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This empirical research draws on the existing theory of transformational leadership, adaptive culture and organizational resilience, and investigates the effect of the elected TQM leadership style “transformational leadership” through the mediating effect of adaptive culture on organizational resilience, that is the key of survival during crises like the recent COVID-19 pandemic, which has severely impacted the business globally.

This study exploited a cross-sectional online questionnaire of a random sample of Dubai service firms, with the unit of analysis being at the firm level. In total, 379 usable responses were received. Regression analysis was conducted to test hypotheses.

The overall findings of this study supported that transformational leadership is positively associated with both adaptive culture and firm's resilience and significantly impacts them. Adaptive culture was found partially mediating the effect of transformational leadership on organizational resilience.

The research findings provide important insights to practitioners (managers and leaders) to better improve their transformational qualities, as these qualities are expected to improve the organizational adaptive cultures and capacity of resilience.

To the best of the authors' knowledge, this is one of the first studies to examine the transformational leadership effect on organizational adaptive culture and firm's resilience. This investigation expands the boundaries of leadership style theory into new arenas, attempting to partially address the identified knowledge gap in this vein.

The purpose of this paper is to study the operational process factors that affect successful strategy implementation in the Middle East.

Five operational process factors were studied (resource availability, communication, operational planning, people, control and feedback). Data were collected using a self-administrated questionnaire from employees who implement and/or are responsible for strategy implementation in 17 pharmaceutical companies. In total, 330 questionnaires were distributed, and a total of 259 were responded with a response rate of 78 per cent.

Findings revealed that four of the operational process factors, namely, resource availability, communication, operational planning in addition to control and feedback, strongly affect the success of strategy implementation. Further, resource availability was ascertained to be the most influential factor, followed by control and feedback, then by communication, while people factor showed no effect on the implementation process.

It is advised that, during the implementation phase, company management should provide staff employees with the necessary training and instructions to link employee performance with the overall reward and compensation system in the organization and to strengthen effective communication and coordination.

This is one of the few studies that cover operational process factors and successful strategy implementation and is the first study to test the model on companies in the pharmaceutical sector in the Middle East.

The paper aims to examine the effect of knowledge management processes (knowledge acquisition, knowledge sharing and knowledge utilization) and knowledge management approaches (social network, codification and personalization) on innovation in Jordanian consultancy firms.

A questionnaire that targets 266 respondents resulted in 216 usable ones with a response rate of 81.2 per cent. To test the research hypotheses, a multiple regression analysis was conducted, in addition to descriptive statistics that provide a background about the respondents.

The analysis showed that there is a significant and positive impact of knowledge management processes on innovation in Jordanian consulting firms, as well as a significant and positive effect of codification and personalization approaches on innovation, while the social network approach has a significant negative impact with innovation.

This is the first study that examines the effect of knowledge management processes (knowledge acquisition, knowledge sharing and knowledge utilization) and knowledge management approaches (social network, codification and personalization) on innovation in Jordanian consultancy firms.

This research aims to examine the factors that may hinder or enable the adoption of e-learning systems by university students.

A conceptual framework was developed through extending the unified theory of acceptance and use of technology (performance expectancy, effort expectancy, hedonic motivation, habit, social influence, price value and facilitating conditions) by incorporating two additional factors, namely, trust and self-efficacy. Data were collected from students at two universities in England using a cross-sectional questionnaire survey between January and March 2015.

The results showed that behavioral intention (BI) was significantly influenced by performance expectancy, social influence, habit, hedonic motivation, self-efficacy, effort expectancy and trust, in their order of influencing the strength and explained 70.6 per cent of the variance in behavioral intention. Contrary to expectations, facilitating conditions and price value did not have an influence on behavioral intention.

The aforementioned factors are considered critical in explaining technology adoption but, to the best of the authors’ knowledge, there has been no study in which all these factors were modeled together. Therefore, this study will contribute to the literature related to social networking adoption by integrating all these variables and the first to be tested in the UK universities.

The purpose of this paper is to examine the mediating effect of intellectual capital and innovation on the relationship between transformational and transactional leadership and organizational performance in Jordanian banks located in Irbid city.

A questionnaire that targeted 350 respondents resulted in 298 usable ones with a response rate of 85.14 percent. To test the research hypotheses, a structural equation model was conducted, in addition to descriptive statistics that provided background on the respondents.

