Due to the competitive and uncertain environment nowadays, organizations could respond to these environmental factors effectively by being more learning-oriented, where individuals and teams are encouraged to constantly learn and grow and knowledge is shared and disseminated throughout the organization. This may allow the organization to better understand its environment and respond to changing circumstances in a more effective and efficient way. By improving the organization towards learning organization, the organization could continuously improve its ability to adapt and change through the acquisition and application of new knowledge and skills. Moreover, intrapreneurship could assist organizations in adapting to internal and external environmental changes, which in turn could help firms to innovate and revitalize their businesses. To actualize this study, data were gathered from 263 managers in Jordanian pharmaceutical companies. The collected data were coded against SPSS 25, then normality, validity, and reliability were tested and multiple regressions were used to examine the hypotheses. Thus, this research found an effect for learning organization dimensions (supportive learning environment, concrete learning processes and practices, leadership that reinforces learning, and creating learning structures) on intrapreneurship the context of Jordanian pharmaceutical companies.

Purpose: The purpose of this research is to underscore the influence exerted by organizational culture on the organizational performance of Small and Medium-sized Manufacturing Enterprises (SMEs), leveraging the mediation of Total Quality Management (TQM) interventions and benchmarking practices.Design/methodology/approach: The empirical data underpinning this research was procured from SMEs within the manufacturing and industrial sectors of Jordan, using a sample of 710 owners and managers. This data was meticulously analyzed utilizing the statistical software package, Analysis of Moment Structures (AMOS). Structural Equation Modeling (SEM), a multivariate statistical analysis technique, was employed to scrutinize the interrelationships among the variables under consideration.Findings: The research reveals a positive correlation between organizational culture and organizational performance, with benchmarking and TQM interventions as significant mediators.Implications: This study refocuses management practitioners on improving organizational efficiency, corporate culture, TQM, and standard setting, providing beneficial insights for academics, managers, and policymakers.Originality/value: It significantly contributes to the limited literature on TQM in the context of manufacturing SMEs. While some research acknowledges benchmarking as a vital part of TQM, this study uniquely positions both as independent mediators between organizational culture and performance. Additionally, it views benchmarking through knowledge management, underscoring TQM interventions and benchmarking in the context of Jordanian manufacturing SMEs, distinguishing it from prior research.

This study examines the impact of organizational commitment on administrative creativity and job performance among department managers at Al Hussein bin Talal University. Job performance refers to managers' ability to accomplish their job-related duties efficiently and effectively. Administrative creativity refers to managers' ability to generate innovative ideas and solutions. Organizational commitment is loyalty to an organization. Quantitative research will be used in the study. Surveys will be distributed to department managers at Al Hussein bin Talal University to collect data. The study will use validated measures of administrative creativity, organizational commitment, and job performance. To examine the relationships and mediating effects among the variables, statistical analyses will be performed, such as correlation analysis and mediation analysis. This study will impact human resource management and organizational development practices at Al Hussein bin Talal University. The university can improve department manager performance by fostering a culture that encourages innovation and administrative creativity. In addition, understanding organizational commitment can improve employee commitment to the organization.

Purpose: This study investigates the role of green transformational leadership (GTL) in employee sustainable performance (SP), with organizational support (OS) as a mediator. Design/methodology/approach: A cross-sectional questionnaire survey was used to collect quantitative data from employees working in Jordanian hotel organizations. Simple random sampling was employed to collect data from employees across various hotels to examine the proposed hypotheses. Findings: The study found that GTL positively influence OS, green creativity and green innovation, but it negatively influences job satisfaction (JS). GTL positively influences green creativity and JS via OS, while the mediating effect of OS negatively affects the relation between GTL and green innovation. OS positively influences green creativity and JS while it negatively influences green innovation. Research limitations/implications: This study focuses on five-star hotels in Jordan, limiting generalizability. Its practical insights for hotel managers to develop GTL and enhance OS to foster sustainability align with sustainable development goal (SDG) 8 on promoting decent work and employee well-being and SDG 12 on responsible consumption and sustainable operational practices in hospitality. It also highlights the importance of empowering employees through training, recognition and involvement in sustainability initiatives. Originality/value: This study integrates two key theories – Social Exchange Theory and Conservation of Resources Theory – to examine the mediating role of OS in the relationship between GTL and employee sustainable performance (ESP). It addresses a gap in hospitality research by linking leadership behaviors with employee SP, encompassing green creativity, green innovation and JS, in the context of five-star hotels.

Purpose: The study's goal was to investigate the phenomenon of organizational silence and its impact on the performance of faculty members at Al-Hussein Bin Talal University. The survey encompassed a total of 370 faculty members from different colleges within the university.Design/methodology/approach: A quantitative research design is suitable for gathering and examining data. Data can be captured using a cross-sectional design. Ensure that the sample encompasses a diverse array of academic subjects, ranks, and levels of experience. Gathering data: Surveys and questionnaires are viable tools for gathering information. Verified scales and measures can be utilized to evaluate the extent of organizational quiet and the level of organizational performance. The poll allows academics to articulate their thoughts regarding organizational silence and its underlying factors. Statistical analysis can be applied to survey data. Descriptive statistics provide a summary of the sample and important factors. An inferential statistic can be employed to examine the correlation between factors and the moderating influence of organizational silence on organizational performance. The results can then be used to make informed decisions and improve overall effectiveness.Findings: The results of the study's to raise senior management's awareness of the idea of organizational silence and its effects on organizational performance. Other recommendations include using participatory management, avoiding overly centralizing decision-making, and encouraging faculty members to voice their opinions, even if they differ from those of others. showing no fear and giving them the impression that management is interested in what they have to say. Practical and social implications: The study on organizational quiet and performance at Jordanian institutions advances organizational silence research. It sheds light on organizational silence in Jordanian universities, adding to current knowledge. Post-COVID-19, it can help explain organizational silence's causes, effects, and methods. Jordanian universities' organizational silence and performance may be affected by COVID-19's problems and potential. The relationship between organizational quiet and performance may be mediated and moderated. Leadership styles, organizational culture, and technological adaption may affect this relationship.