Human Capital Sustainability in Information-Intensive Service Systems: Strategic Leadership, Learning Culture, and Employee Empowerment

This research aimed to investigate the effect of human capital (HC) and knowledge management (KM) on organizational performance (OP) with the mediating role of organizational learning culture (OLC) applied to the banking sector in Indonesia. A quantitative method was used in the investigation, and data were collected through questionnaires distributed to 144 respondents. Furthermore, Partial Least Squares Structural Equation Modeling (PLS-SEM) was used as the data analysis method, and hypothesis testing was carried out using the SmartPLS version 4.0 application. The results showed that HC and KM both possessed a positive and significant effect on OP through OLC mediation. This research further served as a reference for organization management aiming to achieve competitive and sustainable advantages through effective HC management and KM implementation, supported by the application of OLC. Additionally, the analysis emphasized the role of OLC in optimizing the contributions of HC and KM to OP and productivity. OLC further played a crucial role in internalizing a learning culture among employees, fostering unique capabilities and advantages that helped management create and promote new knowledge, eventually converting it into a competitive advantage.

The study aimed to recognize the impact of the organizational policies on the effectiveness of human capital in the commercial banks in Jordan. The study population was constituted of all the workers of the commercial banks in Jordan. A random sample of 350 individuals was chosen, and questionnaire forms were distributed to them. A total 317 questionnaire forms were restored and 306 of them were subjected to analysis after excluding 11 invalid forms. The study could reach the following conclusions: First, human intellectual capital is the largest values in the organization with value 3-5 times the material capital. Second, Human capital represents a great value within the organization: The study has shown an impact of the organizational policies with its dimensions (incentives, promotion, relations. Organizational support, performance evaluation on the skill increase as a dimension of the human capital effectiveness dimensions, the study recommends the following: first, interest in human capital should be paid because it is expressive of all the intangible values in the organizations. Second, transforming the tacit knowledge forms among the workers into explicit knowledge forms that can be utilized. Third, training workers and enhancing their capabilities. Fourth, providing the convenient atmosphere for nourishing and supporting innovation. Fifth, compensating the workers and developing the systems of incentives.

Transformational leadership and organizational learning culture have become exciting topics to be explored over the last few decades. However, several previous studies have shown certain inconclusive findings regarding the link between transformational leadership and organizational learning culture. This study fills this gap by developing a clear model and aims to examine the extent of the impact of (1) transformational leadership on organizational learning culture and intrinsic work motivation, (2) intrinsic work motivation on organizational learning culture, (3) intrinsic work motivation in mediating and moderating the relationship between transformational leadership and organizational learning culture. The data of this study are collected from employees working at the community health center in Indonesia. A partial least squares (PLS) based structural equation modeling (SEM) technique is used to analyze the data by utilizing the SmartPLS 3.0 software package. First, the results concluded that transformational leadership has a significant impact on organizational learning culture and intrinsic work motivation. Second, intrinsic work motivation has a significant impact on organizational learning culture. Third, intrinsic work motivation fully mediates the relationship between transformational leadership and organizational learning culture. Also, intrinsic work motivation moderates these variables' relationships. The theoretical model of previous research on the relationship between transformational leadership and organizational learning culture with intrinsic work motivation as a mediator and moderator variable has yet to be fully developed both in public and private organizations, particularly in the health sector.

Purpose: This article analyses the strategic importance of executive education towards the success of organizations. Methodology: This study used a qualitative research design and looked at correlational aspects of different variables. This provided an in-depth understanding of the variables, experiences, drivers, and behaviours. The data collected was analyzed via an explanatory discussion. A secondary type of data collection was applied from sources such as books, published journal articles, online publications etc. Findings: The study found that there was a positive connection between the Executive Education and employee performance, which trickles down to organizational performance. It was concluded that there was a significant Strategic Importance of Executive Education to Organizational Success. Unique Contribution to Theory, Practice and Policy: The study was based on two major theories, i.e. Human Capital Theory (HCT), Becker, G. S. (1993), and Equity Theory (ET), Adams, J. S., & Freedman, S. (1976). Based on these two theories, the study explored the interaction between executive education, training and Development, employee empowerment, strategic leadership and continuous organizational learning culture and the connection therein with organizational success.

