The Mediator Role of Psychological Climate in The Relation Between The Strategic Logic and Sustainable Competitiveness Advantage

International Journal of Pure and Applied Mathematics
Volume 120 No. 5 2018, 683-719

ISSN: 1314-3395 (on-line version)
url: http://www.acadpubl.eu/hub/
Special Issue
http://www.acadpubl.eu/hub/
THE MEDIATOR ROLE OF PSYCHOLOGICAL CLIMATE IN THE RELATION

BETWEEN THE STRATEGIC LOGIC AND SUSTAINABLE COMPETITIVENESS
ADVANTAGE
Ahmed Kadhim bareas 1, Ali Abdulhassan Abbas 2, Bashar Abbas Alhimyari 3

1
Kerbala University / College of Administration and Economics / Department of Banking and Finance.
2
Kerbala University / College of Administration and Economics / Department of Accounting.
3
Babylon University / College of Administration and Economics/ Business Administration Department.
1
k.almaster@yahoo.com, 2Fuhrer313@gmail.com, 3Bashar_himari@yahoo.com
Abstract
The research aims at testing the intermediately role of psychological climate as represented in
five secondary dimensions: (group member cohesion, appreciation, independence, creativity
and fairness), in the relation between strategic logic and the sustainable competitive
advantage. To accomplish the objective of this research, a model was built consisting of three
main variables where the psychological climate is an intermediately variable, while the
strategic logic is an independent variable represented by the academic entrepreneurship.
However, the academic entrepreneurship had consisted of four secondary dimensions: (brave,
independent, mediatory and searcher). Nevertheless, the sustainable competitive advantage of
dependent variable was represented by three secondary dimensions (Economic, social and
environmental). Based on such model, a group of hypothesis was derived concerning the
correlation, effect and mediatory effect.
In coherence with the objective hereof, the two researchers had used survey form as a main
tool to collect data from study sample, which consisted of (110) employees out of (150). The
two researchers used some static ways to test the study hypothesis through information
derived from the static programs SPSS var.25 and AMOS var.24
Key words: psychological climate, strategic logic, sustainable competitive advantage,

Academic entrepreneurship.
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International Journal of Pure and Applied Mathematics Special Issue
First: Methodology
The current research aims at identifying the research dilemma, objectives, importance and
assumptions in addition to presenting the hypothetical model on which the research shall
account to achieve the purpose research-derived hypotheses.
Research problem
The current research dilemma is based on two main aspects; the first is intellectual. It is well
known that all organizations (even the stumbling) seek to achieve a prestigious position in
market compared to nits competitors through setting and adopting a strategy that copes with
its internal and external conditions, so that it can, at least, compete and even excel through
specific strategic logic (centralization or enhancing or changes) (Bingham &
Eisenhared,2008:241) . Though there are many studies which tackled the ways and methods
whereby organizations can achieve competitive excellence, most of them had focused on
resources-based view which greatly interact with strategic logic which focuses on enhancing
leadership capacities to achieve competitive excellence. However, such capacities grow and
develop within a certain organizational framework, where the psychological climate has a
vital role in enhancing or underestimating such capacities.
The second aspect is the practical one. Higher education and civil scientific research are
currently considered a core stone in providing Iraqi market with qualified individuals to
contribute in state development and stability especially in the future in addition to the
disability of high governmental education to absorb the increasing number of preparatory
graduates. Thus, the civil faculties had increased in various scientific fields resulting in
competiveness among them. Each college seek to attract the greatest possible number of
students. Thus, researcher were encourages to question the opinions of some managers in a
sample of civil college in Karblaa province in an attempt to recognize the psychological
nature dominating in each academic structure and the leadership nature and how far they are
aware of sustainable competitive advantage; and does this structure affect moderate adoption
of strategic logic which depends on leadership (chance logic) and achieve a sustainable
competitive advantage?
Research importance
The research importance is due to the fact that it is considered one of the primary attempts on
the Arab or Iraqi domain tackling a very innovative term in the field of strategic management,
which is the Strategic Logic, represented in the academic entrepreneurship. This is addition to
rare foreign studies which tackled the same term within the organizational framework. We
can consider the introduction strategic logic to be the closest compared to other introductions
to clarify how to achieve suitable competitive advantage (Bingham & Eisenhared,2008)
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besides, the research had examined another importance issue which is the psychological
climate. It is one of the modern issued in the field of organizational behavior, since the
working individual is a priceless item in the organization; and his psychological status greatly
affects the leaders' ability to adopt the proper strategic logic to achieve competitive
excellence and sustainable competitive advantage
Research objectives
The research aims at achieving many objectives, the most important of which are:
1. Determining the level of study sample's variables adoption level (psychological

climate, strategic logic and sustainable competitive advantage)
2. Testing the correlation and effective relations between research variables.
3. Testing the mediatory role of the psychological climate in the relation between
strategic logic and sustainable competitive advantage.
Research form
The below figure shows the research theoretical form which reflects the effective relation
between the psychological climate, as mediatory variable, and sustainable competitive
advantage, as dependent variable. Besides, the figure indicates the independent role of the
strategic logic represented in the academic entrepreneurship.
Figure (1) Research hypothetical form
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Research hypotheses
The following hypotheses had been derived from the above mentioned research form:
1. The strategic logic, represented in the academic entrepreneurship, affects the

psychological climate
2. The psychological climate affects the sustainable competitive advantage
3. There is indirect influence of the strategic logic, represented in the academic
entrepreneurship, on achieving the sustainable competitive advantage through the
psychological climate.
Research sample
Due to the importance of civil higher education, the two researchers have choses the public
civil faculties in Karbala province to study. Among these colleges, they chose Ahl Albet and
Ibn Hian Universities and Al Amed College. 130 survey form were distributed among the
above sample individuals. 120 forms were collected and 110 forms were valid for analysis,
which means 85%. The below table describes the research sample in regard of social type,
age, qualification and service years of each university or college.
Table (1) Sample description
Social type
Males Females
Number Percentage Number Percentage
77 70% 33 30%
Age category
Below 20 20-30 31-41 Above 41
10 23 55 22
Academic qualification
Post-Preparatory Paper qualification Bachelor High studies
22 33 55 -
Source: prepared by the researchers based on survey results
Second: Theoretical aspect

Psychological climate
Unprofessional persons often mistake two close concepts in the field of organizational
behavior studies, which are: the psychological climate and organizational climate. The first
term refers to the employees' perceptions (separately) concerning their work environment,
which is contrary to the organizational climate that refers to the general impressions about the
organization s and their impact on the employees therein (Locke etal,2017,1-2). This should
be put into consideration as the less the gap between previous perceptions of psychological
climate and the following perceptions are, the more the employees are motivated and
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accurate. (Strutton etal, 1993, Swift&Campbell, 1998) had indicated that the psychological
climate is multi-dimensional and can be perceived on the individual level. The employees
build their perceptions concerning the way their organization is working based on their
previous experiences. Such perceptions have common features such as long-term stability and
they can be shared within wider domain among the organization unit members. He added that
the psychological climate consists of seven dimensions which are: cohesion, self-
determination, creativity, recognition, fairness, pressure and motivation.
Based on their awareness of the perceptional nature of the psychological climate,
(Savas&Toprk,2014,175) defines the same as the individual perceptional representation of
the current conditions of his organization, using terms that reflect meaningful psychological
explanations. The individual psychological climate is measurable since it focuses on the
perception from the individual's point of view. It is the individual's judgment concerning how
far the work environment is proper and its welfare. Consequently, the leadership type in the
organization affects the psychological climate and how the individual feels. In fact, the
psychological climates may be multiple in relations to the organization levels and it differs
pursuant to the members of each level. (Brown, 1991) had classified the psychological
climate into many dimensions such as: management support, role clarity, participation,
recognition, self-expression and challenge. However, (Koys&Decotiis,1994) had included
eight dimensions which are: justice, support, pressure, independence, trust, cohesion,
creativity and appreciation.
(Hall&Newlann,2017,77) had explained that positive psychological climate affects the

