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The purpose of this paper is to measure the direct and indirect influences of locus of control on the communication patterns of Jordanian Muslim parents in the marketplace activities that directly influence their children’s consumption behaviour. The validity of locus of control components within the context of consumer socialisation and cultural perspectives has been taken into account before testing the hypotheses.

A total of 400 self-administered questionnaires were distributed to Muslim parents via their children aged from 8 to 12 years in 12 public schools that were randomly chosen from different areas of Amman metropolitan-Jordan. The principal component analysis, confirmatory factor analysis, paired sample t-test, the multiple regression analysis, and the bootstrapping test using structural equation modelling were used to validate the model’s constructs and to test the research hypotheses.

The communication patterns of Jordanian Muslim parents are more likely to be influenced by the high and low beliefs in the chance, whereas the highest degree of the indirect influences is associated with Muslims’ belief in powerful others.

It measured the mediation of socio-orientation, but neither concept-orientation nor the simultaneous interventions of the two dimensions were taken into consideration. The solicited sample has been relied on parents’ responses. Future research considering mothers-fathers, mothers–adolescents or fathers–adolescents dyadic perspectives may disclose the convergence and divergence among Muslim family members to better understanding the mediation process.

The local and global marketers may segment the Jordanian market into consensual, pluralistic and protective Muslim consumers; rely on reference groups on their promotion campaigns, as the Muslim parents in Jordan are more influenced by the powerful others; and use the concept of chance positively in their promotion campaigns.

Based on rigorous methodology, this is the first study that measures the direct and indirect influences of locus of control on the communication patterns of Jordanian Muslim parents in terms of marketing milieu and collectivist cultures.

The purpose of this paper is to develop a model to understand and facilitate more knowledge sharing (KS) among construction companies in Jordan. Sixteen cultural variables that affect KS were identified through self-administered questionnaires.

Factor analysis was used to find possible relationships between the cultural variables for grouping purposes and to eliminate the cultural variables that do not affect KS. The results of factor analysis were further refined using a brainstorming session and Analytic Hierarchy Process (AHP) was used to prioritise the factors obtained through the factor analysis.

Trust, management and communication were identified as the three most important factors, whilst communication was acknowledged as the least important factor.

This research uses factor analysis and AHP to study the influence of cultural factors on KS. It develops a hierarchy of factors that affect effective KS within the Jordanian context. The paper investigated KS in-depth and highlighted the components that constitute KS in an organisation. Based on extensive literature review, this study found the relative importance of different factors that affect KS. The emphasis on trust was found to be more critical than the presence of a computer-based system. In addition, this is the first paper of this type to look at KS in the context of the Jordanian construction industry.

The purpose of this study is to examine the factors influencing the usage of cloud-based accounting information systems (AIS) in the crisis era (i.e. the COVID-19 pandemic) by expanding the unified theory of acceptance and use of technology (UTAUT) with new related critical factors.

A quantitative research approach based on a cross-sectional online questionnaire was used for collecting empirical data from 438 potential and current users of cloud-based AIS. Structural equation modeling based on analysis of a moment structures 25.0 was applied in the data analysis.

The outcome of the structural path revealed that performance expectancy, social motivation, COVID-19 risk (COV-19 PR) and trust (TR) were significantly influencing users’ behavioral intention (BI) toward using cloud-based AIS and explained 71% of its variance. While, contrary to what is expected, the impact of effort expectancy and perceived security risk (SEC) on BI was insignificant. In addition, BI was revealed to influence the actual usage behaviors and explained 74% of its variance. The outcome factors: communication quality (CQ) and decision quality (DQ) were significantly influenced by the usage of cloud-based AIS.

The current research would be valuable for small- and medium-sized enterprises officials and policymakers to illustrate the relatively low rates of cloud-based AIS and formulate strategies to boost the acceptance and use of cloud-based AIS by Jordanian users, where cloud-based services are still deemed as an innovation.

To the best of the authors’ knowledge, the current study is the first academic paper that extends the UTAUT by integrating additional factors: TR, SEC and COV-19 PR. In addition to two outcome variables: CQ and DQ, to study the cloud-based AIS in the Jordanian setting beyond the COVID-19 pandemic. The current research contributes to the academic knowledge on information technology information system adoption by considering cloud accounting acceptance and use and integration into the work practices of users through the BIs and actual use of cloud-based AIS in Jordan.

The author reviews the serious shortage of managers and the cultural factors influencing behaviour in organisations in Arab countries. A detailed survey of management development in Jordan is presented, and the conclusions provide a checklist of priority considerations in the formulation of a future strategy.

The purpose of this paper is to explore the relationship between organizational strategy, performance management and training and development in the context of the Jordanian banking sector.

Models of strategic human resource management developed in the west are considered for their relevance in Jordan. A mixed methods approach is adopted employing interviews with senior managers and training and development managers, employee questionnaires and documentary analysis. It examines all banks in Jordan including foreign and Islamic banks.

