Research Problem

Strategic alignment is one of the approaches that enables business organizations to achieve flexibility and adaptation to environmental developments. The absence or weakness of harmony in the work environment results in unsuccessful relationships that fail to achieve organizational goals, leading to an inability to capitalize on opportunities and counter external threats. Achieving strategic alignment in the organization contributes to achieving compatibility in the organizational work environment, which reflects on the extent of the organization's ability to excel in its business performance.

Thus, the present study emerges as an attempt to identify two variables:

• Independent Variable: Strategic alignment with its dimensions (infrastructure, skills, partnership, governance, communications)

• Dependent Variable: Entrepreneurial learning with its dimensions (strategy, organization, culture, creativity and innovation)

The research field is the University of Mosul. In line with the above, the fundamental question that constitutes the basis for the current research problem is:

"The more administrative leaders can achieve strategic alignment in the internal and external organizational work environment, the more this contributes to entrepreneurial learning."

Based on the above problem, several questions arise:

• Is there a clear perception among the research sample of achieving strategic alignment?

• What is the level of importance of entrepreneurial learning for the studied organization?

• What is the role of strategic alignment in achieving the dimensions of entrepreneurial learning in the research field?

• To what extent do the dimensions of strategic alignment align with entrepreneurial learning in defining these dimensions within the research field?

Importance of the Research

Strategic alignment is one of the modern administrative topics that can influence an organization's efficiency and effectiveness, leading to competitive advantage. This is achieved by developing various plans and strategies that provide management with the means to interact among employees within the internal and external organizational environment, thus achieving organizational performance. By adopting strategic alignment dimensions such as communications, skills, partnership, governance and infrastructure, organizations can achieve their objectives through entrepreneurial learning dimensions.

Research Objectives

The research seeks to achieve several objectives, including:

• Understanding the nature of strategic alignment among administrative leaders in the research field.

• Activating communications, enhancing skills and expertise in the work environment and emphasizing partnership in decision-making.

• Encouraging the establishment of training programs and workshops for employees

• Setting laws, regulations, administrative guidelines and instructions to facilitate the distribution of rewards for organizational efforts

• Promoting creativity, innovation, excellence and entrepreneurial learning

• Clarifying the most important dimensions of entrepreneurial learning, which play a significant role in supporting and achieving strategic alignment among administrative leaders

Research Hypotheses

Main Hypothesis 1: Strategic alignment is positively and significantly correlated with entrepreneurial learning within the studied organization. This hypothesis branches into the following sub-hypotheses:

• Communications is positively and significantly correlated with entrepreneurial learning

• Infrastructure is positively and significantly correlated with entrepreneurial learning

• Skills is positively and significantly correlated with entrepreneurial learning

• Governance is positively and significantly correlated with entrepreneurial learning

• Partnership is positively and significantly correlated with entrepreneurial learning

Main Hypothesis 2: Strategic alignment positively and significantly impacts entrepreneurial learning in the research field. This hypothesis branches into the following sub-hypotheses:

• Communications positively and significantly affects entrepreneurial learning

• Infrastructure positively and significantly affects entrepreneurial learning

• Skills positively and significantly affect entrepreneurial learning

• Governance positively and significantly affects entrepreneurial learning

Partnership positively and significantly affects entrepreneurial learning.

Research Methodology

The research adopted the descriptive-analytical method, which involves collecting, classifying, analyzing and interpreting data to provide a detailed description of the studied case. This method is suitable for examining social and behavioral phenomena, relying on a comprehensive analysis of the research problem, interpreting correlation and impact relationships between variables and determining their effects to reach specific conclusions.

Research Boundaries

• Spatial Boundaries: The survey questionnaires were distributed across several colleges at the University of Mosul.

• Temporal Boundaries: The research was conducted between 2021–2023

Figure 1: Hypothesis Scheme of Research

Source: The figure designed by the researcher

Hypothetical Research Framework

Based on the research topics and hypotheses, the hypothetical framework of the research can be illustrated (Figure 1) as follows: 

Strategic Alignment

The Concept of Strategic Alignment

The concept of strategic alignment is formed from two terms: alignment and strategy. Alignment refers to the coordination process achieved when sub-strategies are derived from the organization’s overall strategy. Strategy, on the other hand, represents a system of integrated processes related to analyzing the internal and external environment, formulating the appropriate strategy, implementing it and evaluating it to ensure the organization gains a competitive advantage and maximizes its performance across various business activities. It is also the art and science of formulating, implementing and evaluating multi-functional decisions that enable the organization to achieve its goals [1].

Kaplan [2] describes strategic alignment as the alignment of the organization with the adopted strategy, meaning that the elements of strategic direction are properly linked with the relevant organizational levels and framework in a sequential manner, so that work becomes holistically valuable in achieving excellence.

Strategic alignment is critical for achieving sustainable competitive advantages for many commercial or industrial companies. It refers to the strategic fit and functional integration between business strategy, IT strategy, business infrastructure and IT infrastructure [3].

Higgins [4] defines strategic alignment as the organization’s understanding of its internal environment, which ensures its ability to diagnose strengths and weaknesses in its activities and resources, along with understanding the external environment. This means the organization can identify potential opportunities and threats and develop strategies that allow it to turn threats into competitive advantages [5].

Michel and Jouirou [6] see strategic alignment as a continuous process of adjustments and changes to ensure harmony between business strategy and information systems strategy. It is a way to understand the nature of business through the interconnection of processes and organizational strategy, allowing the organization to reflect on its survival and how it can achieve its vision for the future [7].

Strategic alignment encourages employee empowerment, innovation and risk-taking, as individual actions in a strategically aligned organization are unified toward achieving the organization’s strategic goals. However, when an organization is not aligned, employee empowerment can lead to chaos, as individual innovative initiatives push the organization in conflicting directions.