increase of organizational commitment and is reflected in enhancing important aspects such
as increasing employees'' participation and loyalty. (Pelton etal,1994,54) assed that
psychological climate is a proper way to create trust among organization members, since the
internal conditions in any organization are unique and are deemed basic conditions to form
the psychological climate inside the organization, knowing that psychological climates
account on experience-based perceptions which are continuous and multi-dimensional.
The psychological climate, as an organizational phenomenon, can be enhanced through

enhancing its dimensions and vice versa. It can be enhanced through roles clarification and
employees'' independence, e.g. (Baltes etal,2002,4-5). (Burke etal,2002) added that in order
to enhance the psychological climate, it is useful to view it from three perspectives: social
structure, general psychology and multi-benefited parties. Social structure perspective
emphasizes that individuals' perceptions are originally driven from their interactions with
each other and within their organization context. Besides, building the employees'' beliefs
concerning current work environment happens almost exclusively within this environment.
Subsequently, employees'' perceptions are considered individual description of their work
environment, which means the environment and social context. These descriptions are the
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bases for the individuals who understand their work environment without any emotional
evaluation. This perspective is based on selecting a reference to measure the individual
perceptions of his work environment such as remunerations and organizational trust. As for
the public psychology perspective, it emphasizes on the importance of personal values such
as clarity, responsibility, support and amicable social relations in work environment which
reflect high degree of public psychological climate, which includes the emotional evaluation
of work environment degree, whether it is personally useful or harmful. Leader's facilities,
support and role pressures are the general climate dimensions. Finally, benefited parties
perspective focuses in the psychological climate factors, not only reflecting the individual
personal value, yet it includes also the organizational values and organizational management
practices towards the benefited parties such as clients, suppliers, and contractors. Therefore,
the climate factors may change or be amended to achieve the reconciliation between the
organization and benefited parties.
In the same context, (Carless,2004,407-408) had pointed that the psychological climate plays
a vital role in understanding and explaining the organizational environments by the
employees. Individuals evaluate their work environment perceptually concerning work
values. The evaluation is a reflection of the important organizational feature of the individual
and his personal and organizational health. Thus, the psychological climate perceived by the
employee reflects his judgment concerning the work environment fertility and enhance their
feeling of welfare. (DAmato&Zijlstra,2008,39,49(had confirmed that it is a good motivator
and supplier of effective work behavior which shall positively affect the results and achieve
higher quality and welfare degree.
(Estrada etal,2011,411-427) had sought to measure the impact of the psychological climate
on sexual harassment in the Sweden army, which insists on the equality between males and
females and aim at building individuals'' perceptions that help in establishing sexual
harassment free culture in the Sweden army. The researchers had concluded that the
psychological acclimate can be perceived through the individual awareness of the risks
resulting from his action. This was what (Evans,2007, 447-452) reached while studying sales
control systems. He noted that they do not only affect the employees' satisfaction directly and
the performance, but also they affect the sales related psychological climate perceptions.
(Fung etal,2016,1-2) had referred that the psychological climate affects the safety practices
on site and cleared that the psychological annoyance is one of the psychological climate
aspects that may affect the safety results including accidents and injuries.
The psychological climate focuses on the individual level of the organizational theory. It
differs from the organizational climate and organizational culture. The first is a compound
reflecting the common perception of the employees of their work environment. This
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perception is shared through the group interactions reflecting their understanding of their
organization activities and their experience exchange. When the employees' perceptions agree
on certain condition (psychological climate), their common perception gather to form the
(organizational climate). As for the organizational culture, it refers to a system of standard
beliefs, values and common behavior expectations which determine whether the behavior is
proper or not inside the organization. Organizational culture represents the perception
through the organization, while the psychological climate-related perceptions are part of the
same due to personal work related values and the potential indicators of what the individuals
want to get from their work place (Hassan&Rohrbaugh,2011,31-32(
(James etal,2008,7) thinks that there is need for both knowledge and emotional assessment
approaches in order to fully understand the meaning of psychological climate. These
approaches are supposed to understand the meaning and they are functionally and mutually
related. Meaning assignment refers to the external arousals and the process of using
previously stored mental representations (plans) to explain sensual informational. In the same
context, (Jones&James,1979,203-204) had shown that the psychological climate aspects are
more than just a description of the work place. However, it is a group of concepts derived
from developments, events and experiments through the abstract psychological processes.
The individual forms certain perceptions of the environment in a knowledgeable map guiding
him in the future predictions and behavior. He turns these perceptions to descriptions of
psychological meaning to explain and predict future cases.
Based on the above, there is an important question which is: can the organization control the
psychological climate and direct it to its favor? (Jung etal,2017,18) had concluded that,
through controlling the psychological climate, it is easy to reduce human resources costs and
improve the functional conditions of the individuals and organizational performance. He
referred that the organizations must achieve the balance between the organizational climate
four dimensions: tribal climate, rational climate, developmental climate and pyramid climate
and merge them in one climate using all the four to meet the employees' and organization's
needs. Controlling the psychological climate values, as per the current condition and desired
future, enhances the competitive organization advantage as well as the employees''
satisfaction and organization instead of focusing on only one climate or choosing persons that
suit certain aspect of specific climate, which shall fruit organization health improvement.
In the same context, (Karatepe,2016,2) added that managerial interest perceived by the
employees can influentially increase the creative performance, commitment, employee
satisfaction and keeping the talented employees and reducing employees' worry, raising
service quality provided by the organization.
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Both (Stratton etal,1997,5-8) and (Kettinger etal,2015,61) had referred the psychological
climate, being part of the organizational culture, provides suitable base for the hypothesis that
how work environment motivates subsequent behaviors and that the individuals' perception
and explanation of work place constructs the knowledgeable structure of him resulting in
self-explanations of this condition as for the psychological concept. Besides, the individual
perception of his organizational environment has a motivational importance through the
evaluation process. (Langkamer&Ervin, 2008,221-234) believes that the relations among
psychological climate perceptions and work results such as individual performance and
motivation can be used to enhance organizational competitiveness. (Lopez etal,2005,60)
agrees with the same view when he referred in psychological climate researches that in order
for the organizations to succeed in the current competitive climate, they should be able to
orient their values structure to benefit from the market highly changing conditions. Therefore,
successful organizations believe and emphasize on various values, which sometimes may
seem unreal. This widening and balance in values create strong and balanced psychological
climate for the man power. The psychological climate is where the employee realizes that the
organization strongly values the climate conditions instead of those in one value only.
Therefore, (Woodard etal,1994,300) based on a performed study, had reached that each
dimension of the six psychological ones (roles clarity and cohesion, independence, job
variety, challenge, function importance and roles assignment, has a different impact on job
satisfaction and motivation. The impact of both function and roles features positively affect
the job satisfaction and individual motivation, while the role features had negatively affected
both functional satisfaction and motive. Besides, the conflict and ambiguity of roles may
have negative impact on functional satisfaction.
(Martin 2005etal, ,282-283) had shown that the psychological climate contributes to
amending the employees'' perception of change, which is a basically successful strategy
which positively formed their perceptions of change in work environment as the employee's
knowledgeable and emotional responses are important indicators among orientation ones.
(Martin&Bush,2006,420) believes that the psychological climate of experiment-based

