Abdallah Ali Mohammad Alrifae

Using the technology-organization-environment framework, this paper investigates elements that affect the adoption of e-commerce technology by Jordanian small- and medium-sized enterprises (SMEs). Cloud computing, logistics digitalization, and AI-driven customer engagement serve as elements for technological readiness assessment. In contrast, regulatory compliance readiness and supportive government measures are other significant factors for the study. Survey questionnaires for 425 respondents, including SME owners and managers alongside employees from different Jordanian industries, were distributed between March and July 2024 through stratified random sampling. SEM served as the model for evaluating and testing the hypotheses. The examination shows cloud computing readiness (β = 0.34, p < 0.01) combined with AI-driven customer engagement (β = 0.42, p < 0.001) along with logistics digitalization (β = 0.38, p < 0.001) to be the vital drivers that boost e-commerce adoption among SMEs. The findings show that readiness for regulatory compliance failed to impact enterprises’ adoption rates of e-commerce substantially. The government support strengthened the positive impact of technological enablers on e-commerce adoption. The research results present crucial knowledge that shows policymakers and SME managers why they should invest in specific digital infrastructure, improved financial support systems, and less complex regulatory frameworks to support successful digital transformation among Jordanian SMEs.

Type of the article: Research Article

Abstract
The study aims to investigate the influence of particular human resource management (HRM) practices on employee engagement in the Jordanian education sector, including recruitment and selection, training and development, compensation, and performance appraisal. Employee engagement in this case is the emotional, cognitive, and behavioral involvement of the personnel within their institutions. Data were collected through structured questionnaires distributed to academic staff, administrative personnel, and HR professionals across three educational institutions in Jordan. A total of 391 completed responses were analyzed using structural equation modeling (SEM). Findings indicate that each of the four HRM practices had positive impact on employee engagement where performance appraisal (beta = 0.41, p < 0.001) was found to have the most influence followed by other three in the following order: compensation (beta = 0.34), recruitment and selection (beta = 0.32), and training and development (beta = 0.28). All these variables accounted for 68% of the variance in employee engagement. Although the results have been combined across employee categories in the present study, comparing responses based on their type of role would provide insight into future studies. The results demonstrate the business essence of HRM’s organizational systems in developing engagement and institutional performance in the field of education.

Type of the article: Research Article

Abstract
The paper examines how digital human resource management (D-HRM) practice affects employee innovation behavior in the ICT sector in several Middle Eastern countries, especially regarding how organizational learning acts as a mediating variable. The analysis was quantitative, involving an online survey sent to 15 ICT organizations in Jordan, the UAE, Saudi Arabia, Egypt, and Qatar. A total of 658 valid responses were collected from HR specialists, innovation team members, supervisors, and managers between February and May 2025. Partial least squares structural equation modeling (PLS-SEM) was used to analyze the data. These findings showed that D-HRM (beta = 0.28, p < 0.001) affects employees’ innovation directly and significantly. In addition, D-HRM is found to have a significant impact on organizational learning (beta = 0.39, p < 0.001), which has a significant effect on innovation behavior (beta = 0.33, p < 0.001). The mediation effect was also justified (0.13, p < 0.001), and it is established that learning processes act as one of the significant mechanisms of HRM transforming digital into innovative ones. The findings highlight the significance of digital capability and organizational learning in supporting innovation in ICT companies. The study provides meaningful suggestions to HR leaders and policymakers to promote innovation with digital systems, learning culture, and human-centered strategy. These findings provide actionable insights for HR leaders and policymakers in the Middle East ICT sector, helping them design digital HR strategies that strengthen organizational learning and enhance employee innovation capacity.