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Article
Publication date: 20 September 2011

Samer Khasawneh

The primary purpose of this study is to determine the level of spirituality in the workplace for faculty members at public universities in Jordan.

Abstract

Purpose

The primary purpose of this study is to determine the level of spirituality in the workplace for faculty members at public universities in Jordan.

Design/methodology/approach

The paper uses a survey design as the basis for the research.

Findings

The results indicate that participants perceived an overall moderate‐to‐high level of workplace spirituality in their work settings. Whereas the dimensions of “self level of spirituality in the workplace”, “group level of workplace spirituality”, and “the community and spirituality in the workplace” received moderate to high agreement, the dimensions of “family and spirituality in the workplace” and “management systems that encourage personal and spiritual transformation” received moderate agreement. Moreover, based on t‐test and ANOVA analyses, significant differences were not found in faculty members' perceptions based on gender, experience, academic rank and university affiliation.

Originality/value

The paper adds to the growing field of literature on spirituality in the workplace in higher education institutions.

Details

International Journal of Educational Management, vol. 25 no. 7
Type: Research Article
ISSN: 0951-354X

Keywords

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Article
Publication date: 16 August 2011

Samer Khasawneh

The primary purpose of this study is to determine the status of human capital planning in higher education institutions in Jordan.

Abstract

Purpose

The primary purpose of this study is to determine the status of human capital planning in higher education institutions in Jordan.

Design/methodology/approach

A random sample of 120 faculty members (in administrative positions) responded to a human capital planning (HCP) survey. The survey consisted of a pool of 38 items distributed over five dimensions (i.e. planning, analyzing, organizing, directing, and monitoring).

Findings

The results of the study indicate that based on participants' perceptions, the higher education institutions under study have a strong level of HCP. Examples of HCP include identifying sources of relevant employment and workforce data, establishing competency models, training internal talent, updating and ensuring the accuracy of all job descriptions, and establishing organizational learning practices that encourage employees to engage in lifelong learning. The results also indicate that there are no significant differences in assessing the status of human capital planning based on the gender of participants and their university affiliation. However, significant differences were detected based on type of position only on the planning and monitoring dimensions in favor of department chairs.

Originality/value

A number of theoretical and practical recommendations are suggested for the field of study.

Details

International Journal of Educational Management, vol. 25 no. 6
Type: Research Article
ISSN: 0951-354X

Keywords

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Article
Publication date: 31 October 2008

Abdullah M. Abu‐Tineh, Samer A. Khasawneh and Aieman A. Al‐Omari

The purpose of this paper is to examine the degree to which Kouzes and Posner's Transformational Leadership Model is being practised by Jordanian school principals…

Abstract

Purpose

The purpose of this paper is to examine the degree to which Kouzes and Posner's Transformational Leadership Model is being practised by Jordanian school principals. Currently, there are both internally and externally increasing pressures on Jordanian schools to enact reform. The empirical literature on leadership has shown that transformational leadership is positively associated with principals' effectiveness in implementing reform agenda. Kouzes and Posner's Transformational Leadership Model provides school principals in Jordon with practical guidance on how to lead, as well as practical suggestions on how to act during reform agenda.

Design/methodology/approach

The research paper is quantitative in nature and was conducted using a survey design. Means, standard deviations, t‐test, and one‐way analysis of variance (ANOVA) were utilized to analyze gained data.

Findings

The findings indicated that Kouzes and Posner's model is being moderately practised by Jordanian school principals. Female teachers and basic schoolteachers more than male teachers and high school teachers identified their principals as transformational. Finally, there were no significant differences among the three experience level groups of teachers in their perceptions of each dimension of Kouzes and Posner's Model.

Originality/value

The paper suggests that more workshops and training courses in Kouzes and Posner's Leadership Model should be conducted in Jordanian schools. Moreover, it is hoped that this research will encourage new projects sponsored by the Jordanian Ministry of Education such as “Discovery Schools” and “School as a Development Unit” to adopt Kouzes and Posner's Leadership Model in their schools.

Details

Leadership & Organization Development Journal, vol. 29 no. 8
Type: Research Article
ISSN: 0143-7739

Keywords

Content available
Article
Publication date: 20 September 2011

Brian Roberts

Abstract

Details

International Journal of Educational Management, vol. 25 no. 7
Type: Research Article
ISSN: 0951-354X

Content available
Article
Publication date: 16 August 2011

Brian Roberts

Abstract

Details

International Journal of Educational Management, vol. 25 no. 6
Type: Research Article
ISSN: 0951-354X

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Article
Publication date: 4 February 2021

Samer Eid Dahiyat, Suhad Mohammad Khasawneh, Nick Bontis and Mohammad Al-Dahiyat

This study aims to develop and empirically test a “stocks and flows”-based model of intellectual capital (IC) that examines how human-embodied knowledge (i.e., human…

Abstract

Purpose

This study aims to develop and empirically test a “stocks and flows”-based model of intellectual capital (IC) that examines how human-embodied knowledge (i.e., human capital) can be transformed into organisational non-embodied knowledge (i.e., organisational capital) through the mediating roles of social capital and the knowledge management (KM) process of knowledge transfer.