phenomenon. Besides, it is multi-dimensional and permanent. Members of certain
organizational unit share on wide level, which main function is to direct and form individual
behavior towards behavior methods imposed by the organizational demands. The general
structure of psychological climate is represented by the sub-divisions of support,
appreciation, fairness, creativity, independence, cohesion and pressure. (Witt,1989,419) had
confirmed that good psychological climate results in increasing the organizational
commitment and job satisfaction. (Moussavi etal,1990,240) referred that the psychological
climate is usually portraits as individually perceptual advantage. Consequently, there must be
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units which include individuals of various categories of any of psychological climate

variables (such as women and men portraits) among psychological climate degrees:
(Odden&Sias,1997,154) had asserted that there are three major standards to determine the
psychological climate dimensions:
1. The dimension should perception measure
2. The dimension should describe the un-evaluated activities and this differentiates
psychological climate from job satisfaction.
3. The dimension cannot be an aspect of the organizational structure or mission.
(Ogilvie etal,2017,2) added that employees' perceptions work as medium where members can
explain and understand their environment, and the most important thing is that it affects the
attitudes and behaviors of the employees in forming experiences inside the organization;
meaning that it represents a perceptual movement based on experience and instant, where all
members of organizational units participate on large scale (Strutton etal,1993,208). Both
(Tordera etal,2008,59) and (David etal,1997,7-8) confirmed that the psychological climate of
any organization is in fact a multi-dimensional structure, which consists of psychological
component on which an organizational component such as organizational culture is founded.
This is because the psychological climate is an individual attribute and individual is the first
and basic level (Wang&Ma,2013,375). The stronger is the individual level, the more capable
is the organization of handling group or organizational issues more properly. The creative
psychological climate enhances the employee's ability to cope and improve his performance
in general. (Ward,1998,362) believes that the importance of psychological climates is implied
in its direct relation with organizational effectiveness and individuals' behaviors. In brief, the
psychological climate is related to important standards of organizational behavior and
provides a major integrated methodology to study the organizational phenomena. It can be
very useful in future prediction of individual's behaviors, enabling the organization to take
valid decisions enhancing the positive psychological climate and which shall have an impact
on the organizational competitive position in market. (James etal,1978,783)
Strategic logic
The strategic thinking has been busy trying to answer an important question: Why do some
organizations succeed while others fail? To answer this question, thinkers and strategic
theorists pursued various ways such as the emergence of many preambles that explain how to
achieve the competitive advantage. One of the most important preambles is resources based
preamble, dynamic capacities and strategic logic (Bingham & Eisenhardt,2008, Tecce
etal,1997(.
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Despite the fame and dominance of the first input for a long time over the managerial
thinking in exploring the reasons for the success of some organizations in achieving
sustainable competitive advantage in market, the fact indicates that any of the organizations'
resources cannot (alone) accomplish the competitive excellence. However, it needs another
important thing which is the strategic logic through which the organization can link these
resources (Bingham & Eisenhardt,2008).
Based on this, (Wang,2010,545-555) referred that strategic logic is achieved by adopting a

strategy that aims at achieving the balance between the various competitive powers, through
the internal balance represented by increasing the organization relative power via fulfilling
the development plans and organization upgrade. (Sudduth,2017,2-7) believes that the leaders
strategic logic in the organizational field is represented by possessing motives and their
ability to predict and use the chances and their timing. This makes them worth possessing the
ability to weakening the competitors as they are ready to risk in order to overcome their
competitors and reduce their abilities and extract them from market. Besides, it is featured by
focusing on confidentiality as a primary chance to achieve success, as it is kind of long
existence and power enhancing strategies.
Then organizations interest in approving certain strategic logic in today work environment
has necessarily increased due to the great growth and increase and huge volumes and merge
and possession as well as the increasing capacity of organizations to reduce costs and expand
in new markets as well as achieving vertical or horizontal integration. In addition, and in
order to form a valid strategy and avoid frequent failure, executives should understand the
real nature of market changes and seek major aspects of strategic logic to form an effective
strategy. The goal is to emphasize on the importance of strategic logic in correct explanation
and taking strategic decisions concerning industries concentration, potential merges and
purchases. It was proven that the non-existence of strategic logic and neglecting industry may
lead to poor performance. It is necessary to set a strategic logic for all decisions. Correct
strategic logic shall result in strong economic performance and strategic decisions
(Kalpic,2008,4-12)
Careful reading of strategic logic term clearly reveals that the first researchers attempted to
root this term in the organizational thinking are (Bingham & Eisenhardt in 2008). They
referred that there are three types of strategic logic which connect organization available
resources and sustainable competitive advantage:
1. Leverage logic: it refers to the fact that the competitive advantage is derived from
having certain specific or rate resources which are difficult to be imitated due to its
nature and great value in one or more markets. These resources can exist on the level
of business units or the company. When basic and complementary resources are
gathered, we can produce faster, better and cheaper than other competitors.
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Subsequently, the strategy in light of leverage means determining, building and using
genuine resources portfolio in the current market and trying to benefit from it in
expanding to other markets. Leverage logic can be used in building knowledgeable
resources-based strategy on the first place and it can also be applied in average
dynamic markets which do not witness rapid change.
2. Position logic: it comes from (Porter 1996's) view of strategy as accomplishing
activities different from other or executing the same activities but differently. The
excellent performance is achieved when resources, including such activities, are
tightly connected to the unique strategic position of the organization, enabling the
managers increase revenues or reduce costs. On the contrary to previous strategic
logic (leverage logic), the position logic does not need to have rare and unique
resources, yet it requires to organize these resources among certain activity system
that cannot be imitated and add to the organizational value. This logic is suitable for
relatively stable markets. Nevertheless, it main default is the possibility of challenging
a great risk in case the market witnesses unexpected conditions.
3. Opportunity Logic: This logic confirms that sustainable competitive advantage and
performance are the fruits of leading work and the ability of organization to catch new
market opportunities to achieve revenues and profits faster and more effective than
competitors through approving sensation and opportunities causing logic. This logic is
considered the closest to forming strategy in market working organizations of high
variation levels, which requires taking rapid and decisive resolutions. This is greatly
constituent with academic entrepreneurship which aim at encouraging leadership
work among academic work members to achieve competitive excellence (Brennan
etal,2005:307)
(Nicholls, 1995,10) believes that MCC is considered powerful tool to apply the strategic logic
in resources specialization throughout the organization and its regular usage ensures the
application of strategic thinking on activity and all the organizational levels. This type of
thinking is improved continuously along with revising its based strategic standards. (Black
Etal,2005,9-13( added that efficiency-based competitiveness is on constant conflict and in
order to achieve strategic objectives, it is a must to adopt and develop a strategic logic based
on the leaders' perception who think deeply in understanding their industry and capacities
(leadership logic).
(Sammut-Bonnici& Paroutis,2013,936) had indicated that it is possible, through strategic