The findings indicate that transformational and transactional leadership relate positively to organizational performance. The results also support the argument that intellectual capital and innovation played mediating roles in transformational and transactional leadership and organizational performance.

The present study provides managers with empirical proof that possessing strong intellectual capital in its three dimensions seems to help the banking sector in Jordan to reinforce their ability to generate both radical and incremental innovation. Also, applying an effective leadership style will motivate and lead to superior performance.

Although papers have shown that leadership style is an important factor influencing employees' performance and outcomes, this is one of the few studies that investigates the interrelationships between leadership styles, intellectual capital, and innovation on organization performance. Furthermore, it is the first to test the model on the banking sector in Jordan.

This study aims to assess the relationships among tacit knowledge sharing, mentoring and employees’ abilities in the areas of solving the work problems, adaptation to environments and creation of new innovative ideas.

This study applied quantitative research methods to examine the causal relationships among the key study variables. A questionnaire-based survey developed to evaluate the research model by drawing a convenience sample includes 123 employees working in the selected company headquarters in Jordan. Surveyed data were examined following the structural equation modeling procedures.

Results revealed that tacit knowledge sharing had a positive effect on employees’ abilities in the areas of adaptation to the work environments and creation of innovative ideas, while there was no an affirmative effect on employees’ abilities in the area of solving the work problems. In addition, the study showed that mentoring had a positive effect on employees’ abilities in terms of solving work problems, adaptation to work environments and creation of new innovative ideas. Furthermore, mentoring had mediated the relationship between tacit knowledge sharing and employees’ abilities.

The findings of this study lay a basis for future studies pertain to the effect of tacit knowledge sharing and mentoring on the employees’ abilities as preconditions for improving organizational performance. These findings would be supported by future research studies, the examining of larger samples of pharmaceutical companies to give deeper meanings and more understandings of the relationship, among key study variables. The authors argue that it is useful to expand the current research by conducting future studies, examining the mediating role of other social learning methods such as storytelling and community of practices on relationship between tacit knowledge sharing and employees abilities.

The current research model will assist knowledge managers and practitioners to take serious decisions pertaining employees’ involvement in the process of tacit knowledge sharing and mentoring as preconditions for superior organizational. As well as, it can be a step forward for conducting further research studies on relationships among tacit knowledge sharing, mentoring and employees abilities.

This suggested model may act as a catalyst for continuous improvements to the Jordan pharmaceutical industry in terms of producing high-quality medicines that improve health of humans and the society at large.

Although academic studies on knowledge management showed a positive relationship between tacit knowledge sharing and organizational performance, few studies examined the relationships between tacit knowledge sharing and employees’ abilities as preconditions for superior organizational performance. Furthermore, they ignored to examine the effect of the crucial mediating role of mentoring on the relationship between the two constructs. Therefore, this research tries to fill these gaps appropriately.

This study aims to examine the relationships among structured-on-the job training (ST), mentoring, job rotation and the work environment factors on tacit knowledge transfer from training.

This study used quantitative research techniques to examine the causal relationships among the key study variables. A questionnaire-based survey has developed to evaluate the research model by drawing a convenience sample includes 239 employees working in the Arab Potash Company located in Jordan. Surveyed data were examined following the structural equation modeling procedures.

The results revealed that adapting of the ST, mentoring and job rotation in industrial firms had direct effect on the employees’ abilities to learn and transfer tacit knowledge from training to the actual work, and how these learning strategies strengthen employees’ abilities in solving work problems, improving customers’ satisfaction and quality of products and services. As well as, it affirmed the strong direct effect of work environment factors such as supervisor and peer support on the employees’ abilities to learning and transferring tacit knowledge to their jobs. However, this study showed that work environment factors have no significant mediating role on the relationship among ST, mentoring, job rotation and the employees’ abilities to learn and transfer tacit knowledge to their jobs.

The study results are opening the doors for future studies to examine the relationships among the methods of training and learning in the workplace, the work environment factors and tacit knowledge transfer from training to the jobs as prerequisites for improving the employees and organization performance. These results would be validated by conducting future research, examining larger samples of industrial companies to give more accurate data and clear explanations to the relationships among the study variables. It also suggests to replace the characteristics of work environment (supervisor support and peer support) by trainees’ characteristics (self-efficacy and career commitment) to give a better understanding to the relationships among the key study variables.

