Strategic enablers of business intelligence in marketing: Insights from the digital transformation of Jordanian firms

Work creativity manifested in innovative workplace behavior (IWB) and employee work engagement is fundamental to maintaining firm’s sustainability and competitiveness. In this regard, this study investigates the supporting effect of innovative leadership on IWB and employee engagement by maximizing employee vigor, dedication, and absorption. The study data were collected using a questionnaire-based technique, and the questionnaires were administered to 150 respondents working in mobile phone companies in Southern and Central Iraq. The results were analyzed using the Statistical Package for the Social Sciences (SPSS) and SmartPLS software. The study results revealed that inclusive leadership and work engagement were significantly related to IWB, and work engagement played a mediating role between inclusive leadership and IWB. The findings further indicated that inclusive leadership behaviors such as openness, accessibility, and availability motivated the subordinates to be engaged in IWB. To promote IWB, company leaders need to effectively engage their followers by taking pride and satisfaction in employee output, which might help employee work engagement and IWB.

The “new normal” era has made remote work the new standard, making the use of artificial intelligence (AI) increasingly important. Therefore, this study aims to investigate employee perceptions of change leadership in the application of AI that affects employee engagement and productivity according to the resource-based view (RBV). Of the 467 respondents who worked in the banking industry in West Sumatra province, Indonesia, only 359 met the eligibility requirements. The partial least squares (PLS) analysis shows a direct relationship between AI and employee engagement (p < 0.05) and productivity (p < 0.05), as well as employee engagement and employee productivity (p < 0.05). The effect of AI on employee productivity is mediated by employee engagement (p < 0.05), but the moderating effect provided by change leadership is not significant (p > 0.05) in increasing employee productivity. These findings will help managers create a positive work environment through the application of AI, resulting in higher employee engagement and productivity. Specifically, these findings help organizations integrate AI more effectively and provide managers with a comprehensive understanding of the considerations needed to increase productivity through employee engagement for organizational competitiveness.

Acknowledgment
The authors thank Universitas Negeri Padang for helping finish this article. We also appreciate the cooperation and support of each member.

Given the rapid and sustained growth of Aspen over the past decade, the main aim of this study is to identify and analyze the growth strategies, adopted by Aspen over the period from 2004 to 2014. The research method used was a descriptive study through a single case study of Aspen by analyzing secondary data in the form of publicly available company reports and presentations, as well as financial results, issued between 2004 and 2014. The study finds that, guided by strategic and visionary leadership, Aspen adopted a number of growth strategies including (i) organic growth, as a key factor in creating incremental value for Aspen and its stakeholders, (ii) inorganic growth, in the form of carefully planned and well executed acquisitions, aligned to the Group strategy, (iii) extending territorial coverage through global expansion, particularly into emerging pharmaceutical countries, and (iv) ongoing investment in production capabilities as a means of achieving a strategic advantage. Despite the challenges of intense competition, restrictive legislation, pressure on medicine prices, currency volatility and market specific risks, Aspen has delivered double-digit earnings growth to its shareholders for 16 consecutive years.