logic, to help gaining comprehensive and deep understanding of the role played by the
leaders to affect the process and improve creativity initiatives. The dominating strategic logic
will inspire the now and furire generations of strategy scientists and provide them with
creativity to develop the concepts. (Durand Etal,2013,187-192) referred that strategy
researches can introduce sharp exploration of the reasons that make organizations seek
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achieve reconciliation and creativity based on the strategic logic to maintain the resources
and control the industry. The strategic logic, of whatever type, encourage the companies to
change their strategic logic and consider it as completive advantage of the companies to
accomplish their goals successfully. He added that the strategic logic has no independent
attribute away from other organizations, yet the companies develop their strategic logic
gradually in a way supporting the organization change.
Both (Regner,2005,191, Pape,2003,344) agreed that successful strategy is the fruit successful
strategic logic revealing the capacities required to develop sustainable competitive advantage.
This is the major objective of strategic logic. (Mount,2015,53) had referred that strategic
logic is not limited to business organization, yet countries use it to ensure successful strategic
planning, especially the countries possessing unclear arms as their strategic logic is mainly
represented in self-control and avoiding unclear escalation, and not use unclear power as a
revenge tool against their enemies. (Khelghat-D00st,2018,4-5) thinks that the smart
organizations'' leaders use the strategic logic which enables them finally to accomplish their
goals cost-effectively.
(Amboise, 1993,14-15) had confirmed that determining the strategic logic greatly depend on
the leader's or project owner's vision. However, (Ingram,2015,7) added that the strategic logic
can extend to the way organization utilizes various advertisements to deliver its vision and
message to the targeted community depending on cost and revenue analysis and financial
risks expectation (Abrahms&Conrad,2017,281-301). Actually, the strategic logic is a rational
perceptual status mixing perceived physical and un-perceived capacities (e.g. strategic
thinking) in order to accomplish the organizational goals (Perliger,2006,7). (Horowitz&
TAN) agreed with the same when he referred that setting effective plans makes the other
party assign its goals and focuses on profits through setting programs and abide by
fulfillment, provided that such programs should be free of strategic ambiguity and contribute
to keeping the organization position in market. (Froman, 2014,111) pointed that the strategic
logic's major role in enhancing influence and emerging power as well as accomplishing the
organization's vision. It also makes the organization more powerful in partnerships and
commercial transactions as well as enhancing its competitive capacity.
Although the strategy mainly depends on attacking others to take their market share, this
strategic logic can be directed to reduce costs and prices (Chenoweth&Stephan,2011,
Jarillo,2005). (Ashworth Etal,2008,272) showed that the strategic logic is executed through
using many serially planned techniques which do not conflict the organization ideology.
(Varadarajan,2009,28) added that the strategic logic is important nowadays whereby there is
an effective seeking to utilize genuine and accumulated creative opportunities. Thanks to
effective management, each genuine creation can be a launch point for constant flow of
increasing creations that shall result in new flows or expand the main revenue. The strategic
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logic, as referred by (Powell,2014,337) focuses on studying the conflict between existing

companies and current and potentials competitors. Secondly, it concerns studying the
competitive companies activities and recognizing their competitive strengths and weaknesses
to win in the future and benefit from the current opportunities. (Boorsma,2006,85) believes
that organization ideologies, along previous time, can be developed into a dominating logic
that can create the common value between the organization and employees and encourage
them to work. (Pape& Hoveyda,2005,535-536) added that through using the strategic logic,
employees'' minds can be reprogrammed and root the organization ideological ideas in their
minds and direct them to achieve the organizational goals as well as establishing a new
organizational community along with time. This is in addition to affecting their potential;
psychological principles and guiding the same in favor of the organization. The strategic
logic helps keep the organization standing and capable of competing as well as ensuring the
constant flow of its primary materials which are necessary for its industry with the lowest
cost. For example, in the middle east, during the sixteenth and eighteenth era, USA could use
the strategic logic correctly to ensure the existence of military bases in oil Gulf countries so
that it can face the Soviet Union during the Cold War period as well as getting petrol for low
price and promote its products in gulf markets. (Carapico&Toensing,2006,7-10) added, AS
(Hangan,2010,559-562) believes that the strategic logic is represented in benefiting from the
media pressure to achieve goals and getting important strategic points or for increasing the
organization bargaining ability. (Heng,2011,423) had referred to the necessity to use the
strategic logic to excel in conflicts with other organization over resources and market share.
(vernhout,2008,5) indicated that strategic logic is one of the basic components of efficiency-
based strategic management. It is a new method to think how the organization can achieve
high performance for a relatively long period, whereby the competitive advantage can be
methodically and structurally developed.
The following figure shows strategic logic basic components:
Figure (2) Creating strategic logic
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Vernhout, Arjan. (2008). Competence Based Strategic Management
Academic entrepreneurship
(Mars & Rios-Aguilar 2010,445) referred that academic entrepreneurship is explained inside
higher education literature as market and semi-market phenomena which uses innovative
creations or strategies as tools to create economic and social values and subsequent
transformation. Academic entrepreneurship helps determine the creations and risk, allocating
and recurring resources and opportunity underlining. (Bozeman etal,2013,1-5) added that the
major base in all scientific and technical researches is the cooperation of university's and
other sectors' researchers including industry in order to expand knowledge and produce the
economic value, fortune and achieving business leadership. However, sometimes deviation
may occur and industry can use the research field to gain profits instead of focusing on other
knowledgeable aspects (social or environmental). Industry men often underestimate the
academic entrepreneurship describing it as (academic capitalism), as they focus on product-
related researches. (Wright,2012,323) believes that the social benefits of universities and
academic entrepreneurship are the main issue of constant discussion concerning the
possibility of creating opportunities for new research methods in the field of academic
entrepreneurship and technology. These developments impose the necessity to re-evaluate the
policy towards academic entrepreneurship, especially universities as well as generating
sustainable revenues. (Wood,2011,153-154) asserted that academic entrepreneurship focuses
on establishing new business and growing the current one. It represents an increasing source
of ideas and basic techniques that support the efforts to organize projects in the field of
researches in universities and using knowledge through research universal programs and
reuse the same in commercial applications as well as generating revenues. Thus, the
universities shall play vital role in developing the economic activities, and hence leading
universities shall be embodied in academic entrepreneurship concept, which is not considered
a sole event yet a constant process of events. (Powers&McDougall,2005,292) added It is
worth knowing that universities had transferred from participating in technology transfer
process and transforming researches into marketable products in the recent years, to a new
phase, more dangerous, represented in organizing projects and forming promising companies,
issuing licenses to small private companies directly as well as invading industrial investment.
On the other hand, (Toole&Czarnitzkil,2007,719-736) referred that it represents special form

if technology transfer which emerges inside universities and promote it abroad. The academic
researcher is no longer a scientific detective, yet he is an active participant in business-
targeted jobs. Thus, he ought to leave non-profitable research environment and seek solving
business sector problems and enter profitable partnerships. He also added that currently,
national governments are interested supporting academic entrepreneurship to encourage
creativity and economic growth. However, there is great need for more research regarding the
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benefits and advantages in academic entrepreneurship. (Goethner etal,2012,629-630) also

