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In light of COVID-19 and its subsequent disruptions, along with simultaneous changes and transformations taking place, job insecurity (JI) is significantly heightened among employees. This study aims to analyze how JI influences employees’ organizational citizenship behaviors (OCBs) and whether positive psychological capital (PsyCap) and grit moderate this relationship.

To test the study hypotheses, data was gathered during COVID-19 via convenience sampling. The collected data was analyzed using the Statistical Package for the Social Sciences software and Excel MegaStat.

The empirical data shows that qualitative JI has a negative relationship with OCB. PsyCap and grit moderate the relationship between both JI dimensions and OCB.

Managers can alleviate JI in the workplace by promoting PsyCap and grit among employees, both of which will sustain and promote OCB, even during difficult times.

This study bridges the gap in the literature regarding the impact of JI on employees’ OCB during the pandemic. This study also adds to the limited number of studies exploring personal resources as potential moderators between JI and organization citizenship behavior.

Research has shown that information and communication technologies (ICT) are crucial for economic growth. The purpose of this paper is to develop a framework that would depict and examine the nature of the relationship between ICT use and organizational performance in the Lebanese market, taking into consideration the impact that innovation and corporate entrepreneurship may have on this relationship.

To investigate the proposed model a survey targeting employees, and managers who adopted ICT applications in SMEs located in Lebanon was conducted.

The results indicate that ICT and innovation are strategic resources. However, their contribution to sustainable competitive advantage vitally depends on the implicitness and entrepreneurial behaviors of those involved. It is through this capability that ICT and ICT-based innovations could make a difference in organization’s performance – both present and future.

First, the respondents were selected using the convenience sampling technique. Second, the data were collected through self-report questionnaires. Finally, the use of perceptual data related to performance may have a bias effect on the study results.

At the practical level, the study results have repercussions for managers, technology suppliers, and innovation adopters and managers, as this may contribute to better understanding of the factors that could influence the adoption, management, and use of ICT resources for enhancing the competitiveness level of the firm.

The results of this study have implications for ICT adoption in Lebanese SMEs. More importantly, they suggest a framework which depicts the relationship between ICT and the organization’s innovation level on one hand, and a company’s performance on the other, taking entrepreneurship as a mediator in this relationship.

The purpose of this paper is to present an innovative agile methodology that proposes fundamental changes in managing the development of in-house information systems in small- and medium-sized enterprises (SMEs) and benchmarks it with one of two database technologies enabling these systems to be both efficient and competitive.

The objectives are achieved by presenting an elaborated design of the agile methodology that manages the system development process by addressing three basic components: roles played by system players, process needed to fulfill the system development, and artifacts to document the project. A case study is conducted as a proof of the effectiveness of the proposed methodology and measures whether the selection of the database technology affects the effectiveness of the system development process.

Results show that, compared with traditional methodologies, the proposed methodology reduced the cost of system development and testing by 30 percent and enhanced the IT – business alliance. Further, this work found that the selection of a suitable database technology is strongly related to the complexity and interrelationships between the data used.

Such research did not receive the needed attention (Hunter, 2004) even in the past decade. Successful adoption of IT by companies could be in the form of customized IS which could be expensive for SMEs to adopt due to a lack in technical expertise and financial resources. The proposed methodology has the potential to promote sustainable development through helping SMEs in reducing the time and cost of IT project development.

The purpose of this paper is to examine the role that information and communication technologies (ICT) maturity plays in the achievement of global competitiveness at the country level. The paper investigates the socio‐economic and technological factors that are most likely to be associated with ICT maturity, and then assesses their role in driving the global competitiveness wheel forward.

Secondary data were used, based on data sets generated by the World Bank, World Economic Forum, and UNESCO for the years 2003‐2007. The countries common to all reports were included, yielding a study sample of 93 cases. Cluster analysis was used to categorize countries in terms of ICT usage, readiness, and environment. Structural equation modeling was used to test the fit of a model employing these factors.

First, it was found that ICT plays an important role in driving a country's global competitiveness forward, with a stronger relationship existing in high readiness countries than in low readiness countries. Second, ICT maturity was found to mediate the relationship between ICT quality and R&D spending on one hand and global competitiveness on the other. Finally, the relationship between R&D spending and global competitiveness was found to be stronger for low readiness countries than for high readiness countries.

The paper's findings provide insights to managers and government policy makers regarding the effects of economic, social and technological factors on ICT maturity, as well as the relationship between ICT maturity and global competitiveness. Such insights can influence the standards, programs, and strategies that governments implement in order to attain and maintain global competitiveness.

The paper presents a holistic model that depicts the ICT maturity factors and their dynamic contributions to global competitiveness. Despite the considerable contributions of existing research in this domain, there is a lack of substantive research that examines the relationship at the country level between ICT maturity and its indicators on one hand and global competitiveness on the other. The paper is an attempt to fill this gap.

The purpose is to examine the role of TQM in a strategy‐TQM‐performance model. More specifically, it seeks to investigate whether TQM has a driving role in the formation of strategy or has a mediating effect in the strategy‐performance relationship.

A survey was used to collect data. The instrument was assessed for its validity and reliability. Structural equation modelling was employed.

TQM influences strategy formulation process and it is a dynamic resource that contributes to the achievement of a sustainable competitive advantage. In addition, soft TQM has a higher impact than hard TQM on competitive strategy formulation and on performance.

The model developed and tested can be enriching to the TQM, strategic management, and quality management fields. Future research is recommended to use methods other than self‐report questionnaires and to account for certain behavioral factors that can influence the relationships investigated in the study.

The findings provide insights to the need to integrate TQM with the various stages of the strategy formulation process, with an emphasis on the soft elements of TQM, including customer satisfaction, management and leadership, and employee relations.

Despite the remarkable contributions of existent research, there is a lack of substantive research that examines the relationship between the hard and soft components of TQM on one hand and the two types of competitive strategy – differentiation and cost leadership – on the other. This gap is filled by this study.