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The purpose of this study is to investigate the mediating role of knowledge sharing on the relationship between competitive intelligence and product development. A cross-sectional design was used in this study. Using a random sample of 178 general managers from the chemical manufacturing sector in Jordan, the data were collected through an online questionnaire. A structural equation modeling (SEM) was utilized to test the study hypotheses. Findings reveal that competitive intelligence and knowledge sharing have a positive effect on product development; additionally, competitive intelligence has a positive effect on knowledge sharing; and finally, knowledge sharing partially mediates the relationship between competitive intelligence and product development. These results help managers determine how to enhance product development by focusing on competitive intelligence and knowledge sharing. The unique contribution of this study lies in studying knowledge sharing as a mediator variable in the relationship between competitive intelligence and product development, since the empirical analysis of such a relationship has never been undertaken.

PurposeOrganizations with committed employees create a sustainable high-performance and stable environment over the long term. Leadership should be a key component determining organizational commitment. Therefore, the purpose of this paper is to examine the relationship between ethical leadership and its association to employee commitment.Design/methodology/approachA quantitative method was chosen for this study because the objective was to correlate variables and predict a set of outcomes. Employees from 13 commercial banks listed in Amman Stock Exchange completed a survey designed to gather their perceptions of study variables.FindingsThe results show that there is a positive and significant relationship between ethical leadership and two components of organizational commitment, namely, affective commitment and normative commitment. Additionally, the results show that there is no relationship between ethical leadership and continuous commitment.Research limitations/implicationsThe study was conducted in the banking sector of Jordan. Therefore, the results may not generalize to other sectors. Additionally, this study might have self-selection and non-response bias. This occurs when the entities in the sample are given a choice to participate. If a set of members in the sample decides not to participate, it reduces the ability to generalize the results to the entire population.Practical implicationsManagers should strive to enhance the levels of both affective and normative commitment in their organizations and that the ethical leadership of managers plays a significant role in developing employees and ethical organizational cultures.Originality/valueTo date, there has been little empirical research regarding the relationship between ethical leadership and its influence on organizational commitment, and, as such, this study has been beneficial in its contribution to the early body of knowledge of ethical leaderships which provides confirmatory evidence about a significant effect that perceived ethical leadership has on organizational.

Purpose: In the current dynamic and intensely competitive global business landscape, the retention of highly skilled and specialized talent has emerged as a critical challenge. Employee retention is a strategic differentiator for organizational success, given the substantial expenses related to recruitment, the diminishment of know-how and expertise, and the often underestimated impact on performance. This study examined how job involvement acts as a mediator between the connection of job crafting and talent retention within the context of highly skilled employees in five-star hotels based in Jordan. Design/methodology/approach: A group of 419 participants successfully filled out the study survey. A quantitative cross-sectional survey design was adopted to test the research hypotheses, and the collected data were subjected to analysis using partial least squares through WarpPLS 8.0 software. Findings: The study's results offer statistical support for the positive influence of both crafting the job and job involvement on talent retention. Additionally, it was discovered that job crafting had been an indicator of increased job involvement. Moreover, the study reveals that the connection between job crafting and talent retention is mediated by job involvement. Research limitations/implications: The study findings carry significant implications for organizations. To effectively enhance talent retention, hotels should promote job crafting practices while fostering a work culture that nurtures job involvement. By embracing such approaches, hotels can form an environment where talented staff sense motivated, involved, and committed, contributing to the hotels' long-term goals achievement and competitive advantage. Originality/value: Recognizing the gaps in existing literature makes the need for further research evident. Scholars highlighted the need for or a greater abundance of empirical evidence pertaining to managing adept human resources. Similarly, scholars emphasized the researchers' criticism of the goodness of theoretical articles on managing talent, particularly the need for empirical research. These studies underscored the necessity of delving deeper into this subject matter and contributing to filling the gaps in the literature. Thus, this study makes a significant contribution to the talent retention field.