added that academic entrepreneurship behavior refers to the extent of researchers' readiness to
involve in business leadership, as it can be considered as a conceptual point that link projects
behavior to wide range of psychological and economic factors that may affect such behavior
via these intentions. (Haussler etal, 2011,642) thinks that involving in the academic
entrepreneurship result in reproduction of science based-social structure. In this case, these
resources, featured with professional security, are the most powerful in placing science in line
with trade.
Sustainable competitive advantage:
(Rechenthin,2004,304-307) believes that sustainable competitive advantage is based on

building inconsistent resources. He added that there are three main resources of physical,
organizational and human resources. It is considered one of the tangible resources. Besides,
the intangible resources are sources of sustainable competitive advantage. (De guimaraes
etal,2018,11) indicated that sustainable competitive advantage is measured through
comparing to major competitors through assessing the new revenues, products and services
provided to the customers to the costs, profi8ts and creation as well as the benefit of the
organization from the social and environmental concepts in developing new products and
services. (Holm etal,2016,18-19) had reached that achieving excellent financial performance
is fulfilled through using the sources of suitable competitive advantage and the commercial
organizations'' seeking to spread all over the world. He added that the organizations''
depending on industrial standards and continuous development of managerial systems shall
result in achieving organizational sustainable competitive advantage. Both (Mahdi
etal,2018,12-13) and (Nilssen etal,2015,145-146) had reached that to achieve the sustainable
competitive advantage, the organizations' should monitor the rapid changes on the internal
and external environments and recognizing the limited resources and their availability as well
as how to get them and transform the same to real capacities of high efficiency; fruitful on the
technical level from the strategic perspective, which must be also able to face and overcome
the challenges. Hence, these organizations' shall enjoy high capacity to use the employees''
knowledge and achieve basic efficiencies which are internally advanced and unique.
(Cantele&Zardini,2018,174) referred that achieving sustainable competitive advantage
depends on the company's perception of sustainability strategy advantages and that
sustainable practices shall positively affect the organizational performance. He found out that
social and economic dimensions as well as sustainability formal practices positively affect the
competitive advantage through enhancing the organization reputation, customers'' satisfaction
and organizational commitment. Both (Hong etal,2016,58( ,and (Othman etal,2015,126) see
that organizations can achieve the sustainable competitive advantage through
environmentally and socially responsible commercial practices and enhancing creativity in
the services provided as part of the future strategy. This is in addition to creating new work
697
forms and internal environment that promotes creativity and benefiting from variety and
facilitates the multi-dimensional cooperation of resources and technology. This is in addition
to endeavoring to accomplish potential social and economic future outcomes and approving
transparency and inquiry regarding the organization policies. Besides, it should root trust
between shareholders, employees, customers' and stakeholders. (Della Corte&Aria,2016,527)
asserted that sustainable competitive advantage theory is represented in using and gathering
resources inside the organization as it is considered a strategic resource and source of the
competitive advantage according to three basic variables as follows:
1. Value: it is represented in the resources ability to determine the external threats or

holding or creating new opportunities to increase the difference between revenues and
costs.
2. Rarity: there is small number of companies which have resources in ideal competitive
spots.
3. Difficult to imitate: to be difficult and expensive to imitate these resources.
(Gamison&Villar-Lopez,2011,1297) had defined the sustainable competitive advantage as

creating company strategic value which cannot be executed by any current or future company
as it represents the rare resources which are hard to be imitated or replaced. They ensure
achieving economic profit. Two points can be concluded from this definition; first: excellent
market position compared to its competitors and second: economic embodiment. It depends
on the organization dynamic ability to create and cope as well as re-forming its capacities,
resources and organizational innovations in relation to its generating system, which is usually
a very complicated social system including wide group of participants. In addition, the
organizational creations include more implicit nature than the technical ones. These basic
features mean that the organizational creativity is able to establish long-term sustainable
competitive advantage. (Chen etal,2016,1090) indicated there are some intensive-
technological industries such as smart networks which require common cooperation to
enhance the creativity capacities. Moreover, cooperation results in intensive efforts,
information and common skills, and consequently, achieving profits for both parties. This
cooperation can fruit in sustainable competitive advantage to both parties and transfer
knowledge and techniques between the two companies. (Chew&Anthony Dovey,2014,213-
214( sees that leadership has a vital role in creating sustainable competitive advantage and
enhancing the organization society to learn in order to create new value of various group of
sources and its ability to keep creating the same along time as well as overcoming
environmental disorders and its dynamic ability to move continuously to develop the human
resources.
698
(Dehning & Stratopucos, 2003,10-11) confirmed that IT technological skills are a must in the
effective usage of IT. It can be source of sustainable competitive advantage for some
companies working in IT companies, especially the skills that cannot be easily transferred or
leant. The technological successful development needs teams of individuals of high
motivation towards constant learning and gaining knowledge and accepting modern
technology to be source of sustainable competitive advantage (leadership).
(Evans,2016,15(suggests that achieving sustainable competitive advantage differs according
to conditions. Differences among similar field-organizations probably affect the availability
of sustainable competitive advantage which continue for long time. Therefore, the
organizational features should be well understood. He added that sustainable competitive
advantage implies achieving profits of excellent performance as compared to competitors. It
can be kept for long time and achieve profit that exceeds the average profits of all same-field
competitors over years. He referred that understanding the external organizational
environment and ability to bargain and possessing dynamic capacities are enough to generate
sustainable competitive advantage. (Griffiths&Finlay,2004,30-36) pointed to the role of
Information technologies in enhancing the competitive locations and achieve sustainable
competitive advantage. He concluded that there are seven basic factors to accomplish the
sustainable competitive advantage: reputation, rapid movement towards creativity, change
degree of early usage of creativity via Information systems and structured assets which
include: governmental legalizations, monopoly, trade secrets, limited experience, domain
advantages and high income costs. The external relations include high replacement costs,
method of internal structuring (complementary resources, cultural factors, flexibility).
Finally, the hidden development include (organizational learning and employees'' quality).
(Jensen etal,2016,2(added that there are some rare resources which are able to create
sustainable competitive advantage unreachable by other organizations. (Kim etal,2012,1612)
had defined it as the long-term benefit to execute some unique strategies to create value
cannot be fulfilled by competitions at the same time. This is in addition to the inability to
repeat its strategic benefits. (Kuncoro&Suriani,2017,2) pointed to some indicators to measure
sustainable competitive advantage which are: product singularity, product quality,
competitive prices and the ability to develop basic efficiencies on the long run. Creativity in
new products has powerful impact on long-term sustainable competitive advantage.
(Lee etal,2015,5) believes that intense knowledge and interactional learning are important
sources to obtain sustainable competitive advantage. (Lim etal,2016,231) had asserted that
through clear understanding og the important enabling factors and basic features of variation
and the importance of organizational culture, business strategies and human resources can be
developed. They are specifically targeted to develop business performance and achieve
sustainable competitive advantage. Both (Liu,2013,2824) and (werawardene&Cass,2004,419)
referred that sustainable competitive advantage is available at the companies which are able
699
to keep its competitive advantage and excellence for long time as well as the ability to
establish resources-based strategies and a rapid strategy through fast learning supported by
flexible strategy application. Liu&Mantecon,2017,303 added that the companies with
sustainable competitive advantage enjoy high financial revenues and huge capacity to sustain
their profits and maintain its competitive position for the longest time.
(Mahdi&Almsafir,2014,291-292) sees that sustainable competitive advantage is represented
in setting some boundaries that make it difficult to imitate the company's performance. There
are four indicators of the organization ability to generate sustainable competitive advantage in
the forms of financial revenues, from the accounting point of view, or capacity gaps or in part
of value protection, from value chain point of view or recognizing clients in business
operations.
(Mauury,2018,101) added that some organizations set high boundaries to keep its sustainable
competitive advantage such as patents, publication rights, trademarks and licenses. This is in
addition to the internal boundaries such as organization size, capital intensity and product
type. This leads to the stability of the organizational market share and sustainable profits.
(Munir etal,2011,408-409) had referred to the role of huge organizations in developing and
pursuing efficiency and capacities development in order to achieve the sustainable
competitive advantage. Besides, there is the ability of effective use of knowledge and
psychological skills not to improve current technology but to generate new knowledge and
skills responding to competitive work environment. (Rahman,2006,124) asserted that
intangible resources and provisions of better quality service are more suitable than tangible
resources to achieve sustainable competitive advantage. Besides, (Reed etal,2000,20-21) had
concluded, through studying many American companies which applied comprehensive
quality management effectively, that they it contributed to the achievement of sustainable
competitive advantage by increasing the long-term profits and improving performance. He
added that not all the companies are capable of applying comprehensive quality as it is not
easy to execute. (Takala etal, 2013, 1240) believes that trends towards organization strategy,
effectives and efficiency in allotting resources help achieve sustainable competitive
advantage. (Todericiu&Stanitl,2015,680) had concluded, through his studying, that the
intangible resources and intellectual capital are two basic conditions to achieve long-term
sustainable competitive advantage. (Vanpoucke etal,2014,1) had referred that adapting with
speedy environmental changes and the ability to generate creative products is considered a
sustainable competitive advantage.
Third: Applicable aspect and outcomes discussion:
The research presents research variables measures and ensures their stability and true
structure through exploratory elementary and empirical analysis, hypotheses testing through
using proper static methods:
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First: Exploratory elementary analysis
1. Exploratory elementary analysis of strategic logic variable (academic entrepreneurship): due