Based on the above, the operational definition of strategic alignment can be summarized as the balance between the organization’s internal environment (strengths and weaknesses) and the external environment (opportunities and threats). This requires strategic awareness to adapt to environmental changes, address gaps and set priorities to achieve integration and coherence in that balance, ultimately reaching the desired goal and executing the planned strategy.

The Importance of Strategic Alignment

Strategic alignment helps enhance business strategy by enabling strategists to develop their analytical skills, making them more capable of facing the future by providing the necessary data, applications and programs. Alignment maintains and strengthens the business strategy by managing information infrastructure and various processes. Senior management formulates the strategy and then managers at the executive levels implement these strategies within organizations by transforming data into information and using it to seize opportunities and mitigate threats. It is a vital source for achieving competitive advantage, as organizations often use it to create barriers to entry for new competitors, reduce costs resulting from misalignment and redesign business processes [8].

Dimensions of Strategic Alignment

Many researchers have agreed on the definition of strategic alignment dimensions [9,10,11], which serve as a benchmark for evaluating an organization's strategic alignment. Therefore, organizations must identify applicable criteria that align with their circumstances and environment [12]. Below is an explanation of these dimensions:

Communications
Effective communication is a key element in achieving strategic alignment. An organization can be considered aligned when all employees share a common goal, vision and understanding of how the strategy supports their individual roles. Employees exchange perspectives through efficient communication, which clarifies mutual needs, values, objectives and methods. The success of an organization depends on the sharing of personal resources, such as knowledge and experience, which are difficult to replicate, transfer, or teach. Hence, high levels of communication are essential for strategic alignment, giving the organization significant value.

Infrastructure
Organizational infrastructure is a fundamental factor in determining internal arrangements that support the organization’s strategic market positioning. It consists of three dimensions:

• First dimension: Structural choices related to organizational hierarchy, roles, responsibilities, relationships and reporting systems

• Second dimension: Operational processes that define workflow and information flow

• Third dimension: Skills required by members to perform key tasks that reinforce and support the organization's strategy [13]

Skills
Skills play a vital role in helping managers and employees achieve strategic alignment. Organizations cannot survive, grow, or achieve goals without the ideas, expertise and talent of experienced individuals. Managing strategic alignment requires specific skills and capabilities among employees, including an understanding of alignment processes, key components, values, communication and workplace cultures [14].

Governance
Governance refers to the structures, processes and mechanisms that allow an organization to achieve strategic alignment while reinforcing and reflecting its values [12]. Governance is a priority for senior management, as it ensures employees follow designated rules and procedures while also improving efficiency, productivity and financial performance. Governance enables organizations to evaluate employee performance and operational processes effectively. Properly implemented governance offers a competitive advantage, setting governed organizations apart from those that lack structured governance [15].

Partnership
Partnerships create collaborative relationships that bring organizations closer together, allowing them to exchange experiences, acquire technology, access industrial and production facilities and enter new markets. They also help reduce financial risks and strengthen competitive advantages [16]. A partnership involves the integration of capabilities and resources to address rapid environmental changes. Whether internal partnerships among organizational units or external partnerships between organizations, both contribute to strategic alignment. Partnerships also help develop partner capabilities, increase participant diversity in development processes and enhance teamwork to achieve shared objectives. Effective partnerships depend on information flow, transparency, credibility, role distribution and shared understanding [17].

Entrepreneurial Learning

Concept of Entrepreneurial Learning: Entrepreneurial learning is a theoretical concept researched within the fields of entrepreneurship and organizational learning. It is a recently emerging concept that still requires further investigation and study. Previous research has primarily focused on how individuals acquire knowledge, develop behaviors, identify opportunities, act upon them and manage organizations [18].

In the 1990s, research on the nature of entrepreneurial learning expanded significantly. Entrepreneurs learn the skills and competencies necessary for entrepreneurship through entrepreneurial learning. This process is influenced by the environment in which learning occurs, including both the content learned and the learning mechanisms. Entrepreneurial learning is individual, with personal variations in the ability to learn within organizations. There is a strong relationship between entrepreneurial learning, creativity, innovation, opportunity identification and exploitation [19].

Entrepreneurial learning is related to knowledge, skills and capabilities and is linked to the learning processes of current entrepreneurs. It may also be associated with individuals whose primary responsibility is achieving entrepreneurial success, focusing on developing entrepreneurial abilities in life and work [20].

In 2010, the International Labour Organization (ILO) and UNESCO provided an operational definition of entrepreneurial learning, describing it as encompassing multiple roles involving students, educational institutions and society. They defined entrepreneurial learning as a systematic educational approach that informs, trains and educates individuals interested in contributing to economic and social development through projects that aim to raise entrepreneurial awareness, establish business ventures, or develop small enterprises.

Entrepreneurial learning is a process that focuses on acquiring, storing and utilizing entrepreneurial knowledge over an extended period [21]. According to, entrepreneurial learning is a dynamic framework for professional learning processes, distinct knowledge transformation and unprecedented outcomes [22].

The researcher views entrepreneurial learning as a continuous, intangible process that is difficult to measure since it occurs within organizational memory automatically. Knowledge is acquired and activated in business management and organization, enabling organizations to capitalize on available opportunities, increase value, reduce risks and address current and future challenges-ultimately impacting organizational performance and leading to entrepreneurial excellence.

Importance of Entrepreneurial Learning

Interest in entrepreneurial learning has grown significantly, as it is considered a strategic necessity for organizational survival and continuity. Entrepreneurial learning plays a critical role in enabling organizations to navigate environmental uncertainty, adapt to change and create sustainable competitive advantages. It allows organizations to function as learning units with the ability to develop a shared vision and integrate insights from various branches of learning and knowledge [23,24].

