance at small and medium businesses using five competitive intelligence dimensions (extensiveness network, third-party strategy, homophily, issue awareness, and promotion effort). Furthermore, the researchers used competitive intelligence as a mediator to quantify its impact on business performance, allowing the analysis to explore the indirect role of competitive intelligence. Competitive intelligence dimensions (extensiveness network, third-party strategy, homophily, issue awareness, and promotion effort) were used to assess the direct and indirect effect of competitive intelligence on business performance at small and medium businesses.
Highlights
Knowledge is available for the preparation and execution of business operations
As we can see in table (1), the result of KMO for all five independent variables, and Business performance as dependent variable competitive intelligence Network as mediator factor; is .751 which is higher than .001 this indicates that the sample size used for the current study was more than adequate
Table (6), demonstrates a hierarchal multiple regression factor, the findings showed that the value of B =.677, the value analysis to investigate second research hypothesis which of Beta = .681 with P-value .001 as indirect relationship stated that competitive intelligence mediates third-party between third-party technique and Business performance, on technique and Business performance
Summary
"Intelligence required for the creation of national and theater-level strategy, policy, and military plans and operations" is the definition of strategic intelligence. Strategic intelligence is the data used to create and implement a policy, typically a grand plan or a national strategy, as defined by the government. The justification that determines a strategy, not the plan itself, is referred to as a policy (López-Robles et al 2018). Without the insights of deep expertise—dependent on detailed knowledge of threats and rewards, enemies and allies in a foreign field—a strategy is nothing more than an abstract idea, or even a flight of fancy (Granados & Velez-Langs, O2018). Since different business organizations are governed by competitive advantage and the struggle for survival as a result of globalization, privatization, and sections of information technology and the digital economy, entail obligations are great at making decisions, so decision-making in business organizations should be based on scompetitive intelligence Network ntific methodology, a large
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