This study aims to analyze the impact of the organizational culture on the creative behavior by taking a field study on a sample of commercial banks operating in Jordan. To achieve this objective, a questionnaire which included 30 items was built and developed. The reliability and the sincerity of the tool were tested. Then, the questionnaire used on a sample study of 250 employees in the commercial banks operating in Jordan was selected at random. This was done using a stratified random sample method. A number of findings found in this study include the following: a. Rise in the means of the organizational culture dimensions which include work teams, ability to adapt, and the ability to innovate. It also includes the creative behavior dimensions such as problem solving, change susceptibility, and amplitude to contact. These results indicate that the employee’s responses in the commercial banks operating in Jordan about the mentioned dimensions were positive. Also, this means that the evaluation level of these dimensions was high from their perspective. b. Existence of a statistically significant impact at the significance level (α = 0.05), for the organizational culture dimensions which are work teams, ability to adapt, and ability to innovate, and on the creative behavior of the employees at the commercial banks operating in Jordan. The study, however, gave a number of conclusions and recommendations.
Counterproductive work Behaviors is certainly causes high economic costs for the organizations, psychological, and social costs as well That is why, it should be well-controlled or the organizations go to a great lost. Therefore many organizations have prioritized talent management to ensure they acquire, develop and retain the right staff. The main objective of this research is to test the impact of talent management on Counterproductive work Behaviors. The questioner was used as a tool to collect information from the study sample in the industrial companies in Jordan. The results showed that there is an impact of talent management, represented in (attract talent, talent retention, talent development and career succession) on Counterproductive work behaviors represented in (sabotage, withdrawal, Deviation in production, Theft, Bribery).
This study aims to identify the impact of Administrative Reinforcement on Creative Behavior in the presence of the mediating variable (organizational climate) during the Corona Pandemic period. The study population included faculty members at Zarqa University. (200) questionnaires were distributed to a convenient sample, 161 questionnaires were retrieved with a retrieval rate of (80.5%), and the number of valid questionnaires for the analysis was (122) (75.7%) of the retrieved questionnaires. The results of the study showed that Administrative Reinforcement has a positive impact and statistical significance on Creative Behavior, the mediating variable "Organizational Climate" has a medium impact in improving creative behavior, while it had no impact as a mediating variable between Administrative Reinforcement and Creative Behavior. One of the most important recommendations made by the study is the need for the institution to adopt the strengthening approach as a development plan in the field of training based on enhancing the strength points of university employees and integrating face-to-face education, if possible, with distance learning because of its ability to raise the quality of education and encourage creative behavior, with improvement in the success factors of distance learning to meet the current conditions, as an alternative plan for face-to-face education.
Organizational Citizenship Behavior (OCB) is one of the most significant topics, because of its great impact on the success of organizations. Organizational Ambidexterity (OA) refers to the ability of organizations to explore new ideas that meet different needs and trends of beneficiaries. Consequently, this research aims to find out organizational ambidexterity's impact on organizational citizenship behavior among employees in Islamic international Arab Bank, Amman – Jordan Branch. The comprehensive survey includes 190 employees. About (38) questionnaires were unanswered and not returned, which represents (20%) of all questionnaires. (152) respondents answered the questionnaire. Results indicated that there is a statistical impact of Organizational Ambidexterity (exploration, exploitation, and flexible organizational structure) on Organizational citizenship behavior among employees in the Islamic International Arab Bank in Amman (IIAB). In light of the results, a set of recommendations were formulated. The study likewise recommended that the capacity of a bank to effectively exploit its present activities and explore new opportunities should be strengthened by adapting existing organizational skills and resources, merging and reconfiguring them, and at the same time developing new capabilities. In addition to, designing specific instruments that allow banks to accomplish separate subunits successfully, especially for many activities: "exploration and exploitation".
Received: 25 March 2022 / Accepted: 13 June 2022 / Published: 5 July 2022
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