Entrepreneurial learning enhances the personal effectiveness of entrepreneurs, improves their entrepreneurial practices and serves as a key mechanism for reinforcing entrepreneurial behaviors. It encourages self-employment and entrepreneurial ventures, guiding entrepreneurs toward optimal learning methods that support goal achievement. Entrepreneurial learning develops new entrepreneurial skills, strengthens capabilities and contributes to the growth and advancement of entrepreneurs [25].

Dimensions of Entrepreneurial Learning

Recent literature on entrepreneurial learning suggests that each organization has its own strategies, vision and culture, while also identifying core dimensions common to entrepreneurial learning. Researchers [26], proposed a model with three main components of learning practices:

• Strategic Dimension: Establishing a learning strategy

• Organizational Dimension: Supporting the learning process

• Cultural Dimension: Encouraging learning Culture

Each component contains three key elements, forming a comprehensive framework for each dimension in the model. Ayoub [27] applied this model to measure entrepreneurial learning and it has been widely adopted due to its scientific depth, practical relevance and simplicity in expression, as observed in studies such as [22,27,28,29-32].

Based on this, it is suggested that higher education institutions aiming to graduate entrepreneurial-minded students should integrate entrepreneurial learning into their curricula [33]. Emphasize that entrepreneurship in higher education fosters critical thinking, entrepreneurial culture and innovation.

This study incorporates a fourth dimension creativity and innovation, which plays a vital role in achieving entrepreneurial learning. Below is an explanation of these dimensions:

Strategic Dimension

Developing a strategy for entrepreneurial learning involves three key elements:

• Shared Vision: Members of the organization view its future and objectives through a unified vision, fostering collaboration. A joint action plan supplies employees with the motivation and learning energy needed to align with the organization’s goals

• Environmental Change and Adaptation: Organizations must develop appropriate scenarios to mitigate external impacts and adapt to environmental changes, enhancing their learning capabilities

• Learning Strategy Formulation: Organizations should establish defined plans that support training and learning, making them a core activity within the organization

Organizational Dimension

Factors that support learning within the organization include three main elements:

• Encouraging Teamwork: Fostering dialogue among team members, sharing ideas and knowledge and developing innovative collective solutions for challenges. This process enables team learning and experience acquisition, both internally and externally

• Flexible Organizational Structure: Organizations should adopt matrix or team-based structures, granting employees freedom for experimentation, innovation and smooth information exchange

• Knowledge Creation and Sharing: Organizations must acquire, transfer and disseminate knowledge, encouraging learning from past mistakes and adopting best practices from successful organizations

Cultural Dimension

The cultural dimension of entrepreneurial learning includes the following elements:

• Learning from Failure: Organizations should create a supportive environment where failure is viewed as a learning Opportunity rather than a weakness

• Supporting a Learning Environment: Establishing new information and knowledge, refining and storing it and using it to address organizational challenges and opportunities

• Quality of Learning: Emphasizing high-quality training and continuous learning. Total Quality Management (TQM) requires every employee to engage in continuous learning to ensure efficiency and effectiveness in their performance

Creativity and Innovation Dimension (Renewal)

Organizations should encourage individuals to explore new methods and ideas, improve work processes, diversify products and services and reward creativity. This includes recruiting talented professionals, motivating employees to participate in scientific discussions and promoting creativity and innovation to benefit society [34].

Applied (Field) Research Framework

Research Population and Sample: The research population consists of administrative leaders at the University of Mosul. The sample was randomly selected, with 160 survey questionnaires distributed among targeted participants. Of these, 152 questionnaires were valid for analysis, representing 95% of the total distributed surveys. However, 8 questionnaires contained incomplete responses and did not meet the required criteria so they were excluded.

Table 1: Research Dimensions, Variables, Symbols and Types

Source: Table prepared by the researcher

Table 2: Importance Levels According to Research Instrument

Table 3: Reliability and Validity Results of the Research Instrument

Source: Table prepared by the researcher based on SPSS-26 output

Research Instrument

The research instrument used was a questionnaire, designed based on the theoretical framework and previous studies related to the research topic. The questionnaire consists of three main sections (Table 1):

• Personal information of the research sample (educational qualification, gender, age, years of service in the current position, total years of service)

• Strategic alignment section, covering its dimensions and specific statements

Entrepreneurial learning section, addressing its dimensions and specific statements.

The Likert five-point scale (Strongly Agree, Agree, Somewhat Agree, Disagree and Strongly Disagree) was used to design the questionnaire. In alignment with statistical analysis, the following weights were assigned:

• 5 for "Strongly Agree"

• 4 for "Agree"

• 3 for "Somewhat Agree"

• 2 for "Disagree"

• 1 for "Strongly Disagree"

To determine the significance of dimensions and statements according to the respondents, responses were classified based on the mean score, divided into five levels using the formula:

Range = Highest value-Lowest value = 5-1 = 4
Category length = Range/Number of categories = 4 / 5 = 0.8

In light of this, the level of importance of the dimensions and paragraphs of the respondents will be interpreted according to the Table 2.

Reliability and Validity of the Research Instrument

Reliability refers to the consistency of a measurement tool-ensuring the questionnaire produces similar results when applied multiple times under identical conditions. In other words, reliability indicates stability in responses, minimizing variations if redistributed to the same target group over different periods.

The researcher used Cronbach's Alpha coefficient to measure questionnaire reliability. Meanwhile, validity (from a statistical perspective) is the square root of the reliability coefficient.

