Dynamic Information Technology Capabilities and Competitive Intelligence as Drivers of Sustainable Competitive Advantage in Private Secondary Schools: The Mediating Role of Organizational Agility

Zahra Amani Ghossour; Maryam  Sameri; Javad  Keyhan

Authors

Zahra Amani Ghossour Ph.D Student, Department of Educational Governance and Human Resources, Ur.C., Islamic Azad University, Urmia, Iran Author https://orcid.org/0009-0008-1721-4546
Maryam Sameri Associate Professor, Department of Educational Governance and Human Resources, Ur.C., Islamic Azad University, Urmia, Iran Corresponding Author https://orcid.org/0000-0002-1369-0923
Javad Keyhan Associate Professor, Department of Educational Studies and Curriculum Planning, Ur.C., Islamic Azad University, Urmia, Iran Author https://orcid.org/0000-0002-5364-3806

Keywords:

competitive intelligence; dynamic capabilities; information technology; organizational agility; private schools; sustainable competitive advantage

Abstract

This study examined whether dynamic information technology (IT) capabilities and competitive intelligence contribute to sustainable competitive advantage in private secondary schools, and whether organizational agility mediates these relationships. An applied, cross-sectional, descriptive-correlational design was used. The population comprised 263 principals of private secondary schools in West Azerbaijan Province, Iran; 170 principals were selected using Cochran's sample-size formula and random sampling. Data were collected with multi-item measures of dynamic IT capabilities, competitive intelligence, organizational agility, and sustainable competitive advantage. The measurement and structural models were evaluated using partial least squares structural equation modeling in SmartPLS. Reliability, convergent validity, discriminant validity, direct paths, coefficients of determination, and bootstrapped indirect effects were examined. Dynamic IT capabilities positively predicted organizational agility (beta = .209, t = 2.327) and sustainable competitive advantage (beta = .257, t = 4.976). Competitive intelligence positively predicted organizational agility (beta = .298, t = 4.200) and sustainable competitive advantage (beta = .356, t = 4.755), while organizational agility positively predicted sustainable competitive advantage (beta = .226, t = 4.099). The reported bootstrapped indirect effects through organizational agility were also significant for dynamic IT capabilities (beta = .265, t = 2.533, p = .001) and competitive intelligence (beta = .286, t = 3.114, p = .002). The findings suggest that technology and environmental intelligence create more durable value when schools can translate information into timely decisions, flexible processes, and responsive educational services. The study extends capability-based explanations of competitiveness to private secondary education and highlights organizational agility as an actionable managerial mechanism.