The study assesses a model designed to investigate the mediating impact of psychological empowerment, job crafting, and proactive personality, and to examine the moderating influence of person-organization fit on the relationship between ethical leadership and employee innovative behavior. A sample of 782 full-time employees from various industries in Jordan were surveyed to gather data on ethical leadership, innovative work behaviors, psychological empowerment, job crafting, proactive personality, and person-organization fit. The study employed an empirical research design, with data collected through surveys. The results reveal a positive correlation between ethical leadership and innovative work behavior, with psychological empowerment, job crafting, and proactive personality as the mediators in this relationship. The link between ethical leadership and innovation work behaviors is also moderated by person-organization fit. The study's model suggests that ethical leadership practices enhance innovation. Prioritizing ethical principles, transparency, fairness, trust, and accountability cultivates a culture valuing ethics and encouraging innovation. The results provide insights to boost empowerment and proactive behaviors and highlight the importance of a person-organization fit that aligns values for an innovation-friendly workplace. Fit considerations should also be incorporated in recruitment and retention processes. The study makes significant theoretical contributions by synthesizing insights from ethical leadership theory and developing a comprehensive framework to understand how ethical leadership influences innovative work behavior. The research also extends prior work by examining the moderating role of person-organization fit by emphasizing the importance of aligning individual and organizational values in fostering innovation.

In recent years, procurement managers have introduced environmental considerations into supplier selection and evaluation as a response to strict environmental regulations implemented by governments. Although previous research investigated the selection of eco-friendly suppliers, little research has been conducted on the significance of the wide range of selection criteria used by industrial customers. The aim of this study was to address this gap and examine the difference in the perceived importance of the selection criteria versus the performance achieved using the selection criteria, in addition to the difference in the business performance and the total supply performance. By investigating the selection criteria of manufacturers in the market environment, this study aimed to demonstrate how their business performance was affected by the performance of suppliers in relation to such criteria. To accomplish this task, this study conducted an empirical analysis based on the questionnaire responses of 72 purchasing managers working in the electrical/electronic and heavy chemical industries. Based on previous research, the following six supplier selection factors were identified: eco-friendliness, quality, relationship, flexibility, delivery, and price/finance. By using statistical analyses, including sample t-tests and multiple regression analysis, this study identified a correlation between supplier and manufacturer performance. The findings show that some factors, such as eco-friendliness, flexibility, price, and delivery, were statistically relevant to the performance of manufacturers, which added value to the decision-making strategy employed in supplier selection.

Purpose The purpose of this study is to investigate the impact of organisational socialisation tactics, namely, context-based, content-based and social-based tactics, on affective commitment by the mediating role of perceived organisational support. Design/methodology/approach A quantitative study was conducted using a judgmental sample of 119 newcomers with one-year experience or less in Jordanian small and medium-sized enterprises. The collected data were analysed using bootstrapped procedure by the partial least squares-structural equation modelling. Findings The empirical results show that perceived organisational support plays a crucial role in mediating the relationships between socialisation tactics and affective commitment. Specifically, both social-based tactics and content-based tactics have a significant indirect effect on affective commitment through perceived organisational support. However, context-based tactics do not directly or indirectly influence affective commitment or perceived organisational support significantly. Originality/value To the best of the authors’ knowledge, this study is among the first studies in the Jordanian context that investigate the relationship between organisational socialisation and affective commitment by the mediating role of perceived organisational support, thus adding originality to the existing literature. Furthermore, this study contributes to the scholarly debate on the relationship between socialisation and outcomes.