This study aimed to identify the impact of internal audit in the protection of accounting information systems in commercial banks in Jordan , the researcher designed a questionnaire consisting of (28) items, which were distributed to the constituent of the commercial banks to study in Jordan community, and the number (5) commercial banks by the end of 2015, noting that the study where there is no option for a sample of the community, set it the study included all members of society, and represented the unit of analysis to individuals working in the accounting departments (financial, accountants, managers), circles and other sections in the commercial banking sector by the end of 2015, were distributed (100) to identify the individuals working in these departments and sections. This study has concluded that there is a statistically significant effect (second hypothesis) to the effect of internal audit in the protection of accounting information systems in commercial banks in Jordan, where he reached the relationship between two variables value (0.654), and considers this value is statistically significant, because the value of ( f) calculated the (67.85) have a statistically significant level of significance (0.000), which is less than (5%), and indicate this result to the impact of internal audit in the protection of accounting information systems in commercial banks in Jorda. As well as the study concluded that there is a statistically significant effect (for the second hypothesis) to the effect of internal audit in the accounting information security rules in commercial banks in Jordan, where he reached the relationship between two variables value (0.631), and considers this value is statistically significant, because the value of ( f) calculated the (60.09) have a statistically significant level of significance (0.000), which is less than (5%), and indicate this result to the impact of internal audit in the accounting information security rules in commercial banks in Jordan. As well as the study concluded that there is a statistically significant effect (for the third hypothesis) to the effect of internal auditing in enhancing the appreciation and awareness of staff in commercial banks in Jordan, where he reached the relationship between two variables value (0.397), and considers this value is statistically significant, because the value of ( f) calculated the (17.05) have a statistically significant level of significance (0.000), which is less than (5%), and indicate this result to the impact of internal auditing in enhancing the appreciation and awareness of staff in commercial banks in Jordan.

PurposeThe main purpose of this study is to investigate the effect of learning culture and knowledge sharing (KS) on organizational effectiveness (OE). This study also proposed to investigate the role of employee competency in organizational success.Design/methodology/approachThis study is based on the primary and secondary sources of data. The primary data comprises 392 responses from different information technology firms located in India, whereas secondary sources are based on journals, reports, company manuals, etc. The data was analyzed in partial least square-structural equation modeling using SMART-PLS 3.3 software.FindingsThis study confirms the conceptual model with the collected data. The key contributors to the model are organizational learning culture (OLC), KS, employee competencies (EC) and OE. The OLC and KS are the independent variables, and OE is the dependent variable, whereas the EC is the mediating variable in the research model. The findings reveal that there is a significant OLC on KS, EC and OE. Likewise, the relationship between KS and OE is also significant. The mediation analysis confirms the EC is significant for the relationships. However, the mediating effects of KS on the relationship between OLC and EC are not significant in this research.Practical implicationsAn effective learning culture that leads to an increase in KS activities eventually enhances EC and promotes OE. It indicates that strengthening the learning culture will result in the promotion of knowledge sharing, and it is obvious that the employees’ competencies will increase when the employee is skilled and knowledgeable.Originality/valueWith references to different theories, this study provides an integrated model that shows the relationships between OLC, KS, EC and OE. By strengthening the OLC and KS, this relationship is benevolent to the success of the organization. The created framework paves the way for scholars to further explore insights from inside each component.

This study aimed to determine strategic agility impact on employees’ performance in commercial banks in Jordan. A self-administrated questionnaire was developed according to research objective and hypotheses. The research population consisted of all managerial employees in Jordanian commercial banks. A random sample was selected consisting of 250 staff members who have senior administrative and supervisory positions in the commercial banks. Statistical techniques were used to test the research hypotheses. The research concluded a set of outcomes, the most important is strategic agility with its dimensions have an impact on employee performance in the commercial banks in Jordan. The research also concluded that strategic agility dimensions (strategic sensitivity, core capabilities, clarity of vision, strategic goals information technology selection, and share responsibility) influence on employee's performance in commercial banks in Jordan. The study recommended that commercial banks in Jordan have to adopt strategic agility approach to improve their employee's performance. The commercial banks must exert their best efforts to rapidly adapt to surrounding environmental variables. Commercial banks have to pay attention to human capital, which plays a major role in achieving good performance.