to the researchers' failure to get a ready measure for strategic logic (academic
entrepreneurship), they had built the scale based on (Brennan & Wall,2005). The scale
included 17 paragraphs. In light of (Filed,2009), analysis started provided that the questions
shall be fixed according to the strength of its relation to the variable. The results were as
below:
Table (2) Rotation matrix of exploratory elementary analysis of strategic logic variable
(academic entrepreneurship)
s. Questions Strategic logic factor

Brave Independent Meditator searcher
1 Gives importance to social relations 378.0
inside the college
2 Shows interest in knowledge 37803
accumulation in the college
3 Focuses on personal relations 37580
4 Always search for participation in foreign 375.3
conferences and forums
5 Apply knowledge on similar fields 3753-
6 Work is a priority over social relations 374.5
7 Shows less interest in knowledge 37830
producers compare to other employees.
8 Not interested in producing knowledge in 37.54
the first place.
9 Strongly connected to his work colleges 37.00
10 Does not concentrate in knowledge in one 37603
field, instead in various and related fields.
11 Gives great importance to solving 374.3
internal problems.
12 His interests are distributed inside and 37805
outside the college
13 He gains knowledge from his personal 37.63
reading and benefit from college
information system
14 He cooperates with other while searching 37680
15 He applies knowledge to solve problems 37.03
outside college.
16 He focuses on diagnosing available 3765-
opportunities in external leadership
environment.
17 He gains knowledge through personal 374.
reading without seeking help from the
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college.
Potential root 4734 0703 6766 6748
factor difference % 04 63 63 3
Accumulative difference % 04 40 50 60
Kaiser-Meyer-Olkin test value 3758
Bartletts test value 888 morale at level 1%
Source: prepared by the two researchers based on SPSS Var.25 static program
The table shows that all loading values are bigger than 0.40 (after neglecting the sign for
some loadings). Thus, they are accepted for most researchers (Field,2009:644). Besides, the
test value of (Kaiser-Meyer-Olkin), which measures sample efficiency degree, was 0.58,
which is statically accepted as it is greater than 0.50. However, Bartletts test value was 888
which is a morale value at level 1%, which means that correlation matrix in not the unit one.
2. The exploratory elementary analysis of sustainable competitive advantage: the two

researchers had built the scale depending in their readings concerning the same. The
scale consisted of 7 paragraphs, and analysis began provided that questions shall be fixed
according to the power of its relation to the variable. The results were as follows:
Table (3) Rotation matrix of exploratory elementary analysis of sustainable competitive

advantage
s. Question Sustainable competitive advantage

Social Economic Environmental
1 The college academic subjects meet the

0.891
work market needs
2 The college consider the students'
opinions concerning the resources and 0.77
subjects
3 Operational costs during the term are
0.833
less than other colleges
4 Our revenues excess similar colleges 0.814
5 Academic installment in our college are
0.452
less than others
6 The college abide its students by
developing their skills and experiences
0.811
through participating in environmental
conferences and forums.
7 The college investments in the best 0.720
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educational stuff to keep environment

Potential root 0765 6706 6730
Factor difference % 0. 6.706 647.5
Accumulative difference % 0.780 55734 63783
Kaiser-Meyer-Olkin test value 0.55
Bartletts test value 21 morale at level 1%
Source: prepared by the two researchers based on SPAA Var.25 static program
The table shows that all loading values are bigger than 0.40 (after neglecting the sign for
some loadings). Thus, they are accepted for most researchers (Field,2009:644). Besides,
(Kaiser-Meyer-Olkin) test value, which measures sample efficiency degree, was 0.55, which
is statically accepted as it is greater than 0.50. However, Bartletts test value was 21 which is
a morale value at level 1%, which means that correlation matrix in not the unit one.
Second: predictive elementary analysis
Both scales of (Strutton etal,1993, Pelton etal,1994, Swift & Cambell,1998, Strutton,1997)
were approved as both researchers depended on the following dimensions: (cohesion among
group members, appreciation, independence, creativity, fairness and pressure) with three (3)
questions for each aspect, except for the pressure aspect as questions increased to 4. After
performing Predictive elementary analysis using AMOS Var.24, the form was not suitable as
basic suitable indicators were not achieved. Thus, the two researchers had to cancel the first
question after "Cohesion among group members" as well as omitting all comes after
"pressure". Consequently, the analysis was limited to 5 aspects as shown below:
Figure (3) Predictive elementary analysis of psychological climate
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The above figure indicates that all parameter estimates which connect the potential variables
to unmeasured variables were greater than 0.40, which is statically accepted. As for the form
conformity indicators, they were CIMN/df=3.76، RMSEA=0.066، CFI=0.92، GFI=901, and
all these indicators are included in the statically accepted values.
The stability and consistency of study scales paragraphs were tested through Cronbach's
Alpha scale. It was revealed that all the scale values were greater than 0.70, which is the
accepted percentage in the behavioral studies (Sekrana,203:2003) as indicated below:
Table (4) Study scales stability

s. Variable Number of Cronbach's
paragraphs Alpha factor
value
1 Strategic logic (academic entrepreneurship) 17 0.73
2 Psychological climate 15 0.90
3 Sustainable competitive advantage 7 0.72
Third: Descriptive statics and correlation among study variables
Table (5) shows the correlation among study variables, in addition to the arithmetic and
standard deviations of study variables.
Table (5) descriptive statics and correlations
Variables Arithmetic Standard Strategic logic Psychological Sustainable

deviation (academic climate competitive
entrepreneurship) advantage
Strategic logic 3.33 0.42 1
Psychological 3.25 0.66 **0.225 1
climate
Sustainable 3.16 0.61 **0.70 **0.44 1
competitive
advantage
P˂ 0.01 , N=110
1. Strategic logic (academic entrepreneurship)

