The study assesses a model designed to investigate the mediating impact of psychological empowerment, job crafting, and proactive personality, and to examine the moderating influence of person–organization fit on the relationship between ethical leadership and employee innovative behavior. A sample of 782 full-time employees from various industries in Jordan were surveyed to gather data on ethical leadership, innovative work behaviors, psychological empowerment, job crafting, proactive personality, and person–organization fit. The study employed an empirical research design, with data collected through surveys. The results reveal a positive correlation between ethical leadership and innovative work behavior, with psychological empowerment, job crafting, and proactive personality as the mediators in this relationship. The link between ethical leadership and innovation work behaviors is also moderated by person–organization fit. The study’s model suggests that ethical leadership practices enhance innovation. Prioritizing ethical principles, transparency, fairness, trust, and accountability cultivates a culture valuing ethics and encouraging innovation. The results provide insights to boost empowerment and proactive behaviors and highlight the importance of a person–organization fit that aligns values for an innovation-friendly workplace. Fit considerations should also be incorporated in recruitment and retention processes. The study makes significant theoretical contributions by synthesizing insights from ethical leadership theory and developing a comprehensive framework to understand how ethical leadership influences innovative work behavior. The research also extends prior work by examining the moderating role of person–organization fit by emphasizing the importance of aligning individual and organizational values in fostering innovation.

In recent years, procurement managers have introduced environmental considerations into supplier selection and evaluation as a response to strict environmental regulations implemented by governments. Although previous research investigated the selection of eco-friendly suppliers, little research has been conducted on the significance of the wide range of selection criteria used by industrial customers. The aim of this study was to address this gap and examine the difference in the perceived importance of the selection criteria versus the performance achieved using the selection criteria, in addition to the difference in the business performance and the total supply performance. By investigating the selection criteria of manufacturers in the market environment, this study aimed to demonstrate how their business performance was affected by the performance of suppliers in relation to such criteria. To accomplish this task, this study conducted an empirical analysis based on the questionnaire responses of 72 purchasing managers working in the electrical/electronic and heavy chemical industries. Based on previous research, the following six supplier selection factors were identified: eco-friendliness, quality, relationship, flexibility, delivery, and price/finance. By using statistical analyses, including sample t-tests and multiple regression analysis, this study identified a correlation between supplier and manufacturer performance. The findings show that some factors, such as eco-friendliness, flexibility, price, and delivery, were statistically relevant to the performance of manufacturers, which added value to the decision-making strategy employed in supplier selection.

Companies have shown interest in advanced human resource management as a means to secure distinctive competitive advantages for organizational survival and growth through sustainable management systems. Hence, in the current context, where sustainability in business is a growing concern, the objective of this study was to investigate the relationship between high-performance work systems and a company’s social performance, taking into account the organizational climate as a situational variable. Specifically, this study aimed to analyze the impact of perceptions of a high-performance work system on the perception of a company’s social responsibility (CSR) among employees of Jordanian companies with an organizational size of 300 or more. This study used 175 valid questionnaires, and SPSS and AMOS 24 were used to test the hypotheses. The results showed that there was a positive relationship between the perception of a high-performance work system and the perception of a company’s CSR. Furthermore, this study found that a positive diversity climate could enhance the positive relationship between the two. These findings suggest that high-performance work systems can contribute to the development of sustainable human resource management systems and that a positive diversity climate is essential in shaping these systems. Based on these results, it is recommended that companies implement HPWSs and encourage workforce diversity to maximize the value of CSR activities and ensure their sustainability.

The objective of this study was to investigate the relationship between high-performance work systems and a company’s social performance, taking into account the organizational climate as a situational variable. Specifically, this study aimed to analyze the impact of perceptions of a high-performance work system on the perception of a company’s social responsibility (CSR) among employees of Jordanian companies with an organizational size of 300 or more. This study used 175 valid questionnaires, and SPSS and AMOS 24 were used to test the hypotheses. The results showed that there was a positive relationship between the perception of a high-performance work system and the perception of a company’s CSR. Furthermore, this study found that a positive diversity climate could enhance the positive relationship between the two. These findings suggest that high-performance work systems can contribute to the development of sustainable human resource management systems and that a positive diversity climate is essential in shaping these systems. Based on these results, it is recommended that companies implement HPWSs and encourage workforce diversity to maximize the value of CSR activities and ensure their sustainability.

This study delved into the moderating impact of industry diversification and competition intensity on the relationship between merger and acquisition transaction prices and enterprise value. Using panel data on corporate mergers and acquisitions in Jordan between 2017 and 2022, this study applied a fixed effect model and performed robust regression to test hypotheses. A total of 402 observations for 108 companies were included in the estimation, and year dummies were incorporated into the model to control for year-specific effects. The findings revealed that transaction prices had a significantly negative impact on the firm’s future value. However, this negative effect was mitigated in the opposite direction if the acquirer faced highly competitive intensity. Moreover, in the case of mergers and acquisitions between companies in different industries, this mitigating effect became even more pronounced. The study carries several theoretical implications. It quantitatively demonstrated that the effects of corporate mergers and acquisitions, particularly the effects of transaction prices, influence the corporation’s value. These effects are moderated by the corporation’s competitive environment and the characteristics of the merger and acquisition, including whether it involves companies in different industries. The research also has significant implications for practical corporate merger and acquisition applications. Practitioners should analyse synergies and fair values with target companies and comprehensively consider the competitive intensity of the company's markets that can be effectively accessed through mergers and acquisitions when anticipating the effects of mergers and acquisitions.