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The purpose of this study is to answer the following questions: How to measure customer satisfaction from the provisioning service of both: Islamic and Conventional banks? Can we trust one tool to measure such satisfaction or both banks are different identities and there is a need for separate measurement tool? What is the relationship between banks operating style (Islamic or Conventional) and bank performance?

A cross-sectional survey design was conducted to analyze a sample of customers. A total of 480 Jordanian participants were included in the study.

The results of confirmatory factor analysis show that the most important drivers of customer satisfaction are Sharia’ compliance, complaints, pricing and convenience, whereas the least important drivers are e-banking, the perception of employees, enjoyment and tangibles. Also, the result of the multi-group analysis shows that the significant impacts of all drivers on customer satisfaction differ from Islamic banks to Conventional banks except for the enjoyment. The significant effects of customer satisfaction on bank performance also differ from Islamic to Conventional banks.

The result is limited to the selected sample, and hence, future research in other countries should contribute to a better understanding of the impact of customer satisfaction relationship on bank success or performance.

This study provides a useful information for bank managers on the main driver of customer satisfaction and performance.

This study is intended to add to the existing literature in three ways: There is a lack of studies on the main drivers of customer satisfaction, especially those based on a consumer’s decision-making process in Arabic countries like Jordan. This study broadens the scope by testing the proposed model using data from a sample of consumers in Jordan. This study serves to propose and validate the drivers that influence customer satisfaction and bank performance and elucidate the manner of their influence, to help with the development of more effective business strategies.

The purpose of this paper is to investigate and test the relationship between a company’s strategic flexibility, as evidenced by new product development flexibility and market flexibility, and its operational performance (OP) in Jordanian manufacturing companies.

Using a survey questionnaire, data were collected against two strategic decisions market and new product flexibility (NPF) from 222 middle and senior managers belonging to 116 Jordanian manufacturing firms. Confirmatory factor analysis was employed to investigate the effects of these two strategic decisions on OP.

Results show a significant positive relationship between both NPF and market flexibility and OP. No significant differences between small and medium enterprises and large companies are found, indicating that the model is valid for both sizes. Also, the additional analyses suggest that the proposition that both NPF and market flexibility are important for OP was correct.

Only two strategic flexibility decisions were considered in this paper, however, researcher could investigate other strategic flexibility decisions on OP.

The strategic flexibility level, in terms of NPF and market flexibility, that is needed for coping with uncertainty equips managers to handle challenges by enhancing the company’s controlled capacity through a considerable reduction in response time. An improvement in the company’s strategic flexibility enhances its overall performance and competitiveness and this, in turn, has a positive impact on its long-term sustainability.

The paper provides insights into the strategic flexibility decision practices in a Jordanian context. It provides further evidence that both market flexibility and NPF are significant in enhancing OP.