Companies have shown interest in advanced human resource management as a means to secure distinctive competitive advantages for organizational survival and growth through sustainable management systems. Hence, in the current context, where sustainability in business is a growing concern, the objective of this study was to investigate the relationship between high-performance work systems and a company’s social performance, taking into account the organizational climate as a situational variable. Specifically, this study aimed to analyze the impact of perceptions of a high-performance work system on the perception of a company’s social responsibility (CSR) among employees of Jordanian companies with an organizational size of 300 or more. This study used 175 valid questionnaires, and SPSS and AMOS 24 were used to test the hypotheses. The results showed that there was a positive relationship between the perception of a high-performance work system and the perception of a company’s CSR. Furthermore, this study found that a positive diversity climate could enhance the positive relationship between the two. These findings suggest that high-performance work systems can contribute to the development of sustainable human resource management systems and that a positive diversity climate is essential in shaping these systems. Based on these results, it is recommended that companies implement HPWSs and encourage workforce diversity to maximize the value of CSR activities and ensure their sustainability.

The primary purpose of this study was to explore the relationship between scenario planning and strategic performance. The data was collected from 121 Multinational corporations operating in Jordan by using a questionnaire. Pearson correlation and the partial least squares (PLS) methodology for factor analysis and path modelling was used to test the study hypotheses. The study found a positive and statistically significant relationships between scenario planning and the four components of strategic performance: financial performance, customer performance, learning and growth, and internal business processes. Based on these findings, the study recommends that managers should apply scenario planning practices to enhance the levels of strategic performance in their companies. Additionally, managers should raise the awareness of their employees regarding the importance of both scenario planning and strategic performance. Moreover, managers should provide their employees with adequate training courses in relation to acquire the knowledge and build their skills in the field of scenario planning. Finally, managers should use the diagnostic instruments that developed by previous research to assess a company’s strategic performance and scenario planning practices, identify managerial practices that need to be implemented or improved, and determine the resources that might realistically be required to build a better scenario planning process and promote strategic performance. Much more research and studies need to be performed in this budding subject. Links among scenario planning and another organizational topics and outcomes need to be searched.

Objective: Organizational resilience is crucial for the success of any business. However, the existing research on the subject is limited, and a more well-defined and unified paradigm is needed. Therefore, the central goal of this research study is to inspect whether the level of slack resources significantly influences the association between diversification strategy and the organization's ability to build resilience. Methodology: The investigation analyzed a study sample of 291 employees from three different telecommunications firms in Jordan using a quantitative, descriptive, and correlational design to achieve its objectives. Structural Equation Modeling with the Amos 26 software was used to test the research hypotheses. Results: The study has revealed a positive correlation between diversification strategy and organizational resilience. In addition to this, the research has found that slack resources are positively associated with organizational resilience. It has also shed light on the significant mediating impact of slack resources in this relationship. Recommendations: These findings indicate that slack resources can amplify the potential benefits of a diversification strategy, which, in turn, enhances an organization's resilience. The study suggests companies should utilize their slack resources when diversifying into new markets or products. A diversification strategy can enable them to adeptly tackle any challenges that come their way and become more resilient in the long run.

The purpose of this study is to examine the impact of organizational justice on job satisfaction. The data was collected from (14) five stars hotels located in Amman city by using a questionnaire. The sampling unit and analysis consisted of (348) employees working at the target hotels. Multiple linear regression and Pearson's correlation coefficients were computed to examine the study hypotheses. The study found a positive and statistically significant relationships between distributive, procedural, and interactional justice, and job satisfaction. Additionally, The study found that organizational justice positively and significantly affects job satisfaction. Based on these findings, the study recommends that managers should strive to enhance the levels of organizational justice in their hotels to foster job satisfaction to promote and increase customer satisfaction and service quality, in addition, managers and supervisors should concern about the interpersonal treatment of employees in their hotels in order to promote interactional justice. Moreover, hotels should develop their human resource policies to provide just distribution of rewards and resources among employees. Finally, managers can use the diagnostic instrument that used in current study to benchmark their hotels and determine their level of organizational justice, identify the managerial practices that need to be implemented or improved, and determine the level of effort and resources that might realistically be required to build a stronger organizational justice.