Technology and its continuous advancement facilitate human beings to get rid of their criticality and limitation. Applied artificial intelligence (AAI) is one of the latest forms that delimited the limitation of human beings. Smartwatch acts as an applied artificial intelligence to assist various patients to check medical care without going to hospital and physicians. This (three) multiple-study research focused on the intention to use, purchase, and their satisfaction and spread positive word of mouth among others in the Ghanaian. To investigate these issues two renowned theories were underpinned- TAM theory and the Stimulus-Organism-Response (S–O-R). Total 550, 320, and 170 respondents were interviewed with Google forms due to COVID-19 using social media. AI-enabled smartwatch considering Perceived Ease of Use (PEOU), Perceived Usefulness (PU), Perceived Credibility (PC), Perceived Self-Efficacy (PSE), and Perceived Financial Cost (PFC) were significant on intention to adoption and adoption intention on actual purchase. The final study showed device quality, its service level, their usage experience, perceived value, and the extent to which the satisfied customers made positive word of mouth to their friends and family, colleagues and followers. This research is significant in understanding the usage of AI-enabled smartwatches as a device doctor or electronic doctor (e-doctor).

The study aimed to link psychological contract with organizational misbehavior directly and through the moderating and mediation effects of organizational health and psychological contract breach. For testing these relationships, the sample gathered from 224 employees, working in Iraqi Oil Tanks Company. The data collection tool was a structured questionnaire. The preliminary analysis was performed by using SPSS 22.0 while the hypothesis testing was done through AMOS, which measures structural equation modeling that helped in simultaneous testing of multiple relationships. The hypotheses of study underpinned by the social exchange theory and other related theoretical and empirical justifications found in the previous research results suggest a negative effect of PC on OM through the mediation of PCB. The findings were also consistent with prior studies concerning the interactive relationship between organizational health and psychological contract and their influence on organizational misbehavior. The theoretical and practical implications are also provided in this study, especially managers in Iraqi oil companies to be proactive in their role to minimize the impact of organizational misbehavior of employees through an open-door policy. Finally, this study helps managers to express their feedback, suggestions, and interaction with employees.

In this study, the relationship of corporate social responsibility (CSR) spending and Market Stock Price was analyzed. The study sample comprised of 102 services firms listed on the Amman Stock Exchange (ASE) for the years 2010 to 2017. In particular, CSR spending reflects the actual CSR activities monetary contributions that are mandated to be disclosed in the firm’s income statement. This study adopted the Generalized Method of Moment (GMM) to analyze the CSR spending—Market Stock Price relationship. The control variables included firm size, leverage and ownership. Based on the findings, no significant relationship exists between CSR spending and market stock price (MSP) in any direction. Added to this, control variables had no effect on MSP. However, the findings showed a significant positive effect of firm size on CSR spending and a negative effect of leverage on CSR spending, with no significant effect of ownership on the same. This study has several implications for the enhancement of the information and understanding of the firms’ Market Stock Price as it shed light on the CSR spending—Market Stock Price relationship. Moreover, the study findings contribute to literature concerning CSR practices in the context of developing nations.

This study aimed to examine the influence of talent management practices (recruitment and selection, training and development, rewards and compensation) on employee retention and employee performance in Jordanian service organizations. A questionnaire was adopted and distributed among the employees in the service organizations in Jordan; the study’s respondents were 267 employees from service organizations (telecommunication firms, banks, and tourism firms). SmartPLS 3 was used to analyze the data and to examine the measurement and structural models. The findings of the study indicated that rewards and compensation significantly and positively affected employee performance (t = 2.558) and employee retention (t = 5.336). Similarly, recruitment and selection significantly and positively influenced employee performance (t = 2.208) and employee retention (t = 5.822). Training and development also significantly and positively affected employee performance (t = 2.288) and employee retention (t = 2.699). The results suggest that implementing talent management practices (recruitment and selection, training and development, and rewards and compensation) can improve employee retention and performance in Jordanian service organizations.