Findings indicate that training and development is not driven by human resource strategy and that it is reactive rather than proactive. Training and development does improve skills, knowledge, attitudes and behaviors but there is little evidence that it increases commitment and satisfaction nor that it contributes to strategic aims in any significant way. The linkages between strategy and training and development are not explicit and strategies are not interpreted through performance management systems. Consequently there is a lack of integration in organizational HR systems and the measurable contribution of training and development to competitive advantage is minimal

The paper offers suggestions as to how greater integration between strategy, performance management and training and development might be achieved in the Jordanian context.

This paper is the first detailed empirical study of training and development in Jordan to include considerations of transferability of western models to an Arab culture.

Designers of mobile applications have long understood the importance of users’ preferences in making the user experience easier, convenient and therefore valuable. The cultural aspects of groups of users are among the key features of users’ design preferences, because each group’s preferences depend on various features that are culturally compatible. The process of integrating culture into the design of a system has always been an important ingredient for effective and interactive human computer interface. This study aims to investigate the design of a mobile health (mHealth) application user interface (UI) based on Arabic culture. It was argued that integrating certain cultural values of specific groups of users into the design of UI would increase their acceptance of the technology.

A total of 135 users responded to an online survey about their acceptance of a culturally designed mHealth.

The findings showed that culturally based language, colours, layout and images had a significant relationship with users’ behavioural intention to use the culturally based mHealth UI.

First, the sample and the data collected of this study were restricted to Arab users and Arab culture; therefore, the results cannot be generalized to other cultures and users. Second, the adapted unified theory of acceptance and use of technology model was used in this study instead of the new version, which may expose new perceptions. Third, the cultural aspects of UI design in this study were limited to the images, colours, language and layout.

It encourages UI designers to implement the relevant cultural aspects while developing mobile applications.

Embedding Arab cultural aspects in designing UI for mobile applications to satisfy Arab users and enhance their acceptance toward using mobile applications, which will reflect positively on their lives.

This research aims to: identify major risks that have the potential to place Jordanian hotels in crisis or disaster situations; investigate the tools/frameworks adopted by Jordanian hotels to manage crises and disasters; and investigate the cultural factors influencing the wider adoption of crisis and disaster management best practices in Jordanian hotels.

A survey of “five‐star” hotels in Jordan was undertaken. Interviewer‐administered questionnaire was conducted followed by semi‐structured interviews with three General Managers from three hotels of different cultural backgrounds: local; regional; and international.

Results revealed that Jordanian hotels are exposed to a wide range of risks. Jordanian hotels lack effective and comprehensive tools/frameworks for managing crises and disasters. Organizational culture affects the wider adoption of crisis and disaster management best practices within Jordanian hotels.

To be successful in promoting crisis and disaster management in hotels and in the tourism industry more generally, the relevant authorities in Jordan, such as the Ministry of Tourism and Antiquities and the Jordanian Hotels Association, should demonstrate to hotels in Jordan how significant crisis and disaster management is, so that they can be able to cope with crises and disasters more efficiently.

This is the first study investigating crisis and disaster management in Jordanian hotels using quantitative and qualitative approaches. This research will be of value to those interested in crisis and disaster management in the tourism industry.

The purpose of this paper is to examine the validity and reliability of marketing culture measurement scale developed by Webster (1990, 1993) in the context of Jordanian tourism restaurants industry. Further, the paper aims to assess the impact of marketing culture, and its dimensions, over Jordanian restaurants performance.

A structured and self-administered survey was employed targeting managers and employees of tourism restaurants operating in Jordan. A sample of 334 of tourism restaurants managers and employees were involved in the survey. A series of exploratory and confirmatory factor analyses were used to assess the research constructs dimensions, unidimensionality, validity, and composite reliability. Two structural path models analyses were also used to test the hypothesized relationships of the research model.

The empirical findings indicate that marketing culture dimensions are found to be seven rather than six dimensions as proposed by the original model; service quality, interpersonal relationships, management-front-line interaction, selling task, organization, internal communication, and innovativeness. A new dimension is found, named as management-front-line interaction, which exerted a positive and significant effect on restaurants performance. The structural findings indicate that the marketing culture “construct” has a positive and significant effect on restaurants performance, meanwhile only three out of seven of its dimensions exerted a positive and significant effect on restaurants performance; innovativeness, management-front-line interaction, and organization, respectively.

Theoretically, the author examined only seven components of marketing culture; meanwhile there could be other factors of marketing culture, or other organizational factors, that may affect restaurants performance. Empirically, the research has also examined the effect of marketing culture on restaurant financial performance only. Further, the research is industry limited; tourism restaurants in Jordan. Accordingly, the findings cannot be generalized to other service industries without further examination.

Tourism restaurants managers should recognize that marketing culture is not simply a number of dimensions that shape it rather; it is a complex organizational phenomenon that affects performance. Marketing culture is a multidimensional construct that consists of seven dimensions not just six as proposed by the original model. Tourism restaurants managers and executives can benefit from the research findings while designing their marketing culture strategies to achieve long-term performance objectives.

This is the first research effort devoted to reveal the marketing culture dimensions and examine their effect on tourism restaurants performance in Jordan. Executives and managers can benefit from the research findings to enhance their marketing culture strategies to achieve long-term objectives. International tourism restaurants planning to expand their operations in Jordan's tourism industry have now empirical evidence concerning the marketing culture dimensions and their effect on performance.