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Total Quality Management (TQM) a functioning idea to accomplish incessant performance improvement-is the word of mouth of the 1990s, attracting deep interest among organizations and educational institutions in many countries. Numerous policy-makers truly believe that TQM can improve the performance of their organizations but they did not test it to make sure the effect of TQM. Hence, the purpose of this study is to examine the effect of TQM on university performance in Jordan. This relationship obtains a substantial scholarly attention and several researches have been conducted in the western countries, but none has been conducted in Jordan in the recent year using this variable in a model. A structured survey was conducted and selected 10 public and 10 private universities in Jordan via cluster random sampling. The hypotheses were tested using SEM-AMOS package 22.0 based on resource based theory. Based on the statistical results, TQM has statistically significant effect on university performance in Jordan. Consequently, the findings evoked that there is a dire need to focus on TQM for boosting university performance and its sustainability in Jordan.

The last decade has seen the emergence of Customer Relationship Management (CRM) as a technique to underpin organizational performance improvement in improving customer retention, customer satisfaction and customer value. However, despite many studies conducted on customer relationship management in various industries in the past 20 years, there is still significant disagreement about its definition and meaning, and the framework for the effective implementation and evaluation of customer relationship management practice. Moreover, there is a lack of systematic empirical evidence regarding the success factors for the CRM performance. Objective: To address these issues, this study examines the influence of top management and customer orientation on CRM performance. Results: In this quantitative study, a total of 133 Jordanian hotels participated in this study by voluntarily completing the survey questionnaire, constituting an overall 66% response rate. From the analysis undertaken, it was found that Top Management significantly influence CRM performance But. this research found insignificant relationship between customer orientation and CRM performance Conclusion: The results suggest that hotels should have processes to maintain, analyze, and integrate customer information. Theoretical and managerial implications of these findings are discussed.

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Jordanian SMEs are becoming increasingly hard to endure and thrive in the aggressive entrepreneurial world economy due to weak capital structure, poor leadership and weak marketing strategy, as well as other legislative limitations. As a consequence, Jordan faces problems in achieving full advantage from the SME industry as well, making an inadequate contribution to the domestic GDP. Competitive advantage (CA) can, however, perform a crucial part in achieving fast economic development due to sustainability of SMEs and a coherent appropriate input to Jordan's GDP. But the construction of CA is still underdeveloped and ignores a unifying hypothesis, resulting in fragmented study attempts. In addition, there are now several frameworks for the evaluation and benchmarking of firm performance (FP), but none of these frameworks provide an approach for assessing the competitive advantage of the firm. Therefore, this study aims to explore and determine the dimensionality of items measuring CA construct. The issue has previously been discussed, but there is still no prevalent agreement between scholars as the number of dimensions and items to assess CA should be used. This research investigated the CA measurement items created by past researchers and tailored these items to accommodate the environment of SMEs in Jordan. In this regard, the Delphi technique has been combined by the Structural Equation Modeling (SEM) and also followed the steps of instrument creation developed by Churchill (1979). The primary objective of this research is to develop an instrument capable of assessing CA in Jordanian SME sector. The tool developed in this research provides a relevant and efficient tool that disclosed three aspects by satisfying all the socio-metric properties required by the measuring tool in the social science, namely dimensionality, reliability, and validity.

The study aims at identifing the concept of strategic vision of the authorities in Zarqa University, identifing the most important elements, and proposing the appropriate mechanisms to meet the future challenges facing the university leader as a result of competition and how to maintain the teaching and non-teaching staff within the institution to enhance loyalty of the 'internal client ' in the future. Strategic vision variables were used; future status was determined, goals achieved by the vision were achieved, university culture was selected, and the appropriate strategy was chosen as independent variables affecting a dependent variable that is is the internal client relations management. The researchers collected the initial data of the study by means of a special questionnaire. The sample consists of (115) out of 300 faculty members at Zarqa University of various qualifications, ranks and experience.The results of the analysis show that there is a strong and significant effect on all elements of the strategic vision on internal client relationship management, and demographic variables (gender, age group, job title and years of experience) contributed intrinsically to the response of the sample regarding the adoption of the strategic vision factors in managing the internal client relations.Based on the findings of the study, the researchers proposed a number of recommendations to the administration of the university, focusing on spreading and supporting positive culture among faculty members, setting specific and clear objectives for the future to all university employees, along with constructing lucid future strategic directions, and updating the vision and mission of the institution. It is also recommended to comprehensively expand the study of the impact of strategic and other organizational factors; and programs and plans of management development on improving the management of relationships with the internal client of the University.

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