This paper studies the impact of talent management on organizational performance in Jordanian pharmaceutical companies and evaluates the mediating role of emotional intelligence in the relationship between talent management and organizational performance. A survey was distributed among managers of pharmaceutical companies in Jordan, and 1125 responses were collected. The respondent sample was constructed using random stratified sampling. The PLS-SEM was used to test the hypothesized relationships of the model. The study result revealed positive relationships between (1) talent management and organizational performance, (2) talent management and emotional intelligence, and (3) emotional intelligence and organizational performance. Employing PLS path modelling to evaluate the structural model is highly original. The paper emphasizes the importance of emotional intelligence as a mediator of the relationship between talent management and organizational performance in the pharmaceutical industry of Jordan.

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Scholars and practitioners have trumpeted business intelligence (BI) capability as a game-changer due to its significant impact on firm performance. Despite these claims, the amplifying and underlying mechanisms governing the relationship between BI capability and organizational performance are still in their infancy. This research examines the nexus between BI capability, decision-making speed, comprehensiveness, and organizational performance. This study, drawing on knowledge-based theory, proposes a conceptual model to explain how BI capability influences organizational performance through decision-making speed and comprehensiveness and the moderating role of firm size. The proposed moderated-mediated model was tested using survey data from 236 respondents occupying leadership positions in various Jordanian industries. Partial least squares structural equation modeling (PLS-SEM) was used to diagnose the proposed model. BI capability indirectly affects firm performance through decision-making speed and comprehensiveness. These mediating effects do not vary by company size. This paper contributed theoretically and practically to the BI framework considering decision-making, firm performance, and firm size. Implications for theory-building and practice are described.

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The aim of the study is to investigate the impact of business model innovation (BMI) on firm performance. The sample of the study consisted of 120 managers from Alban Al-youm Company in Jordan, a leading dairy company. Data were collected using a questionnaire administered to managers. Eighty-seven questionnaires were retrieved valid for the purpose of data analysis. BMI was measured using three components: value creation, value proposition and value capture innovations while company performance was assessed via self-rated questions about operational measures of performance. The results accepted the hypotheses that all dimensions of BMI had significant effects on company performance. That being so, the study contributed to the literature on BMI on company performance in the absence of such studies that use samples for Arab countries, particularly, from Jordan in one of the most vital industries, which is a dairy industry.

Business Intelligence, through its dimensions (data warehousing, data mining, direct analytical processing), helps the members of an organization to perceive and interpret their role in the organization's creativity. For this reason, we may assume that Business Intelligence has an impact on Technical Creativity, and that matching of Business Intelligence and Technical Creativity will improve and achieve excellence in an organization.

This study aims to examine the impact of the Personnel Creativity (PC) on Strategic Agility (SA) on the Sama Jordan for Food and Industrial Investments using Knowledge Sharing (KS) as a mediating variable. The study also examines the interrelationships between the constructs influencing SA. The study sample includes all the employees of the company of Sama Jordan for Food and Industrial Investments. In order to gather the required data, the study designs and distributes some questionnaire among different employees. Qualitative data is mainly collected to answer the research questions. Additionally, 76 valid surveys are used for data analysis and testing of hypotheses is performed by employing AMOS program. The results indicate that KM was the mediating variable on the relation between PC and SA. Overall, the proposed model helps the employees who work in the organization to increase our understanding on how these factors interact in order to create value to customers and develop future strategies to improve SA.

This study aims to investigate the effect of intellectual capital and strategic agility on organizational excellence in service sector of Jordan. A total of 550 questionnaires were collected from respondents who were chosen from a stratified random sampling. The results revial that intellectual capital and its dimensions, human capital, structural capital, and relational capital, have a significant impact on strategic agility as well as organizational excellence. Moreover, results reveal that strategic agility fully mediates the relationship between intellectual capital and organizational excellence. The findings of this study can have significant implications for the service sector of Jordan. Keywords: Strategic agility, Intellectual capital, HRM, Excellence performance