Design/methodology/approach

A structural model was developed and empirically tested using a survey data set of 295 questionnaires collected from the “knowledge-intensive” pharmaceutical manufacturing industry in Jordan.

Findings

Empirical results revealed that each of human capital, social capital and knowledge transfer has a positive and significant effect on organizational capital. In particular, knowledge transfer emerged as having the strongest effect. Social capital, on the other hand, emerged as having a positive and significant effect on knowledge transfer. Mediation analysis revealed that while human capital significantly affects organizational capital, such an effect is partially and significantly mediated by each of social capital as well as knowledge transfer.

Practical implications

This study provides senior managers in pharmaceutical manufacturing firms with valuable insights pertaining to the development of their IC, in terms of how to exploit their knowledge stocks (i.e. human-embodied knowledge and organizational non-embodied knowledge) through managing knowledge flows between them. This was shown to be significantly leveraged by the mediating roles of social capital as well as knowledge transfer.

Originality/value

This study provides important theoretical and empirical contributions to the extant literature in a number of ways. It provides better understanding of the intricate linkages among IC dimensions, and how these play complementary roles in organizational capital development. It has also provided important empirical evidence highlighting the vital mediating roles of social capital and knowledge transfer in facilitating knowledge flows, which aid in transforming human-embodied knowledge stocks into organizational-embodied ones.

Details

VINE Journal of Information and Knowledge Management Systems, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2059-5891

Keywords

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Article
Publication date: 12 October 2015

Mamoun N. Akroush, Samer M. Al-Mohammad and Abdelhadi L. Odetallah

The purpose of this paper is to examine a multidimensional model of marketing culture and performance in tourism restaurants operating in Jordan. The paper introduces a…

Abstract

Purpose

The purpose of this paper is to examine a multidimensional model of marketing culture and performance in tourism restaurants operating in Jordan. The paper introduces a model proposing certain associations between Webster’s (1990) marketing culture dimensions and attempts to underline how such associations affect restaurants’ performance.

Design/methodology/approach

A structured and self-administered survey was used, targeting managers and employees of tourism restaurants operating in Jordan. A sample of 334 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. Structural path model analysis was also used to test the hypothesised interrelationships of the research model.

Findings

The empirical findings indicate that the marketing culture dimensions are seven rather than six, as proposed by Webster’s (1990) original model: service quality, interpersonal relationships, management–front-line interaction, selling task, organisation, internal communication and innovativeness. “Organisation” had positively and significantly affected “interpersonal relationships”. “Interpersonal relationships” had positively and significantly affected each of “management–front-line interaction”, “selling task” and “internal communications”. On the other hand, each of “management–front-line interaction”, “selling task” and “internal communications” had positively and significantly affected “innovativeness”. However, “innovativeness” itself had positively and significantly affected each of “service quality” and restaurant performance. Finally, “service quality” had positively and significantly affected restaurants’ performance.

Research limitations/implications

Only seven dimensions of marketing culture were examined; meanwhile, there could also be other dimensions that affect restaurants’ performance. This paper has also examined the effect of a multidimensional model of marketing culture on restaurants’ financial performance only; the use of other types of non-financial measures could yield different results. The fact that paper’s sample consisted only of Jordanian restaurants further limits its generalisation potential.

Practical implications

The paper reinforces the importance of sound marketing culture to Jordanian tourism restaurants. It further underlines the importance of several marketing culture dimensions, particularly those related to employees’ selection, development and communication. Further, the paper emphasises the particular importance of front-office employees to the success of Jordanian restaurants. Tourism restaurants’ managers and executives can benefit from such findings for designing their marketing culture strategies to achieve long-term performance objectives.

Originality/value

This paper represents the first empirical attempt to examine the interrelationships between marketing culture dimensions introduced by Webster (1990). Accordingly, it should shed more light on the dynamics of marketing culture within service organisations, and how such dynamics affect organisations’ performance. Further, the paper is the first of its kind to study marketing culture dynamics in the context of Jordanian tourism restaurants industry. International tourism restaurants planning to expand their operations in Jordan’s tourism industry have now valuable empirical evidence concerning the marketing culture dimensions and their effect on performance.

Details

International Journal of Contemporary Hospitality Management, vol. 27 no. 7
Type: Research Article
ISSN: 0959-6119

Keywords

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