Long lead-time is hurting the competitiveness of the supply chain, while the shorter is considered to be better in order to add value to the customer and to improve the supply dependability. Supply chain integration increases the coordination and shortens the processes. Agile practices also enable the supply chain to be more responsive to market variability. The aim of this research is to investigate the impact of supply chain integration and agile practices on lead-time reduction at Dubai HealthCare City. An empirical survey has been conducted in which the data were retrieved from 150 respondents and then analyzed using SPSS to examine the model. The result also showed a positive relationship between supply chain integration and lead-time reduction. Meanwhile, results indicated a positive relationship between agile practices on lead-time reduction. The study recommends promoting companies’ capabilities through flexibility and information sharing to achieve supply chain integration and agile practices such as responsiveness and alertness.

Purpose -The purpose of this study is to investigate the impact of some organizational culture attributes, including: openness to change, innovation, trust, teamwork, morale, information flow, employees' involvement, supervision, customer service and reward orientation on the knowledge exchange (KE) process within the context of the Saudi Telecom Company (STC) as a representation of the Saudi context.Design/methodology/approach -A descriptive correlation design was used. A web survey was used to collect data from 378 employees working on STC using Random Number Generator 0.2 software. The sample was selected using an e-mailing list.Findings -The findings revealed that the cultural attributes of trust, innovation, information flow, supervision, and reward have an impact on KE within the context of the STC. Additionally, the study revealed a statistically significant correlation between organizational culture and KE as a whole (0.75), which emphasizes the effective role of organizational culture factors on exchanging knowledge within the context of the study. Research limitations/implications -This study presents only preliminary results from limited data. Additional quantitative data are needed to employ more superior statistical analysis. Moreover, the current study is exploratory in nature with a relatively small number of respondents from the STC.Originality/value -The originality of this study is derived from the importance of KM as a strategic organizational tool as well as the importance of culture as an influential factor. The STC, one of the biggest companies in the Middle East, is trying to implement aspects of KM. Towards this end, the company has created a new division of KM which is suffering from a lack of research studies that explore issues relating to KM in Arab countries in general and the Saudi context in particular, which makes the topic of this research not only unique but also of high practical significance.

Purpose -The purpose of this research is to explore the influence of the knowledge conversion processes (KCP) on the success of a learning organization (LO) strategy implementation. Design/methodology/approach -Using a case study approach, the research model examines the impact of the KCP including socialization, externalization, combination and internalization on implementing a learning organization (LO) strategy in an Algerian international oil company. A sample of 500 managers was asked to respond to questionnaires from which only 416 were valid. Multiple regression analysis is employed to explore the influential processes on the LO strategy. Findings -The findings revealed that socialization, internalization and combination have a significant impact on the success of a LO strategy. Socialization is the major influential factor, having the strongest impact on LO. However, externalization was found to have no statistical influence on LO. Practical implications -This research provides evidence concerning the interdependence between knowledge management through KCP and LO. Originality/value -The research is one of a few studies investigating the relationship between the knowledge conversion processes and learning organization, in contrast to the extensive research taking into consideration the well-known knowledge process of creating, acquiring, capturing, sharing and using knowledge. This may be one of the first papers exploring the theme of the LO within Algerian business organizations.

This study examines the success drivers of Supply Chain Performance (SCP). This study aims to examine the interrelationships among various proposed success drivers of SCP that were analyzed individually or collectively in some previous studies. Four proposed forces have been identified in this study including organizational culture, SC relationships, SC integration, and SC innovation. SC integration is seen as a mediating factor between SC relationships and SCP. Using a deductive and quantitative approach that is based on collecting data from (17) companies in the field of logistics using an online survey, the study focuses on four success drivers including organizational culture, SC innovation, SC relationships, and SC integration. Smart PLS 3 software was applied to analyze the data based on the use of Structural Equation Modelling (SEM). The findings confirm that organizational culture and SC innovation have a direct significant impact on SCP. Regarding the mediating role of SC integration, the finds confirmed that SC integration mediates the relationship between SC relationships and SCP. A set of implications and recommendations for decision-makers and researchers are proposed based on the empirical findings of the current study. SC managers must first consider organizational culture and try to create positive supportive cultural attributes. A culture that encourages openness to change, sharing of knowledge, and collaboration seems a necessity to further improve SCP. Additionally, as the study findings emphasized the significant impact of SC innovation, SC managers should encourage innovative initiatives and behavior.

Purpose This study aims at investigating the impact of some selected organizational and cultural factors on organizational learning (OL). It also attempts to study the moderating role of management support on the influential relationship between these organizational and cultural factors and OL within the context of Jordanian mining sector (JMS). Design/methodology/approach A descriptive-analytical approach is applied to collect and analyze the data. A survey questionnaire is used as a primary data collection instrument. The study sample includes 400 participants from the seven selected manufacturing companies within the context of JMS. Smart PLS 3 and IBM SPSS version 25 were applied to answer the study questions and to test the hypotheses. Findings Organization strategy has a statistical significant impact on OL. Moreover, cultural factors (innovation; teamwork; knowledge sharing) have a significant impact on OL. The results of the moderating variable revealed that the level of management support is not moderating the relationship between organizational factors and OL. Nonetheless, it is revealed that management support is moderating the relationship between organizational culture and OL. Practical implications It seems that a continuous management support is an important facilitating feature to motivate a learning culture. Cultural attributes, including innovation, teamwork and knowledge sharing must be taken into consideration as facilitating factors to encourage OL. Gradual changes must be introduced to create innovative, teamwork and knowledge-sharing culture. Additionally, a specific strategic goal should be part of the organizational corporate strategy and action plans must be developed to achieve this goal in a systematic manner. Originality/value The inclusion of management support as a moderating factor could add an original contribution to the current body of knowledge concerning OL. Moreover, this study argues that the core concept of learning might be there but a systematic process of learning and the contextual factors influencing this concept still need more concern.