The Table 3 shows that all reliability and validity coefficients exceed 0.80, demonstrating high reliability and validity. According to George and Mallery [35], this confirms that the research instrument is credible, meaning that responses can be trusted and the results derived from the study are reliable.

Statistical Methods Used in the Research

The following statistical methods were employed:

• Cronbach’s Alpha (α-Cronbach) for reliability analysis

• Weighted Mean

• Standard Deviation

• Factor Analysis

• Correlation Analysis

• Regression Analysis

To ensure accurate results, the SPSS software (version 26) was used for statistical processing.

Description of Respondents in the Research Sample

Table 4 shows that the majority of respondents hold a PhD degree (133) individuals, (87.5%) of the total sample, while 19 individuals (12.5%) hold a Master’s degree.

The sample consisted of 122 males (80.3%) and 30 females (19.7%).

Regarding age distribution:

• The majority were between 40-50 years old (72) individuals, (47.4%)

• Followed by (50) years and above (58 individuals, 38.1%)

• Then (30-40) year’s old (22) individuals, (14.5%)

For years of service in the current administrative position:

• Less than (5) years: (109) individuals (71.7%)

• Between (5-10) years: (8) individuals (5.3%)

• More than (10) years: (35) individuals (23%)

Regarding total years of service:

• More than (20) years: (74) individuals (48.7%)

• Between (10-20) years: (70) individuals (46%)

• Less than (10) years: (8) individuals (5.3%)

Description of the Dimensions and Variables of the Research

Strategic Alignment Axis: It is clear from Table 5 that the general arithmetic mean of the respondents' answers in the research sample on the dimensions of the strategic alignment axis amounted to (3.86) with a standard deviation of (0.661) and this axis achieved relative importance for the respondents amounted to (77.2%) and that the highest arithmetic average was achieved for the dimensions of communications (X1) and governance (X4) by (4.04) with standard deviations (0.658) and (0.683). respectively and relative importance (80.8%), while the lowest arithmetic mean achieved for the partnership dimension (3.71) with a standard deviation (0.803) and relative importance (74.2%). These results indicate that the strategic alignment axis with its five dimensions occupies a high importance among the respondents in the research sample. 

With regard to the paragraphs of each dimension of the strategic alignment axis, the results were as follows:

After Communications

The general arithmetic mean of the answers was (4.04) with a standard deviation of (0.658) and this dimension achieved a high relative importance for the respondents amounting to (80.8%) and that the highest arithmetic average was achieved for the first paragraph (X11), which states: "The organization's leadership encourages human resources working to explore new ways and hold workshops and seminars that support the exchange of ideas among them and in ways consistent with their practical and functional specializations" by (4.25) With a standard deviation of (0.779) and a very high relative importance of (85.0%), while the lowest arithmetic mean achieved for the third paragraph (X13), which states " The organization's leadership adopts a policy of change in the culture of individuals to facilitate the learning process in order to communicate with the external environment and access to the educational services provided by competitors" by (3.89) with a standard deviation (0.894) and high relative importance (77.8%).

Infrastructure Dimension

The general arithmetic mean of the answers was (3.72) with a standard deviation (0.858) and this dimension has achieved a high relative importance among the respondents amounting to (74.4%) and that the highest arithmetic average was achieved for the first paragraph (X21), which states that "the leadership of the organization works to provide infrastructure consistent with the actual reality of the competitive market" by (3.75) with a standard deviation (0.899) and a very high relative importance of (75%), while the lowest arithmetic average achieved for the third paragraph (X23), which states that "the leadership of the organization is interested in replacing all non-working consumable work requirements with the identification of all necessary requirements" by (3.69) with a standard deviation (1.016) and high relative importance (73.8%).

Table 4: Characteristics of Respondents in the Research Sample

Source: Table prepared by the researcher using SPSS-26 outputs

Table 5: Evaluation of the Degree of approval of the Respondents in the Research Sample on the Dimensions and Paragraphs of the Strategic Alignment

Source: Table prepared by the researcher based on the outputs of the program SPSS-26

After Skills

Thegeneral arithmetic mean of the answers was (3.80) with a standard deviation (0.826) and this dimension has achieved a high relative importance among the respondents amounting to (76.0%) and that the highest arithmetic average was achieved for the fourth paragraph (X34), which states that "the leadership of the organization provides training courses to exchange experiences and to develop the capabilities and skills of its employees so that they can do their work well" by (3.93) with a standard deviation of (0.895) and high relative importance of (78.6%), while the lowest arithmetic mean achieved for the first paragraph (X31), which states "The organization's leadership is working to recruit talented and highly skilled individuals in their field of specialization" by (3.65) with a standard deviation (1.068) and high relative importance (73.0%).

After Governance

The general arithmetic mean of the answers was (4.04) with a standard deviation of (0.683) and this dimension achieved a high relative importance among the respondents amounting to (80.8%) and that the highest arithmetic average was achieved for the first paragraph (X41), which states that "the organization's leadership focuses on compliance with the laws and administrative regulations that govern the work environment in order to achieve quality in the performance of work" by (4.19) with a standard deviation (0.757) and a high relative importance of (83.8%), while the lowest arithmetic mean achieved for the third paragraph (X43), which states "The leadership of the organization plans to rely on the principle of transparency and accountability in the application of laws and regulations" by (3.92) with a standard deviation of (0.916) and high relative importance (78.4%).

