The current situation facing business organizations is characterized by diverse work environments with continuous change and development. Todays organizations seek to keep pace with this continuous development and operate to maintain their current business through the ability to effectively respond to change, and to create competitive advantage based on the existence of qualified human capital that contribute to the creation of organizational sustainability in the business sector. Talented human capital, with special skills, has the potential to create confidence and integration among the staff and top management, leading to organizational growth and continuation (Kurucz, 2013). The emergence of a set of challenges in the knowledge economy has had a clear reflection on business organizations which have begun to search for new mechanisms to compete and insure their existence in the business world. Hence, the importance of the concept of competitive advantage, based on human capital, as a necessary requirement to deal with the challenges faced by local, regional or international organizations (Global Institute, 2011). Where competitive advantage based on human capital is the main generator of new ideas, development of old ideas, and contribution to aid in organizational abilities to expand their current market share as well as maximizing value. Competitive advantage based on talented human capital allows organizations to be able to seize new opportunities and achieve permanence and future continuity (Thomas, 2014). This study aimed to look at the impact of competitive advantage through intellectual capital investment as one of the elements in the creation of organizational sustainability in the Jordanian Telecommunications Companies sector. Simple and Multiple regression was used for data analysis and testing the hypotheses of this research .This study has reached a set of results that previous studies reinforced in this area such as: Competitive advantage based on a distinct capital is the optimum method that should be used in telecommunications companies since it contributes to the optimal investment of human capital. This leads to optimum organizational sustainability for companies in various fields and also contributes to the achievement of a company's mission and vision of the future.
The intellectual capital with its different dimensions (Social Capital, Structural Capital, Human Capital, Creative Capital and Relational Capital) is a part of the strategic assets, which helps organizations to survive in the changing globalization environment. The intellectual capital is exposed to many risks at the level of internal environment, which require to be studied and to know their origins and diagnose their causes in order to dealing with its. The continuous learning, supporting leadership, organizing social activities that support self-learning and collective learning that contribute to the enhancement of knowledge leading to generate creativity as a part of the most important handling factors of the intellectual capital risks. This study aims to clarify the contribution mechanism of learning organization to dealing with internal intellectual capital risks. As well as, making recommendations to the decision-makers in this sector, which would contribute to the development of their organizations and help to convert them into learning organizations, and contribute to achieve their objectives efficiently and effectively. Four companies were chosen from (24) companies as a sample for this study. This study found a set of results focusing on that the learning organization can work on dealing with of intellectual capital risks with its different kinds through practicing the philosophy of learning organization. The study also found a set of recommendations that serve the purpose of the study.
The current situation that business organizations now is featured by different changing and developing work environment with difficulty and risk in achievement of their sustainability, continuity and success in addition to the existence of a set of great and extended challenges and competition, therefore, the organizations seek to keep pace with development through creation of ability to better use their provided resources in order to achieve sustainability and create the competitive advantage that makes them superior to the competing organizations.The occurrence of a set of phenomena in the knowledge economy had an obvious reflection on the business organizations that started to search new mechanisms for competition and ensure survival, continuity and create the added value through using the value chain model and focusing on the main and supportive activities in this model. The role of human resources management activities was appeared as supportive activities and an essential requirement to deal with these great challenges either they were local, regional or international where the human resources activities represent the main generator to produce new ideas, development of old ideas and the participation in supporting the main activities of the organizations, enabling them to expand its market share, maximize the organization value making it in a position through which it will be able to seize the opportunities, achieve the competitive advantage, survive, continue in the current market and think to find future markets to serve customers and realize their satisfaction.This study comes with the purpose to demonstrate the impact of human resources management activities adopted in the value chain model on organizational sustainability with its different dimensions in the Jordanian environment.
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