In an era characterised by economic volatility and financial complexities, the banking sector plays a primary role in sustaining economic stability. However, the global financial landscape has witnessed several crises, highlighting the importance of effective credit risk management practices for banks. Jordan, like many emerging economies, faces its own unique set of challenges in this regard. Despite the recognition of credit risk management's significance, there exists a research gap in comprehensively understanding how the credit risk management practices and their implementation challenges faced by Jordanian commercial banks may influence their overall performance. Addressing this gap is crucial for ensuring the sector's resilience and the country's economic stability. To this end, this research aims to investigate the impact of credit risk management practices and their implementation challenges on the performance of Jordanian commercial banks. To achieve this, a multi-phase research methodology was adopted, combining qualitative and quantitative data collection, analysis, and processing techniques. Frist, a systematic literature review was conducted to identify the current credit risk management practices and their implementation challenges in commercial banks. Second, a focus group session with 9 credit risk experts in Jordan was carried out to further validate the identified factors. Third, a questionnaire survey was developed and distributed to credit risk experts in Jordan to rank the impact of credit risk management practices, credit risk management challenges, credit risk management best practices, and the bank's performance indicators (CAMELS). Fourth, Partial Least Square Structural Equation Modelling (PLS-SEM) was developed to quantitatively analyse the direct and indirect effects of credit risk management practices and their implementation challenges on bank performance. Fifth, a focus group session with credit risk experts in Jordan was conducted to validate the analysis outputs. Based on the adopted methodology, 34 credit risk management practice factors were considered relevant to the Jordanian commercial banking context. These were categorised into four groups: credit risk understanding, credit risk identification, credit risk analysis and assessment, and credit risk monitoring and controlling practices. Moreover, the research identified 20 key challenges to the implementation of credit risk management practices in Jordan. These challenges fall into four primary categories: regulatory challenges, operational challenges, technological challenges, and economic challenges. Furthermore, the results of the PLS-SEM analysis showed that credit risk monitoring and controlling practices exerted the most substantial direct effect on Jordanian commercial banks' performance, followed by credit risk assessment and analysis, credit risk understanding, and credit risk identification practices, respectively. In terms of the challenges, economic challenges emerged as the strongest direct effect on Jordanian commercial banks' performance, followed by technological, operational, and regulatory challenges, respectively. Additionally, when considering the total effects following the inclusion of the mediator, significant outcomes were discerned for credit risk monitoring and controlling practices, which led to a robust total effect, followed by credit risk assessment and analysis, credit risk understanding, and credit risk identification practices. The inclusion of the mediator yielded significant total effects, with economic challenges registering the most pronounced total effect, followed by technological, operational, and regulatory challenges, respectively. The outcomes of this study offer a valuable opportunity for academics and decision-makers to gain a deeper comprehension of credit risk management practices and their implementing challenges constraining the performance of banks in Jordan. Also, it imparts valuable information to decision-makers regarding the current state of credit risk management in developing countries like Jordan. Additionally, the study explores the complex interplay between these challenges and current banking practices, requiring an evaluation by credit risk experts. Furthermore, the study has a wider impact on regulatory bodies, notably the central bank of Jordan, as it aids in refining and establishing supervisory programmes for credit risk management.

The current research study aimed to understand the extent of which E-HRM is applied within the commercial banks in Jordan from the perspective of Human Resource Managers in Jordan. Four variables were chosen to be influential on the degree of applying the E-HRM practices and approaches within the commercial banks in Jordan which are (management support, degree of awareness, IT infrastructure, and the current HRM approaches adopted). A questionnaire was adopted as the tool of the study in order to collect the needed data. 400 questionnaires were distributed on the sample of the study and 313 questionnaires were retrieved from the respondent which were properly filled and can be statistically processed. The results of the study indicated that all the four variables have influence on the implementation of the E-HRM within the commercial banks in Jordan. According to the respondents the most influential variables were the degree of awareness of the E-HRM among managers and HRM officers which can help one way or another in supporting the implementation process of the E-HRM within the commercial banks in Jordan.

The purpose of this study was to determine the relationship between transformational leadership and organizational learning culture in perioperative nursing units, and further, whether there was a difference in these relationships between hospitals with and without ANCC Magnet Recognition®. The study also explored whether there were significant differences between perioperative staff nurse perceptions of leadership and learning culture in Magnet and non-Magnet hospitals. Using a quantitative, correlational design, this study measured the responses of 1,121, board certified perioperative nurses to a survey comprised of items from the Multifactor Leadership Questionnaire (MLQ5X) (Avolio & Bass, 1995), the Dimensions of Learning Organization Questionnaire (DLOQ-A) (Watkins 1993; 1996), and select demographic questions including whether or not their hospital had earned the Magnet designation. Regression analysis and ANOVA findings indicated a strong, positive correlation between transformational leadership and organizational learning culture. This relationship persisted after adjusting for demographics and hospital characteristics. However, Magnet status did not have a moderating effect on this relationship. While Magnet hospitals had significantly higher total scores for both transformational leadership and learning culture than non-Magnet hospitals, the relationship between transformational leadership and learning culture was similar in both groups. These findings reinforce the beneficial effects of the ANCC Magnet Recognition Program® on nursing work environments, which have been shown to positively influence nursing recruitment, retention and patient outcomes.