After the Partnership

The general arithmetic mean of the answers was (3.71) with a standard deviation of (0.803) and this dimension achieved a high relative importance among the respondents amounting to (74.2%) and that the highest arithmetic average was achieved for the third paragraph (X₅₃), which states "The organization's leadership is interested in sharing knowledge that enhances the organizational work environment by achieving harmony between the boss and the subordinate" by (3.88) With a standard deviation of (0.889) and a high relative importance of (77.6%), while the lowest arithmetic mean achieved for the fourth paragraph (X₅₄), which states that "the leadership of the organization has a system of delegations that it follows in a balanced manner and commensurate with the competencies in it" by (3.40) with a standard deviation of (1.176) and relative importance High (68.0%). 

Entrepreneurial Learning

It is clear from Table 6 that the general arithmetic mean of the respondents' answers in the research sample on the dimensions of the strategic alignment axis (3.81) with a standard deviation of (0.655) and this axis has achieved relative importance for the respondents amounting to (76.2%) and that the highest arithmetic average was achieved for the dimensions of culture (Y3) and creativity and innovation (Y4) by (3.86) with standard deviations (0.678).) and (0.744) respectively and relative importance (77.2%), while the lowest arithmetic mean achieved for the strategy dimension (3.72) with a standard deviation (0.728) and relative importance (74.4%). These results indicate that the axis of entrepreneurial learning in its four dimensions occupies a high importance among the respondents in the research sample. With regard to the paragraphs of each dimension of the entrepreneurial learning axis, the results were as follows:

Table 6: Evaluation of the Degree of Approval of the Respondents in the Research Sample on the Dimensions and Paragraphs of Entrepreneurial Learning

Source: Table prepared by the esearcher based on the outputs of the program SPSS-26

After the Strategy

The general arithmetic mean of the answers was (3.72) with a standard deviation of (0.728) and this dimension achieved a high relative importance for the respondents amounting to (74.4%) and that the highest arithmetic average was achieved for the fifth paragraph (Y15), which states: "The organization's leadership encourages external training and educational programs to train and educate employees in order to achieve the future goals of the field researched and achieve excellence" by (3.87) with a standard deviation of (0.902) and high relative importance of (77.4%), while the lowest arithmetic mean achieved for the third paragraph (Y13) which states "The organization's leadership conducts a SWOT analysis of the external environment in order to study the strengths, weaknesses, opportunities and threats" by (3.43) with a standard deviation (1.051) and high relative importance (68.6%).

After the Organization

The general arithmetic mean of the answers was (3.82) with a standard deviation of (0.688) and this dimension achieved a high relative importance for the respondents amounting to (76.4%) and that the highest arithmetic average was achieved for the first paragraph (Y21), which states that "the leadership of the organization to make influential decisions in a way that is able to conduct work according to the nature of the situation faced by the organization" by (3.94) with a standard deviation of (0.761) and a high relative importance of (78.8%), while the lowest arithmetic mean achieved for the third paragraph (Y23), which states that "modern communication technology networks are available in the field of researched work" by (3.56) with a standard deviation of (0.966) and high relative importance (71.2%).

Culture Dimension

The general arithmetic mean of the answers was (3.86) with a standard deviation of (0.678) and this dimension achieved a high relative importance among the respondents amounting to (77.2%) and that the highest arithmetic average was achieved for the sixth paragraph (Y36), which states: "The organization's leadership works to gain working employees with additional skill and knowledge that leads to achieving comprehensive quality of service." "by (3.91) with a standard deviation of (0.843) and high relative importance of (78.2%), while the lowest arithmetic mean achieved for the fifth paragraph (Y35), which states that "the leadership of the organization is keen that working employees receive training and educational programs related to the activities of the field researched" by (3.78) with a standard deviation of (0.896) and high relative importance (75.6%).

After Creativity and Innovation

The general arithmetic mean of the answers was (3.86) with a standard deviation of (0.744) and this dimension achieved a high relative importance for the respondents amounting to (77.2%) and that the highest arithmetic average was achieved for the fourth paragraph (Y44), which states: "The organization's leadership encourages its staff to participate in collective scientific meetings in their field of competence with the aim of reviving creativity and innovation." by (4.01) with a standard deviation of (0.781) and a high relative importance of (80.2%), while the lowest arithmetic mean achieved for the second paragraph (Y42), which states that "the leadership of the organization has the ability to attract professors with distinguished scientific intellectual abilities" by (3.69) with a standard deviation (1.003) and high relative importance (73.8%). 

Factor Analysis Results

Table 7 presents the results of the Kaiser-Meir-Ulken (KMO) test, which includes the sample size adequacy test for factor analysis and the Bartlett sphericity test, which is an indicator of the relationship between variables. The KMO test value is approximately (0.938), which is greater than (0.5), which indicates the adequacy of the sample size of (152). Watching the factor analysis, the value of the Bartlett test was approximately (2077.129) with a significant level of (0.000), which is less than (0.05) and this indicates the strength and significance of the relationship between the research variables.

Table 7: Kaiser-Meer-Alken and Bartlett Sample Size Adequacy Test Results

Source: Factor Analysis Results, Program Outputs SPSS-26

Table 8: Variance Ratios Explained by Factors

Source: Factor Analysis Results, Program Outputs SPSS-26

Based on the results of Table 8, the paragraphs of measuring the strategic alignment axis have been concentrated in three compounds or components (factors) using the method of basic components with orthogonal rotation according to the distinctive values (latent), as the criterion for extracting factors is that the distinctive value of the factor is not less than one, the results indicated the three main factors explained (65.665%) of the total variance, the distinctive value of the first factor was (10.487) The percentage of variance of this factor of total variance is (52.436%) and for the second factor, the distinctive value was (1.503) with a variance rate of (7.513%), while the distinctive value for the third factor year was (1.143) with a variance rate of (5.716%). For the rest of the factors (from factor IV to factor twenty), their characteristic certainty was less than the correct one and their contribution to the total variance was weak and therefore excluded from the analysis.

