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This study analyses the impact of organisational justice as encompassed by three components, distributive justice, procedural justice and interactional justice on self assessed performance and job satisfaction of employees in an expatriate environment. The study investigates the impact of these justice measures on expatriates and United Arab Emirates (UAE) nationals.

The organisational justice measures developed by Niehoff and Moorman were used to test their impact on employee performance and job satisfaction amongst the two groups; expatriates who work in the UAE, and UAE nationals. Data were collected from employees working in the UAE. Descriptive statistics, inter correlations and regression analyses was used to examine the data.

For the UAE nationals group, distributive and interactional justice has a significant impact on both satisfaction and performance. All justice constructs had an impact on satisfaction for the expatriate group, but surprisingly none of these components of organizational justice had an impact on self‐perceived performance of expatriates. The effects of gender, age and salary levels were also explored.

Self‐perceived performance is used to measure performance which is a limitation and it would be of value to try to independently measure performance.

Given the large expatriate workforce in the UAE, the study highlights the need for companies to train and educate their managers as to the impact of the perceived lack of justice on the motivation and commitment of their employees.

This study is the first of its kind in the UAE and was conducted in a highly diverse work environment.

The purpose of this empirical study is to provide a deeper understanding of how transformational leadership relates to followers' innovative behavior in the Jordanian public sector.

Perceptual data were collected from 358 employees working in different public sector organizations located in the Northern region of Jordan.

Results demonstrate that transformational leadership accounted for 47 percent in the variation of followers' innovative behavior in the Jordanian public sector. Additionally, the findings showed that place of work variable had significant impact on the attitudes of the respondents toward the transformational leadership behavior of their managers and their innovative behavior.

Organizations should invest in transformational leadership training and in the selection of supervisors with this leadership style before initiating the implementation of innovations.

The paper is one of the first to investigate the relationship between transformational leadership and followers' innovative behavior in developing countries.

The purpose of this paper is to investigate the interrelationships among knowledge management (KM), information systems (IS) and employees’ empowerment (EE) on employees’ performance (EP).

Accordingly, a structural model is developed that delineates the interactions among these constructs and explores the mediating effect of EE on the relationship between KM, IS and EP. A questionnaire-based survey was designed to test the aforementioned model based on dataset of 287 employees’ pharmaceutical industries in Jordan. The model and posited hypotheses were tested using structural equation modeling analysis.

The results indicated that KM and IS positively and significantly affect EE, in which the latter impact EP as well. However, neither KM nor IS proved to be positively related to EP. Additionally, EE positively and significantly mediated the relationship between KM and EP, besides the relationship between IS and EP.

This is one of the few studies which investigate the interrelationships among KM, IS and EE on EP, and the first to test the model on companies in the pharmaceutical industries in Jordan.

Knowledge sharing adoption has been considered as a significant practice for organizations. However, there is a modest empirical confirmation to indicate how these organizations value the richness of their knowledge capabilities. The purpose of this paper is to investigate both transformational and transactional leadership styles that influence employees’ knowledge sharing practices, and the impact of the latter on job performance, and then on firm performance.

Data collected from 179 employees at the higher council of youth in Jordan were empirically tested using structural equation modelling.

The findings revealed that both transformational and transactional leadership styles have significant impact on job performance, and the latter on firm performance. Also, it was found that transactional leadership impacted knowledge sharing, whereas transformational leadership did not.

This research proposes a new approach to understand knowledge sharing adoption, and outlines some theoretical and managerial implications of the findings.