With regard to improving the employees’ competency while doing their jobs, this study developed a conceptual framework that guides managers to recognize the importance of ST, mentoring and job rotation in increasing the employees’ learning together; and giving them the chance to use the new learned experiences and knowledge to improve the organization performance and its competitive advantage. This study helps managers build a positive work environment that encourages social interaction, respect and mutual interest among employees, and increases their sense of responsibility for learning and transferring skills and knowledge to the jobs.

The training methods in the workplace go beyond immediate work performance to act as a promising tool make employees’ learning more easily and faster, and help them to transfer and retain new skills and knowledge, adapt with changing environments, build stronger relationships with stakeholders and at the same time, make the organizations ensure that employees comply with their societal goals.

The authors have noticed that large portions of the studies on training and human resources development neglected the role effect of (ST, mentoring and job rotation) on the tacit knowledge transfer from training to the jobs. Hence, these gaps in researches have motivated to develop a theoretical model that helps to examine the relationship between the two constructs. This study also suggests to examine the mediating role effects of work environment factors on the relationships among (ST, mentoring and job rotation) and tacit knowledge transfer, as well as it extends to examine the mediating role of work environment factors on transferring knowledge to jobs, attributed to the demographic variables such as gender, age, work experience and education level.

The commonly used e-procurement systems still show unsatisfactory implementation outcomes because many organisations are still unable to effectively interpret the initial adoption decision. The e-procurement systems are generally developed at organisational level, but their usage is at individual level, by the employees particularly. This paper examined technology acceptance model’s (TAM) key antecedents, involving e-procurement systems usage by employees in their daily activities. This study aims to examine the impact of factors affecting e-procurement acceptance among users through the mediating role of users’ attitude. The commonly used e-procurement systems still show.

TAM was applied and expanded in this study, in exploring the factors impacting the employees’ e-procurement acceptance. This study used quantitative method, and questionnaires were distributed to 200 users in Jordanian public shareholding firms. The collected data were quantitatively analysed using PLS modelling.

Significant TAM relationships involving e-procurement were affirmed. The expanded TAM in the scrutiny of antecedents showed that content, processing and usability affected perceived usefulness, while perceived convenience did not affect the usefulness factor. Furthermore, it was noticed that perceived ease of use was affected by usability and training, while perceived connectedness was not affected by usability and training.

The results demonstrated the necessity of e-procurement training. Furthermore, at the start of the implementation stage, effective design on system navigation and system usability, and consistent support, could increase use effectiveness and acceptance. Also, expedient information and buyer–supplier product flows should be made available.

Most organizations invest a lot of time and money in installing e-procurement systems to deliver their goods at the right time and at the right price. However, many of these e-procurement systems have failed due to low acceptance among users. Thus, to the best of the authors’ knowledge, this is the first study that used TAM and theory of planned behaviour in examining the effects of perceived convenience, perceived connectedness, content, training, processing and usability factors, in Jordanian firms. Lastly, the focus of this study was on the individual employee’s acceptance, rather than on the organisational-level adoption, as the unit of analysis, to provide insight on how organisations can achieve maximally from e-procurement investments and from other comparable technologies of e-supply chain management.

This study aims to assess the impact of organizational storytelling on organizational performance by undertaking telecommunication companies located in the Middle Eastern nation of Jordan.

A quantitative design has been adopted to identify the impact of organizational storytelling on organizational performance, recruiting 460 employees at managerial levels from three telecom companies (Umniah, Zain and Orange). A step-wise regression analysis has been applied to analyze the data collected using a close-ended structured questionnaire.

A total of 284 male and 176 female employees took part in the study. The study has found a positive and significant impact of organizational learning, change management, corporate culture, training and development and leadership and indicated that these determinants positively related to organizational performance. Findings showed a positive and significant impact of organizational storytelling on organizational performance based on its components.

This study has contributed to identifying the impact of organizational storytelling on organizational performance in the telecommunication sector in Jordan.

This study is among the few to analyses the impact of organizational storytelling based on training and development, change management, corporate culture, organizational learning and development and leadership on the organizational performance of telecom companies in Jordan.