The axes were rotated in a Varimax method to extract the factors that are easy to interpret and Table 9 shows the saturation of the factors with the variables (paragraphs) of the strategic alignment.

In order to obtain the most explanatory factors for strategic alignment, any variable that obtains a load coefficient on any of the extracted factors less than (0.5) was excluded, as this process produced the following results:

Infrastructure and Skills

This factor is the most important factor extracted, as it alone explains (52.436%) of the total variation and this factor is the most important in influencing the strategic alignment and as in Table 9, this factor has attracted (8) variables, which are paragraphs after infrastructure (X₂₄, X₂₃, X₂₂, X₂₁) and the first three paragraphs after foals (X₃₃, X₃₂, X₃₁) in addition to the fourth paragraph after the partnership (X₅₄). These variables indicate that the leadership of the University of Mosul provides the infrastructure with all amenities, while replacing unfit supplies for work, providing modern technology, machinery, equipment and advanced computer systems with the appointment of talented and highly skilled individuals in their field of specialization, ensuring that the functional specialization is compatible and consistent with the work entrusted to the employee and expanding the opportunities available to it in diversifying its scientific, technical and technological specializations through the possession of its employees skills that greatly surpass organizations. Competition, as well as the system of delegations that it follows in a balanced manner and commensurate with the competencies in it.

It is clear from the results of Table 10 that the equation of the first factor is:

F₁=0.677X₂₁+0.829X₂₂+0.842X₂₃+0.777X₂₄+0.705X₃₁+0.556X₃₂+0.555X₃₃+0.631X₅₄

Governance and Partnership

This factor occupies the second importance in influencing strategic alignment and alone explains (7.513%) of the total variance and as in Table 11, this factor has attracted (8) variables, namely the fourth paragraph after skills (x₃₄), paragraphs after governance (x₄₄, x₄₃, x₄₂, x₄₁), in addition to the first three paragraphs after the partnership (x₅₃, x₅₂, x₅₁). These variables indicate that the leadership of the University of Mosul provides training courses to exchange experiences and develop the capabilities and skills of workers, its focus on compliance with the laws and administrative regulations that govern the work environment, giving a clear picture of the extent of compliance with regulations, rules and work procedures, planning to adopt the principle of transparency and accountability in the application of regulations and laws, benefiting from the efforts of employees to treat them equally and fairly, adopting the principle of partnership as a work approach to develop the work environment and speed up making adjustments to the method of service delivery, responding Rapid changes in the labor market through its acceptance of new ideas that it is constantly supporting, as well as its interest in sharing knowledge that enhances the organizational work environment.

It is clear from the results of Table 11 that the equation of the second factor is:

Communications

This factor occupies the third importance in influencing the strategic alignment and alone explains (5.716%) of the total variance and as in Table 12, this factor has attracted (4) variables, which are paragraphs after communications (X₁₄, X₁₃, X₁₂, X₁₁). These variables refer to Encouraging the leadership of the University of Mosul for human resources to explore new ways and holding workshops and seminars that support the exchange of ideas, providing an organizational climate that contributes to the speed of learning when building its organizational energies by attracting human resources with diverse knowledge energies, adopting a policy of change in the culture of individuals to facilitate the learning process in order to communicate with the external environment and access to the educational services provided by competitors, as well as providing the opportunity for its educational and administrative cadres to evaluate their opinions about the work entrusted to them.

It is clear from the results of Table 12 that the equation of the third factor is:

Testing Research Hypotheses

Testing the First Hypothesis: To test the first main research hypothesis, which shows that strategic alignment is associated with a statistically significant positive relationship with entrepreneurial learning, a correlation analysis is used between the strategic alignment factors produced by factor analysis combined with entrepreneurial learning at the macro level.

Table 9: Saturation of Factors after Axis Rotation

Extraction Method: Analysis of the main components, Rotation Method: Varimax and Kaiser Normalization

Source: Factor Analysis Results, Program Outputs SPSS-26

Table 10: Factor I Variables (Infrastructure and Skills)

Source: Factor Analysis Results, Program Outputs SPSS-26

Table 11: Variables of the Second Factor (Governance and Company)

Source: Factor Analysis Results, Program Outputs SPSS-26

Table 12: Third Factor Variables (Communications)

Source: Factor Analysis Results, Program Outputs SPSS-26

Table 13: Correlation Coefficient between Strategic Alignment and Entrepreneurial Learning

*The correlation is statistically significant at a significant level (0.05)

Source: Program Outputs SPSS-26

Table 14: Partial Correlation Coefficients between Strategic Alignment Factors (F) and Entrepreneurial Learning (Y)

*The correlation is statistically significant at a significant level (0.05), Source: Program Outputs SPSS-26

From Table 13, it is clear that there is a statistically significant positive correlation between strategic alignment and entrepreneurial learning, with a correlation coefficient of (0.853) and a probability value of (0.000). Which is below the level of morality (0.05). Based on this result, the respondents in the research sample believe that there are high levels of moral correlation between strategic alignment and entrepreneurial learning, the more the University of Mosul focuses on strategic alignment, the more this leads to the advancement of entrepreneurial learning towards the educational services it provides to all beneficiaries. The first main research hypothesis is thus accepted.

