Azzam Abou-Moghli

This study examined the factors that drive e-commerce technology adoption in the real estate industry in Qatar using the Technology Acceptance Model 3 (TAM3) and sought to analyze the relationship between perceived usefulness, perceived ease of use, anchor factors, adjustment factors and cognitive instrumental variables and their effect on e-commerce adoption in real estate industry in Qatar. The study adopted a descriptive methodology and quantitative research design utilizing survey strategy. 350 filtered and screened questionnaires that were retrieved from the Quota sample from 59 real estate firms operating in Qatar were analyzed using AMOS. The results indicate that all the dependent variables have significant relationship with e-commerce adoption indicating that the original model used was a good fit, accounting for a large percentage of the variance associated with e-commerce adoption. However, the results also show that only perceived usefulness and anchor variables have positive direct effect on e-commerce adoption; perceived ease of use, adjustment variables and cognitive instrumental factors have notable indirect effect on e-commerce adoption.

Businesses continue to navigate the challenges posed by the swift advancements in technology, especially in light of the rapidly speeding digital transformation and the ever-deeper integration of technology into governance practices. This shifting worldview could substantially change how strategic plans are actualized, compelling companies to retune for emerging tech models and management frameworks to stay competitive and fruitful. The purpose of this study is to examine the impact of e-governance on facilitating the execution of organizational strategy within information and communication technology companies based in Jordan. Data were gathered through electronic questionnaires from 204 employees of Jordanian information and communication technology companies and analyzed using the SPSS program to test the hypotheses. Overall, based on correlation coefficients and regression analyses, the paper finds a significant effect of e-governance on strategy execution. To be more precise, e-participation, e-transparency, and e-accountability account for 23.4% of the variance in strategy execution. However, variations in the concept of e-participation account for 40%, e-transparency – 22%, and e-accountability – 23%. The findings recommend that ICT companies enhance their strategic governance practices when executing organizational strategies. This study contributes to understanding how e-governance can facilitate effective organizational strategy execution in the ICT sector in Jordan.

Acknowledgment
The authors are grateful to Middle East University, Amman, Jordan, for the financial support to cover this article’s publishing fee.

The need for organizations to remain flexible is crucial. This study aims to assess the way organizational culture, dynamic environments, and strategic choices can be related in the case of the Jordanian ICT industry with emphasis on the mediating effect of the dynamic environment. The paper employed a questionnaire sent to 256 employees from several ICT companies involved in strategic decision-making and planning. The analyses showed that organizational culture significantly affects strategic decision-making, with the dynamic environment serving as an important mediator. More precisely, it explained 50.6% of the variance in decision-making (R² = 0.506) and 52.2% of the variance in perceptions about the dynamic environment (R² = 0.522). Thus, consistency (p = 0.007) and adaptability (p = 0.006) emerged as critical cultural dimensions that enhance effective strategic decision-making. Additionally, the prominent effect of the dynamic environment on decision-making was identified (p = 0.000). Therefore, Jordan’s ICT companies can enhance their strategic decision-making and gain a competitive advantage in a sustainable manner by focusing on organizational culture with priorities on consistency and adaptability. This kind of culture ensures better alignment with strategies and quick responses to market or technological changes, contributing to long-term business sustainability.

Acknowledgment
Acknowledgments are expressed to Middle East University, Amman, Jordan, for the financial support to cover this article’s publishing fee.

Knowledge management is a ‘know-how’ expression through which companies can access and apply their shared knowledge to achieve innovation, improve performance, and attain long-term competitive advantage. The present study investigates the association between knowledge management and organizational performance measurement with innovation capability mediating in the Jordanian Telecommunication sector. Descriptive and inferential statistics, such as regression analysis and structural equation modeling, were used to analyze 575 responses from employees working in major telecommunication companies like Zain, Orange, and Umniah. The performances of knowledge management impact on organizational performance measurement results were positive, with the R-square amounting to 0.803. The change of each predictor variable in terms of B was: Knowledge Creation, 0.179; Knowledge Storage, 0.196; Knowledge Sharing, 0.399; Knowledge Application, 0.221; and Knowledge Evaluation, 0.234. Further, Innovation capability positively mediates the impact of knowledge management on organizational performance measurement. Overall, the study’s findings emphasize that an enterprise should effectively handle its intellectual assets and enhance its innovation capabilities since it may have the potential to hold a competitive advantage and overall performance in an advanced era.

Acknowledgment
The author is grateful to Middle East University, Amman, Jordan, for the financial support to cover this article’s publishing fee.

The growing technological disruption in the modern era has redefined the existing business processes. As a result, being strategically aligned while allocating proper resources is pivotal for any business. This study focuses on managers’ digital capability in conjunction with strategic alignment and resource availability in Jordanian insurance companies. Data were gathered via a questionnaire and covered 304 administrative employees from 16 licensed insurance companies in Jordan, processed through a cross-sectional survey. The analysis using SmartPLS (4) was conducted to verify the relationships between strategic alignment, resource allocation, and digital capabilities. The analysis showed a significant positive correlation between strategic alignment and overall digital capabilities, with a path coefficient of 0.710 and an R² of 0.953. Likewise, resource availability positively correlated with the increase in overall digital capabilities, with a path coefficient of 0.685 and an R² of 0.888 for available resources. In cases where resource increases were observed, strategic alignments were also observed where the strategy increased digital capabilities through improved resource allocation parameters. This additional corroborative evidence was supplied with a path coefficient of 0.680 and an R² of 0.910. It is reasonable to hypothesize that organizations with favorable resource management practices will be more successful in harnessing strategic alignment to fill the gaps in digital competencies. Therefore, the study proposes that insurance companies should design better resource allocation policies coupled with more effective staff training to take full advantage of digital transformations. These steps are necessary to gain and maintain a competitive advantage in the ever-changing and turbulent insurance industry.

Acknowledgment
The authors are grateful to Middle East University, Amman, Jordan, for the financial support to cover this article's publishing fee.

This paper investigates the impact of human AI skills and competitive psychological climate on organizational innovation in Jordan’s telecommunication companies: Zain, Orange, and Umniah. A descriptive-analytical method was employed whereby structured questionnaires were administered to 552 employees. The data were analyzed using partial least squares structural equation modeling (PLS-SEM). The results provide evidence that human AI skills (β = 0.68, p < 0.001) have a strong positive impact, which is slightly lower than that of competitive psychological climate (β = 0.74, p < 0.001) on organizational innovation. Additionally, the competitive psychological climate moderated the effects of human AI skills and organizational innovation (β = 0.72, p < 0.001). Based on these findings, integrating advanced human AI competencies with a constructively competitive psychological environment is essential for innovation enhancement. The paper highlights the need to raise awareness of AI skill deficiencies and encourage a sense of ethical competition in the industry to drive innovation, thereby offering guidance to telecom companies in Jordan that face the need for digital transformation.

Acknowledgment
The author is grateful to Middle East University, Amman, Jordan, for the financial support to cover this article’s publishing fee.