The Impact of Organizational Entrepreneurship on Achieving Competitive Advantage Considering Knowledge Economy Dimensions: Empirical Study on The Egyptian Private Mobile Telecommunications Sector

The study aims to promote a culture of organizational entrepreneurship, which includes entrepreneurial orientation and entrepreneurial management, in the leading sector such as mobile telecommunications companies in Egypt to achieve competitive advantages considering the knowledge economy. It must be highlighted the culture of organizational entrepreneurship is not temporary or temporary, but rather a culture and methodology characterized by continuity, accumulation, and development, so it requires continuous training and creative thinking, which would contribute to creating a competitive advantage and a pioneering position to create something new and different within companies. The subject of the study. The researcher relied on the questionnaire as a main tool in collecting primary information, and it was distributed to a sample of (30) individuals from administrative workers in senior management and decision makers in the companies under study, which are Vodafone Egypt and Etisalat Egypt. The data was analyzed using the statistical program (SPSS.26) Hypothesis testing, the correlation coefficient, and regression analysis were used. The results showed that employees and decision-makers in the two companies have the ability to carry out tasks perfectly, and employees have a desire to take advantage of creative opportunities that would contribute to developing their capabilities and capabilities to work in the service of the company, and the companies under study provide material, moral, and technical support, which is one of the important things that contribute to the growth and development of the sector and enhance its leading position. The results showed a significant correlation between organizational entrepreneurship and achieving competitive advantage in light of relying on the knowledge economy, as the first alternative hypothesis of the study was accepted and the nihilistic hypothesis was rejected: it was proven that there is a statistically significant correlation between the dimensions of organizational leadership with its strategies (entrepreneurial management, entrepreneurial orientation) and achieving competitive advantage in the companies under study. The third hypothesis of the study was also accepted, and the nihilistic hypothesis was rejected: it was proven that there is a statistically significant correlation between the dimensions of the knowledge economy (training and development, technical infrastructure) and Achieving competitive advantage in the companies under study, and the researchers attribute this result to the fact that outstanding performance is achieved through the management of these companies with a complete methodology to benefit from the knowledge economy. The study also recommended that leaders and senior management must develop the technical infrastructure continuously in order to use it efficiently and effectively in influencing and enhancing organizational leadership to create competitive advantage for the companies under study, with attention to setting standards for evaluating and evaluating outstanding job performance and introducing them as part of professional development policies and career advancement in the companies under study, while granting distinguished rewards, whether material or moral, to encourage them to continue and exert more effort and improve performance rates, and career excellence, while providing A climate of freedom and Allowing administrative workers to participate in making decisions related to their work, allowing them to express their views and suggestions and take them into account, while setting up mechanisms and training and development programs and relying on modern technologies to contribute to raising performance rates.