To test the sub-hypotheses of this hypothesis, which show that there is a positive significant relationship between each factor of strategic alignment produced by factor analysis and entrepreneurial learning at the macro level, a partial correlation coefficient is used, which measures the relationship between each factor of strategic alignment and entrepreneurial learning and the stability of the rest of the factors at certain levels. According to the results of the partial correlation analysis presented in Table 14, the following is observed:

• There is a statistically significant positive partial correlation between infrastructure and skills factors and entrepreneurial learning with the stability of the rest of the factors and with a correlation coefficient of (0.723) and a p-value of (0.000), which is less than the level of morale (0.05). Based on this result, there is a positive correlation as the higher the levels of focus of the University of Mosul on infrastructure and skills factors, the more this contributes to raising its levels of entrepreneurial learning

• There is a statistically significant positive partial correlation between the factors of governance and partnership and entrepreneurial learning with the stability of the rest of the factors and with a correlation coefficient of (0.732) and a probability value of (0.000), which is less than the level of morale (0.05). Based on this result, there is a positive correlation, as the higher the levels of focus of the University of Mosul on governance and partnership factors, the more this contributes to raising its levels of entrepreneurial learning

• There is a statistically significant positive partial correlation between the communication factor and entrepreneurial learning with the stability of the rest of the factors and with a correlation coefficient of (0.546) and a p-value of (0.000), which is less than the level of morale (0.05). Based on this result, there is a positive correlation, as the more the University of Mosul focuses on the communications factor, the more this contributes to raising its levels of entrepreneurial learning

Table 15: Regression Analysis Results of the Impact of Strategic Alignment (F) on Entrepreneurial Learning (Y)

*The effect is statistically significant at a significant level (0.05)

Source: Program Outputs SPSS-26

Table 16: Results of Multiple Regression Analysis to test the Effect of Strategic Alignment Factors (F) on Entrepreneurial Learning (Y)

Regression coefficient b	Standard error	Test (t)	p-value	Strategic alignment factors (Independent variables)
3.814	0.028	*135.328	0.000	Equation constant a
0.357	0.028	*12.628	0.000	The first factor
0.367	0.028	*12.989	0.000	Second factor
0.223	0.028	*7.879	0.000	The third factor
73%				Coefficient of determination R2
*130.086				Test (F)
0.000				p-value

*The effect is statistically significant at a significant level (0.05), Source: Program Outputs SPSS-26

From the above, the sub-hypotheses of the first main research hypothesis have been fulfilled.

Testing the Second Hypothesis

To test the second main research hypothesis, which shows that strategic alignment positively and morally affects entrepreneurial learning, regression analysis is used between the strategic alignment factors produced by the factor analysis combined with entrepreneurial learning and at the macro level. Table 15 shows that the positive impact of strategic alignment factors on entrepreneurial learning is significant, depending on the value of the (F) test of (389.902) and the value of (0.000). Which is less than the level of significance (0.05) and this effect can be explained based on the following regression equation:

Y = 0.558 + 0.843 F

The value of the equation constant shows that the average entrepreneurial learning will be α = (55.8%) when the strategic alignment with its three factors is equal to zero. According to the opinions of the respondents in the research sample, this means that the level of entrepreneurial learning at the University of Mosul will be low (the answer is less than 3 by less than 60% on the Likert five-point scale) without strategic alignment.

The value of the slope of the equation or the regression coefficient shows that when the levels of strategic alignment in the University of Mosul are increased by one unit, its focus on the level of entrepreneurial learning will increase by β = (0.843), in other words, according to the opinions of the respondents in the research sample, the increase in impressions on the importance of strategic alignment with its three factors combined by one degree on the Likert scale, the impressions on the dimension of entrepreneurial learning will increase by (84.3%) and this change has a significant impact on the entrepreneurial learning response to strategic alignment.

The value of the coefficient of determination indicates that R² = (73%) of the changes that occur in entrepreneurial learning are due to strategic alignment and the remaining percentage (27%) indicates the contribution of factors other than strategic alignment in bringing about changes in entrepreneurial learning. 

From the above, the second main research hypothesis is accepted. 

As for testing the sub-hypotheses of this hypothesis, which show that there is a positive significant effect for each of the strategic alignment factors produced by factor analysis in entrepreneurial learning at the macro level, multiple linear regression analysis is used, through the results of Table (16) it is shown that the multiple linear regression equation that shows the impact of strategic alignment factors on entrepreneurial learning is:

Y = 3.814 + 0.357 F₁ + 0.367 F₂ + 0.223 F₃

The value of the (t) test for infrastructure and skills factors was (12.628) and a probability value of (0.000), which is less than the level of morale (0.05), which indicates that there is a positive moral impact of these two factors in the entrepreneurial learning dimension with the stability of the rest of the strategic alignment factors. Depending on the regression coefficient of (0.357) and according to the opinions of the respondents in the research sample, the increase in impressions on the importance of infrastructure and skills factors by one degree on the Likert scale, the impressions on the entrepreneurial learning dimension will increase by (35.7%) and this change has a significant impact on the response of the entrepreneurial learning dimension to the infrastructure and skills factors, so the increasing focus of the University of Mosul on these two factors will affect its increased focus on the level of Entrepreneurial Learning.

The value of the (t) test for governance and partnership factors was (12.989) and a probability value (0.000), which is less than the level of morale (0.05), which indicates that there is a positive moral impact of these two factors in the entrepreneurial learning dimension with the stability of the rest of the strategic alignment factors. Depending on the regression coefficient of (0.367) and according to the opinions of the respondents in the research sample, the increase in impressions on the importance of governance and partnership factors by one degree on the Likert scale, the impressions on the entrepreneurial learning dimension will increase by (36.7%) and this change has a significant impact on the response of the entrepreneurial learning dimension to the governance and partnership factors, so increasing the University of Mosul's focus on these two factors will affect its increased focus on the level of entrepreneurial learning.