The strategic logic, represented in the academic entrepreneurship, had scored an arithmetic
of 3.33 which is higher than the hypothetical average of 3. However, the Standard
deviation coefficient scored (0.42) and this indicates high constituency in study sample
responses. The above result supports the belief in the availability of academic
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entrepreneurship dimensions in civil colleges in Holy Karbala province. The availability

of these aspects with the academic leaders was acceptable, as the arithmetic had not get
higher than the minimum and acceptable arithmetic to prove whether the variable exists or
not (3).
2. Psychological climate
The psychological climate has scored arithmetic of 3.25, which is higher than the
hypothetical average which cored (3), while the Standard deviation coefficient reached
0.66 and this indicates high constituency in study sample responses. The above result
supports the belief in the availability of psychological climate aspects in civil colleges in
Holy Karbala province. The availability of these aspects with the academic leaders was
acceptable, as the arithmetic had not get higher than the minimum and acceptable
arithmetic to prove whether the variable exists or not (3).
3. Sustainable competitive advantage

The Sustainable competitive advantage has scored arithmetic of 3.16, which is higher
than the hypothetical average which scored (3), while the Standard deviation coefficient
reached 0.61 and this indicates high constituency in study sample responses but less that
the strategic logic and greater than the psychological climate. The above result supports
the belief in the availability of Sustainable competitive advantage aspects in civil
colleges in Holy Karbala province. The availability of these aspects with the academic
leaders was acceptable, as the arithmetic had not get higher than the minimum and
acceptable arithmetic to prove whether the variable exists or not (3).
Correlation matrix had indicated the existence of positive static correlations at morale level
(1%) among the study variables. This supports the research basic hypothesis that we can
benefit from the psychological climate to enhance the relation between strategic logic
(academic entrepreneurship) and achieving sustainable competitive advantage.
Fourth: Resting research hypotheses:
The two researchers had used research hypothesis test, simple regression analysis and multi-
regression tests and the method used by (Baron&Kenny,1986:1176). It is considered one of
the common methods to test the direct and indirect impacts of the independent variables on
the dependent variable via mediator variable.
1. First hypothesis test

Table (6) shows the results of simple regression analysis of the impact of the strategic logic
(academic entrepreneurship) on the psychological climate at the level of civil colleges in
Karbala.
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Table (6) First hypothesis test

Dependent variable Psychological climate
Independent variable R2 F Sig.
α β T Sig.
Strategic logic (academic 3.35+
0763 07434 37368 3735 57..8 37368
entrepreneurship)
Source: Prepared by the two researchers depending on SPSS var .25 N=110
The above table shows that:
1. The value of Regression coefficient value of the strategic logic (academic

entrepreneurship) on the psychological climate reached 0.35. this means that the
psychological climate in the civil colleges shall improve by 0.35 if the strategic logic
(academic entrepreneurship) increased one unit. This supports that the value of (t) for
regression coefficient reached 2.404, a morale value at the level (2%) approximately.
2. The value of calculated (f) which measures the morality of regression form in total
reached 5.778, which is a morale value at the level (2%) approximately.
3. Determination coefficient value (R2) reached (0.05), which means that the strategic logic
explains 5% of the changes on the psychological climate. as for the remaining percentage,
it shall be assigned to another factors not included in the form.
Based on the above, the two researchers shall ensure the impact of the strategic logic
(academic entrepreneurship) on the psychological climate.
2. Second hypothesis test

Table (7) shows the results of simple regression analysis of the impact of the psychological
climate on sustainable competitive advantage at the level of civil colleges in Karbala.
Table (7) First hypothesis test

Dependent variable Psychological climate
Independent variable R2 F Sig.
α β T Sig.
Psychological climate 1.82 0.41 5.133 0.000 0.20 26.35 0.000
Source: Prepared by the two researchers depending on SPSS var .25 N=110
The above table shows that:
4. The value of Regression coefficient value of the psychological climate on the sustainable
competitive advantage reached 0.41. This means that the sustainable competitive
advantage in the civil colleges shall improve by 0.41 if the psychological climate
706
increased one unit. This supports that the value of (t) for regression coefficient reached
5.133, a morale value at the level (1%) approximately.
5. The value of calculated (f) which measures the morality of regression form in total
reached 26.35, which is a morale value at the level (1%) approximately.
6. Determination coefficient value (R2) reached (0.20), which means that the psychological
climate explains 20% of the changes on the sustainable competitive advantage. As for the
remaining percentage, it shall be assigned to another factors not included in the form.
Based on the above, the two researchers shall ensure the impact of the psychological climate
on the sustainable competitive advantage.
3. Third hypothesis test
The two researchers had tested the intermediate role of the organizational climate using
(Baron & Kenny 1986:1176) method, which is considered one of the common ways to test
the direct and indirect effects of independent variables on dependent variables in the
existence of mediator variables. This test is called the mediator form test as follows:
Figure (3) mediator variable form
Source: Baron R, Kenny D., "The moderator-mediator variable distinction in social

psychological research: conceptual, strategic, and statistical considerations" ,.J. Personal.
Soc. Psychol. Vol.51,No.6, 1986,p:1176
SPSS program was useful through the multi-regression scale to know the indirect impacts of
the strategic logic (academic entrepreneurship) on sustainable competitive advantage through
707
the mediator variable (psychological climate). To achieve this, we should estimate three
regress equations that represent the conditions required to perform this test as follows:
1. There should be morale significant relation between the independent variable (strategic
logic) and the mediator variable (psychological climate). This condition was met in table
(8), which tested the effective relation between the independent variable and the
mediator variable. The relation was morale within the 2% level.
2. There should be morale significant relation between the mediator variable and the
dependent variable. This condition was met in table (8), which tested the effective
relation between the mediator variable and the subsequent variable. The relation was of
moral significance within the 1% level.
3. There should be a moral significant relation for both the independent and mediator
variables in the dependent variable. This point is subject to two conditions:
A. If the regression coefficient value in the third equation is less than its value in the
second equation, this means that there is partial intermediate role for the mediator
variable between the independent and dependent variables.
B. If the value of the regression coefficient decreased to zero in the third equation,
below its value in the second equation, this means there is full intermediate role
and this variable is the only one in-between two variables. This is not possible in
regard of behavioral studies.
To test the third condition, multi-regression analysis was approved. It included two forms; the
first was for analyzing the independent variable regression (strategic logic) represented in the
academic entrepreneurship on the dependent variable (sustainable competitive advantage)
Table (8) Results of third hypothesis test
Subsequent variable Competitive (t) value R2 ∆R2 F Form

