Purpose Organizations with committed employees create a sustainable high-performance and stable environment over the long term. Leadership should be a key component determining organizational commitment. Therefore, the purpose of this paper is to examine the relationship between ethical leadership and its association to employee commitment. Design/methodology/approach A quantitative method was chosen for this study because the objective was to correlate variables and predict a set of outcomes. Employees from 13 commercial banks listed in Amman Stock Exchange completed a survey designed to gather their perceptions of study variables. Findings The results show that there is a positive and significant relationship between ethical leadership and two components of organizational commitment, namely, affective commitment and normative commitment. Additionally, the results show that there is no relationship between ethical leadership and continuous commitment. Research limitations/implications The study was conducted in the banking sector of Jordan. Therefore, the results may not generalize to other sectors. Additionally, this study might have self-selection and non-response bias. This occurs when the entities in the sample are given a choice to participate. If a set of members in the sample decides not to participate, it reduces the ability to generalize the results to the entire population. Practical implications Managers should strive to enhance the levels of both affective and normative commitment in their organizations and that the ethical leadership of managers plays a significant role in developing employees and ethical organizational cultures. Originality/value To date, there has been little empirical research regarding the relationship between ethical leadership and its influence on organizational commitment, and, as such, this study has been beneficial in its contribution to the early body of knowledge of ethical leaderships which provides confirmatory evidence about a significant effect that perceived ethical leadership has on organizational.
The primary purpose of this study was to explore the relationship between scenario planning and strategic performance. The data was collected from 121 Multinational corporations operating in Jordan by using a questionnaire. Pearson correlation and the partial least squares (PLS) methodology for factor analysis and path modelling was used to test the study hypotheses. The study found a positive and statistically significant relationships between scenario planning and the four components of strategic performance: financial performance, customer performance, learning and growth, and internal business processes. Based on these findings, the study recommends that managers should apply scenario planning practices to enhance the levels of strategic performance in their companies. Additionally, managers should raise the awareness of their employees regarding the importance of both scenario planning and strategic performance. Moreover, managers should provide their employees with adequate training courses in relation to acquire the knowledge and build their skills in the field of scenario planning. Finally, managers should use the diagnostic instruments that developed by previous research to assess a company’s strategic performance and scenario planning practices, identify managerial practices that need to be implemented or improved, and determine the resources that might realistically be required to build a better scenario planning process and promote strategic performance. Much more research and studies need to be performed in this budding subject. Links among scenario planning and another organizational topics and outcomes need to be searched.
Organizations need to be ambidextrous to acquire new capabilities to be compatible with changing business environment and at the same time to employ its available capabilities to achieve the efficiency. The leadership contributes in building organizational ambidexterity through creating the context of ambidexterity. Therefore, the purpose of this study is to identify the impact of strategic leadership on the organizational ambidexterity of the (94) Jordanian chemical manufacturing companies operating at King Abdullah II Ibn Al-Hussein Industrial City. The sample of the study includes all the study population. The sampling unit and analysis (respondents) composed of the Chief Executive Officers (CEO) of all target companies. In order to achieve the study objectives, the researcher designed a questionnaire to collect the required data from study sample. To test the hypotheses the multiple regression analysis used. Empirical results indicated that the strategic leadership has a positive impact on organizational ambidexterity. Based on the results of the study, the strategic leader must be having the following skills: visioning, focusing, and implementing. In addition, researchers should conduct additional studies in strategic leadership and organizational ambidexterity in the different industries and contexts, especially in the service companies and taking other dimensions of strategic leadership rather than visioning, focusing, and implementing.
The aim of this study is to examine the impact of strategic alliance partner characteristics namely (partner complementarity, partner commitment, and partner compatibility) on firm's innovation, which includes incremental innovation and radical innovation. The population of the study contained (13) Jordanian Pharmaceutical companies, and the sample unit consisted from (122) managers and head of divisions working in strategic alliances, marketing and production areas within the target companies. In order to gathering the data required for measuring the study variables a questionnaire was developed. The results of the study showed that the strategic alliance partner characteristics had a significant impact on the Jordanian pharmaceutical companies' innovation, and the impact of alliance partner characteristics (Compatibility, Capabilities, and Commitment) on incremental innovation is more than the impact on radical innovation. Also the results showed that the complementarity of partner has the highest impact on the firm innovation, then the compatibility, then the commitment. Based on these findings the study recommending that the companies that seeking for innovation through a strategic alliances must select the appropriate partner who has a complementary capabilities that contribute non overlapping resources to the relationship, and a partner who has the unique competencies; and the partner who has a compatible strategic objectives, organization culture and management style; and the partner who has a strong sense of commitment for the alliance.
This paper aims to investigate the impact of strategic intelligence on strategic flexibility, in addition, to identify the effective decision-making on Logistics Performance. Nevertheless, partial least squares (Smart -PLS- 4.0.8.7) are used to examine the hypotheses, the results indicate that strategic intelligence (organized thinking, strategic vision, foresight, partnership, and motivation) significantly affect Strategic flexibility. In addition, effective decision-making mediates the effect of strategic intelligence and strategic flexibility towards the performance of logistics companies. Moreover, the influence of effective decision-making on logistics performance is therefore clear and significant towards logistics performance. However, the study supports managers in enhancing sustainability practices in logistics organizations while also offering policy guidance to decision-makers.
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