The value of the (t) test for the communication factor was (7.879) and the probability value was (0.000), which is less than the level of morale (0.05), which indicates that there is a positive moral effect of this factor in the dimension of entrepreneurial learning with the stability of the rest of the strategic alignment factors. Depending on the regression coefficient of (0.223) and according to the opinions of the respondents in the research sample, the increase in impressions on the importance of the communications factor by one degree on the Likert scale, the impressions on the entrepreneurial learning dimension will increase by (22.3%) and this change has a significant impact on the response of the entrepreneurial learning dimension to the communications factor, so increasing the University of Mosul's focus on this factor will affect its increased focus on the level of entrepreneurial learning.

From the above, the sub-hypotheses of the second main research hypothesis have been fulfilled.

The perceptions and impressions of the respondents in a sample of administrative leaders at the University of Mosul regarding the dimensions of the strategic alignment and entrepreneurial learning axes were all positive and at a high level.

The results of the factor analysis showed that the measurement of the strategic alignment axis was concentrated in three main factors and these factors explained approximately (66%) of the total variation, the first main factor integrates the infrastructure and skills factors, the second main factor integrates the governance and partnership factors and the third main factor is the communication factor.

The infrastructure and skills factor is one of the most important factors affecting strategic alignment, as it alone explains (52%) of the total variation, this factor has attracted (8) variables, as these variables indicate that the leadership of the University of Mosul provides infrastructure with all amenities, while replacing unfit supplies, providing modern technology, machinery, equipment and advanced computer systems with the appointment of talented individuals with high skills in their field of specialization and keenness to The functional specialization should be compatible and consistent with the work entrusted to the employee and the expansion of the opportunities available to it in diversifying its scientific, technical and technological specializations through the possession of its employees skills that greatly surpass its competitor organizations, as well as the delegation system that it follows in a balanced manner and commensurate with the specializations in it.

The governance factor and the partnership is the second most important factor affecting strategic alignment and alone explains approximately (8%) of the total variation and this factor attracted (8) variables that indicate that the leadership of the University of Mosul provides training courses to exchange experiences and develop the capabilities and skills of employees, its focus on compliance with laws and administrative regulations that govern the work environment, giving a clear picture of the extent of compliance with regulations, rules and work procedures, Planning to adopt the principle of transparency and accountability in the application of regulations and laws, benefiting from the efforts of employees to treat them equally and fairly, adopting the principle of partnership as a work approach to develop the work environment and speed up making adjustments to the method of service delivery, responding quickly to changes in the labor market through its acceptance of new ideas that it works to support continuously, as well as its interest in sharing knowledge that enhances the organizational work environment.

The communication factor occupies the third importance in influencing the strategic alignment and alone explains approximately (6%) of the total variation and this factor attracted (4) variables that are reflected in the leadership of the University of Mosul encouraging human resources working to explore new ways and holding workshops and seminars that support the exchange of ideas, providing an organizational climate that contributes to the speed of learning when they build their organizational energies by attracting human resources with diverse knowledge energies, adopting The policy of change in the culture of individuals to facilitate the learning process in order to communicate with the external environment and access to the educational services provided by competitors, as well as provide the opportunity for its educational and administrative cadres to evaluate their opinions about the work entrusted to them.

There is a strong positive correlation between each of the factors of strategic alignment with entrepreneurial learning, the strongest of these correlations was for the governance and partnership factor, then for the infrastructure and skills factor and finally for the communication factor. The respondents in the research sample believe that there are high levels of moral correlation between strategic alignment and entrepreneurial learning, the more the University of Mosul focuses on strategic alignment, the more this leads to the advancement of entrepreneurial learning towards the educational services it provides to all beneficiaries.

The perceptions of the respondents in the research sample of administrative leaders at the University of Mosul showed that there is a significant impact of the infrastructure and skills factor on entrepreneurial learning, when impressions on these two factors increase by one unit, their positive impressions about entrepreneurial learning will increase by (36%) and there is a significant impact of the governance and partnership factor on Entrepreneurial learning, when the impressions on these two factors increase by one unit, their positive impressions about entrepreneurial learning will increase by (37%) and that there is a significant impact of the communication factor on entrepreneurial learning, when the impressions on this factor increase by one unit, their positive impressions about entrepreneurial learning will increase by (22%).

The perceptions of the respondents in the research sample of administrative leaders at the University of Mosul showed that there is a significant impact of strategic alignment on entrepreneurial learning, when their perceptions about the strategic alignment axis increase by one unit, their positive impressions on entrepreneurial learning will increase by (84%). Strategic alignment factors (communications, infrastructure, skills, partnership and governance) also contribute to (73%) of entrepreneurial learning.

Recommendations

• The need for the administrative leadership working at the University of Mosul to create an appropriate work atmosphere in line with the programs that raise the morale of subordinates to accept this job work, which is reflected in the keenness of subordinates to commit and accelerate the completion of the tasks entrusted to them within the rules, procedures and administrative regulations that follow the laws of the organization

• The need to find the appropriate work environment that achieves strategic alignment to ensure increasing the effectiveness of subordinates' performance and efficiency, which helps in solving problems and finding appropriate solutions to them

• It is necessary for the administrative leaders working at the University of Mosul to work to create a work environment consistent with senior management by enhancing the means of interaction between subordinates, which leads to an increase in the interest of subordinates in achieving the goals of the organization, relying on the means and methods that lead to stability and alignment between subordinates at work and intensification towards facing organizational climate changes and the destructive environment for the work of the organization

The need to preserve the components and dimensions of strategic alignment while increasing its investment through the establishment of workshops and seminars that support the exchange of ideas between subordinates and provide all the necessary requirements for this, with the availability and preservation of the infrastructure environment, which is an essential component of strategic alignment in order to achieve conformity and alignment of subordinates with the administrative leadership at the University of Mosul in order to achieve the desired goals within the comprehensive quality specifications of the University of Mosul.

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