Purpose: This empirical study examines the relationship between strategic entrepreneurship and institutional performance within the Saudi Public Investment Fund (PIF), with a particular focus on the mediating role of strategic leadership. The study addresses a gap in the literature by explaining how entrepreneurial orientations are translated into measurable performance outcomes in sovereign wealth funds. Design/methodology/approach: A quantitative cross-sectional research design was employed. Data were collected from a stratified random sample of 337 professional employees at different organizational levels within PIF. Strategic entrepreneurship was modeled as a second-order construct comprising entrepreneurial mindset, entrepreneurial leadership, entrepreneurial culture, strategic resource management, and creativity and innovation application. Institutional performance was measured using the Balanced Scorecard dimensions, while strategic leadership was conceptualized as a reflective construct. Data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) with SmartPLS 4, supported by bootstrapping procedures. Findings: The results indicate a significant positive effect of strategic entrepreneurship on institutional performance. Strategic leadership was found to partially mediate this relationship, confirming its role as a key mechanism through which entrepreneurial capabilities enhance performance. The measurement and structural models demonstrated strong reliability, validity, and explanatory power. Originality/value: This study extends strategic entrepreneurship and leadership theories to the context of sovereign wealth funds and provides empirical evidence on the mediating role of strategic leadership in enhancing institutional performance. Practical implications: The findings offer actionable insights for policymakers and executives in sovereign investment institutions, emphasizing the importance of developing strategic leadership capabilities and fostering entrepreneurial practices to improve institutional performance.

This study aims to examine the role of strategic leadership and organizational culture in optimizing the potential of Generation Z (Gen-Z) employees in the modern work environment. Gen-Z has unique characteristics, such as high adaptability to technology and a strong desire to achieve work-life balance, which requires a more inclusive and dynamic leadership approach and organizational culture. Through a quantitative approach, this study uses the Partial Least Squares Structural Equation Modeling (PLS-SEM) method to analyze the relationship between strategic leadership and organizational culture on the performance of Gen-Z employees. Data were obtained from a survey of 96 Gen-Z employees working in various industrial sectors. The results of the study indicate that strategic leadership involving open communication, innovation, and long-term vision does not have a positive and significant effect on Gen-Z motivation and performance. In addition, an organizational culture that supports collaboration, flexibility, and personal development has also been shown to play an important role in improving their performance. This study underlines the importance of the role of strategic leaders in creating an organizational culture that is aligned with the expectations and values ​​of Generation Z, so that they can optimize their potential to the fullest. The practical implications of this study provide guidance for managers and organizational policy makers to design effective leadership strategies in the era of a multigenerational workforce.

PurposeThis study aims to evaluate the relationship between organizational learning (OL) culture (OLC) and innovation. This study also aims to determine the patterns by which the concepts of OLC/learning organization (LO)/OL and OL capability are interrelated and have an impact on innovation.Design/methodology/approachThis study emphasized the analysis of 42 literature reviews, which contained the variables of OLC/LO/OL and innovation.FindingsA holistic perception of OLC/LO/OL and its relationship with the constructs of innovation was provided. In this case, more reports emphasized the indirect correlation of OLC with innovation, through intervening variables. This indicated that OLC enabled innovation through several internal and external aspects, as well as balancing between flexibility and control in promoting OLC. As part of the OL process, information, acquisition, distribution, interpretation and dissemination were also consistently related to innovation, which escalated the company's ability in becoming an LO. This proved that a group of employees needs to share a similar belief in promoting work unit innovation, because of the importance of continuous formal and informal learning in a well-structured internal organization system. In this case, external factors need to be highly considered, including competitors and clients.Originality/valueThis study is among the earliest to review the literature about the relationship between OLC and innovation. This study also provides recommendations for enhancing OLC in promoting innovation.

The purpose of this study is to examine the developmental stage of organization's learning culture and its impact on organizational performance. Based on the theoretical framework proposed by Watkins and Marsick, this study conducted questionnaires survey in 48 Chinese organizations and acquired a sample of 325 subjects. The results show that: (1) the developmental stage of organization's learning culture includes initiation, cultivation, growth and mature stage. The level and form of individual learning, team learning and organization learning are different in every stage of organization's learning culture; (2) different ownership types of organizations have differences in the current state of organization's learning culture; (3) organizational performance has been improved significantly with the development of organization's learning culture.

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