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The purpose of this paper is to identify the effect of organisational culture by its two dimensions (innovative organisational culture and conservative organisational culture) on innovative performance and also investigate the moderating role of the job type on innovative performance in the relationship between innovative organisational culture and conservative organisational culture.

For this study’s purposes, 321 questionnaires from employees of Jordanian private universities were analysed. Convergent validity and discriminant validity tests were performed. Data reliability was confirmed. A bootstrapping technique was used to analyse the data. The multi-group analysis was performed to investigate the moderating role of job type.

The results of this study indicate that the innovative organisational culture will improve innovative performance and that a conservative culture reduces innovation opportunities. Moreover, innovative organisational culture promotes innovative performance for all employees regardless of who holds administrative positions.

This cross-sectional study provides a snapshot at a given moment in time, a methodological limitation that affects the generalisation of its results. Moreover, this study adopted subjective measures and the results are limited to one country, Jordan.

This paper contributes to drawing the attention of senior management to the importance of innovation culture in the performance of innovation at Jordanian private universities surveyed, in particular, and other organisations in general.

The social impact of this study is to respond to the challenge of building an innovation-based culture and to limit the effects of a conservative culture that limits the response to innovation.

This study has important implications for leaders in general. It also highlights the need for organisations to develop an orientation towards innovative organisational culture instead of the classic approach based on the conservative culture of all its members (both administrative and non-administrative employees) and to invest in training that supports this trend, thus increasing their innovative performance, which contributes to raising their capabilities to excel, compete and achieve high levels of performance.

This paper assesses the continuance intention (CI) for mobile-based payment (M-payment) services following the COVID-19 pandemic by combining the self-efficacy construct with the electronic service quality model.

This exploratory, cross-sectional research employs qualitative and quantitative research methods; specifically, a questionnaire and interviews. A total of 403 Jordanian participants completed valid questionnaires. Mediation and moderation evaluations assessed the M-payment service quality (MPSQ), self-efficacy and health concerns (HC) to determine CI.

The results verify the significance of MPSQ and self-efficacy in developing CI and show the mediating influence of self-efficacy between MPSQ and CI. Moreover, HC negatively impact the self-efficacy/CI link.

This research benefits M-payment service providers seeking to secure customer loyalty via improved M-payment services. The behavioral intention investigation will provide rich information about potential customers' CI and illuminate areas for development.

This research makes an original contribution to the existing M-payment literature by investigating the impact of customers' perception of service quality on their CI to utilize M-payment services, balanced with self-efficacy and HC.

Reviewing Human Resource Management (HRM) and innovation literature, an identified gap exists in the mechanism in which the association between HRM and innovation is happen. To respond, the current study has suggested a moderated mediated mechanism to explain the link between HRM, through its new High Performance Work Systems (HPWS) and organisational innovation, as employee engagement mediates the relationship between HPWS and employee creativity. Then later one has subsequent influence on organisational innovation; moreover, the model also considers the moderating role of employee perspective-taking between HPWS and employee engagement.

A quantitative-deductive causal method, along with a cross-sectional approach was adopted, and SMEs in Jordan were the focus for the present study, through targeting employees in Research and Development centres. Data were collected through a self-administered questionnaire answered by 272 employees and Structural Equation Modelling using SMART-PLS was used for the statistical analysis.

The results confirmed that employee engagement fully mediated the relationship between HPWS and employee creativity and accounted for 69.5% of the variance; additionally, perspective-taking as a moderator of the relationship between HPWS and employee engagement was confirmed. Moreover, employee creativity significantly predicted organisational innovation to moderate levels.

The study suggested a unique mechanism for the link between HPWS and organisational innovation, contributing to the suggested gap that could have numerous variables acting as mediators or moderators which require further investigation to explore other possible mechanisms.