This study seeks to explain the impact of strategic capabilities on organizational ambidexterity, in the presence of knowledge management. The study population consists of managers of commercial banks in Jordan. The sample included (200) respondents by distributing the study questionnaires to them, where the returned questionnaires and valid to statistical analysis were (168). Structural equation modelling (SEM) was used as an inferential statistical analysis technique to test the hypotheses of the study. The result of this study referred that knowledge management mediates the relationship between strategic capabilities and organizational ambidexterity. Hence, all dimensions of strategic capabilities (marketing capability, market-linking capability, technology capability, and management capability) have a statistical impact on both knowledge management dimensions (knowledge acquisition, knowledge creation, knowledge application, and knowledge storage) and the dimensions of organizational ambidexterity (exploitation and exploration). Therefore, the study recommends managers and decision-makers of commercial banks in Jordan to focus on strategic capabilities that enhance their abilities to identify and acquire opportunities from the business environment by building good relationships with both customers and suppliers. Besides, improving their employees' capacity to deal with new knowledge and apply it to create novel products and services.

The aim of this study is twofold. First, to identify the impact of talent management on organizational commitment. Second, to examine the mediating role played by employee work engagement dimensions in the impact of talent management on organizational commitment. Data were gathered by a questionnaire developed based on the literature, validated using exploratory and confirmatory factor analyses, and distributed to representative sample consisted of 375 managers working in telecommunication companies in Jordan (Zain, Orange, Umniah). IMB SPSS and AMOS were used to analyze 302 questionnaires that returned valid with a response rate of 80.5%. The results revealed that talent management has a significant impact on organizational commitment. Notably, talent management has a significant impact on all dimensions of organizational commitment: affective, continuance and normative commitment. Furthermore, the results indicated that employee work engagement dimensions except dedication engagement significantly mediated the impact of talent management on organizational commitment. A crucial contribution of this study is that it provides evidence in relation to the mediating role of employee work engagement dimensions in this context. Hence, organizations should pay a great attention to vigor engagement, absorption engagement, and employee voicewhen decide to identify, develop and retain their talents and to ensure higher levels of organizational commitment.

The current research paper was designed to explore the extent of benchmarking culture in industrial companies and its impact on operational performance. A total of 30 dimensions of benchmarking culture were figured out from the literature. Out of them 10 were regarded as common values among employees based on descriptive statistics. A sample consisted of 50 industrial companies was drawn randomly from Amman and Irbid. A questionnaire-based survey was conducted to collect data from employees working at these companies. Of the 315 questionnaires distributed to employees, 227 were returned complete and valid. The results indicated that all dimensions of benchmarking culture (prior benchmarking experience behavior of internal analysis behavior of external analysis continuous improvement mentality share of internal opinions searching for internal best practices comparison with a market leader quality policy communication organizational learning team development) had significant and positive influences on operational performance of industrial companies in Jordan. Hence, it was concluded that benchmarking culture play an important role in performance improvement. Therefore, Jordanian organizations, particularly industrial companies, are called to consider benchmarking culture in their way to improve organizational performance.

No abstract

No abstract