advantage calculated
Independent variable
for
β regression
𝜶
coefficient
Strategic logic (academic -
1.003 10.135** 0.49 - 102.714 6
entrepreneurship) 0.184
Psychological climate 0.28 4.64** 0.08 71.89 0
Strategic logic (academic 0.905 9.73**
entrepreneurship) -0.77 0.57
Source: prepared the two researchers based on the outcomes of SPSS var.25
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(**) moral at (1%) level
The above table indicates that:
First: In regard of Form (1)
1. Value of (F) calculated for the regression form reached (102.714), which is a moral value
at (1%) level, while determination coefficient value (R2) reached 0.4 which means that
the strategic logic, represented in the academic entrepreneurship, explains 49% of the
changes on the sustainable competitive advantage. As for the remaining percentage, it
shall be assigned to another factors not included in the form.
2. The value of the regression coefficient of the strategic logic, represented in the academic
entrepreneurship (β( , on the sustainable competitive advantage reached (1.003), which is
moral value at (1%) level.
Second: As for form (2)
1. The value of (f) calculated for the multi- regression form reached (71.89), which is a
moral value at (1%) level. However, value of determination coefficient (R2) reached
(0.57). Consequently, the second form had achieved positive difference in the
explanation ability of (0.08) due to the interference of the mediator variable
(psychological climate) in the form.
A. Noting (β) value in the second form, we see that the psychological climate is partially
mediating the influential relation between the strategic logic, represented in the academic
entrepreneurship, and sustainable competitive advantage.
To test the moral significance of indirect impact of the strategic logic, (Baron &
Kenny,1986:1177) recommended to use Sobel test. We can achieve the test value through (a),
which represents the regression coefficient of the independent variable on the mediatory
variable and (b) which represents the regression coefficient of the mediatory variable on the
subsequent variable, (Sa) which represents the standard fault of (a), and Sb which represents
the standard fault of b.
The below table shows Sobel test of indirect effects of strategic logic on sustainable
competitive advantage
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Table (9) Sobel Test
Regression form Inputs Sobel test Molality level

value
Strategic logic a=0.35
Psychological climate --------- b=0.41
07680 3730
sustainable competitive advantage Sa=0.145
Sb=0.08
Source: prepared by the researcher
Based on the outcomes of the above table (9), the psychological climate has intermediate role
and indirect impacts between the strategic logic, represented in the academic
entrepreneurship, and sustainable competitive advantage. Hence, the two researchers induced
that the psychological climate has intermediate effective relation between strategic logic and
sustainable competitive advantage.
Conclusions and recommendations:
The national universities should adopt academic entrepreneurship strategy to be able to

compete other national universities, which are 9 universities in karbala only. Most of them
include colleges and sections of similar specializations. Therefore, universities should adopt
the strategic logic (academic entrepreneurship) to help recognize the domestic social
problems (economic or social or environmental) and work on solution as well as performing
organizational updates on constant basis to achieve sustainable competitive advantage.
Besides, universities ought to direct to develop their leadership teaching cadres, especially the
creative ones to increase their competitive value and invade the investment field or fulfill
researches that can be transferred to products to generate profits for the university. For
example, if it is possible to merge national universities and unify their college in one; in
addition to merging the human cadres, this shall enable universities to possess a competitive
advantage. If we suppose that faculties of medicine, pharmacy and density and nursing were
merged, the university shall be able to invest in the medicine field, and build investment
hospitals as well as providing a suitable environment to train its students and benefit from the
lecturers through participation in workshops and conferences with foreign universities. Even
in the field of common researches with other universities, it will be more effective and
capable of achieving competitive advantage. Moreover, university earned revenues shall
increase in the international field.
In addition, the national universities should achieve huge volumes and merge together to
increase their ability to expand and open new colleges and sections that copy work market
requirements. Moreover, the positive perceptions and impressions of the employees towards
their organization contribute to increasing the organizational commitment and raising
710
performance levels. If the individuals' ruling in their work environments is positive through
increasing the employees' development and raising their creativity level and ensuring fair
salaries as well as equal distribution of work, eliminating high work pressures on certain
category in the university, the employees' participation in the organizational strategic plans
shall increase achieving a sustainable competitive advantage.
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International Journal of Pure and Applied Mathematics

Volume 120 No. 5 2018, 683-719

THE MEDIATOR ROLE OF PSYCHOLOGICAL CLIMATE IN THE RELATION

Ahmed Kadhim bareas 1, Ali Abdulhassan Abbas 2, Bashar Abbas Alhimyari 3

Key words: psychological climate, strategic logic, sustainable competitive advantage,

1. Determining the level of study sample's variables adoption level (psychological

Figure (1) Research hypothetical form

1. The strategic logic, represented in the academic entrepreneurship, affects the

Second: Theoretical aspect

(Hall&Newlann,2017,77) had explained that positive psychological climate affects the

The psychological climate, as an organizational phenomenon, can be enhanced through

(Martin&Bush,2006,420) believes that the psychological climate of experiment-based

units which include individuals of various categories of any of psychological climate

Based on this, (Wang,2010,545-555) referred that strategic logic is achieved by adopting a

(Sammut-Bonnici& Paroutis,2013,936) had indicated that it is possible, through strategic

logic, as referred by (Powell,2014,337) focuses on studying the conflict between existing

The following figure shows strategic logic basic components:

Figure (2) Creating strategic logic

Vernhout, Arjan. (2008). Competence Based Strategic Management

On the other hand, (Toole&Czarnitzkil,2007,719-736) referred that it represents special form

benefits and advantages in academic entrepreneurship. (Goethner etal,2012,629-630) also

Sustainable competitive advantage:

(Rechenthin,2004,304-307) believes that sustainable competitive advantage is based on

1. Value: it is represented in the resources ability to determine the external threats or

(Gamison&Villar-Lopez,2011,1297) had defined the sustainable competitive advantage as

Third: Applicable aspect and outcomes discussion:

First: Exploratory elementary analysis

1. Exploratory elementary analysis of strategic logic variable (academic entrepreneurship): due

s. Questions Strategic logic factor

2. The exploratory elementary analysis of sustainable competitive advantage: the two

Table (3) Rotation matrix of exploratory elementary analysis of sustainable competitive

s. Question Sustainable competitive advantage

1 The college academic subjects meet the

educational stuff to keep environment

Second: predictive elementary analysis

Figure (3) Predictive elementary analysis of psychological climate

Table (4) Study scales stability

Third: Descriptive statics and correlation among study variables

Table (5) descriptive statics and correlations

Variables Arithmetic Standard Strategic logic Psychological Sustainable

1. Strategic logic (academic entrepreneurship)

entrepreneurship dimensions in civil colleges in Holy Karbala province. The availability

3. Sustainable competitive advantage

Fourth: Resting research hypotheses:

1. First hypothesis test

Table (6) First hypothesis test

1. The value of Regression coefficient value of the strategic logic (academic

2. Second hypothesis test

Table (7) First hypothesis test

3. Third hypothesis test

Figure (3) mediator variable form

Source: Baron R, Kenny D., "The moderator-mediator variable distinction in social

Table (8) Results of third hypothesis test

Subsequent variable Competitive (t) value R2 ∆R2 F Form

(**) moral at (1%) level

The above table indicates that:

First: In regard of Form (1)

Second: As for form (2)

Table (9) Sobel Test

Regression form Inputs Sobel test Molality level

Source: prepared by the researcher

Conclusions and recommendations:

The national universities should adopt academic entrepreneurship strategy to be able to

12. Carless, S. A. (2004). Does psychological empowerment mediate the relationship

38. Ingram, H. J. (2015). The strategic logic of Islamic State information

52. Langkamer, K. L., & Ervin, K. S. (2008). Psychological climate, organizational