Abstract
<p>The aim of this research was to examine the effect of smart organization characteristics: clear strategic vision, merit culture, and supportive incentives system, on social and environmental performance.</p><p>A questionnaire has been developed to gather data from all directors and heads of departments at headquarter of Jordan Phosphate Mines Company which consists of 130 members. 61 questionnaires were retrieved which forms (47%) of study population.</p><p>The findings of the study were:</p><p>- The level of importance of respondents’ perceptions about elements of smart organization characteristics in Jordan Phosphate Mines Company were moderate.</p><p>- The level of importance of respondents’ perceptions about elements of social performance were moderate, except the paragraphs relating to introducing aids to poor families in the local community, respecting community customs and traditions, contributing in training of university students, and providing health care for company employees and their families, which the level of importance of each was high.</p><p>- The level of importance of respondents’ perceptions about elements of environmental performance were moderate.</p><p>- There is no statistical impact of clear strategic vision and merit culture on social performance and environmental performance of Jordan Phosphate Mines Company.</p><p>- There is a statistical impact of supportive incentives system on social and environmental performance of Jordan Phosphate Mines Company.</p>Based on the findings of the study, Jordan Phosphate Mines Company is advised to pay more attention to environmental protection, and to enhance its role in sustainable social development. It is recommended that further studies on the variables of smart organization characteristics, social, and environmental performance could be conducted at other business organizations in Jordan.
Highlights
Organizations faced radical changes in the beginning of the 21st century
In order to measure the impact of smart organization characteristics on social performance and environmental performance, a survey questionnaire was distributed to all directors and heads of departments in the headquarter of the Jordan Phosphate Mines Company (JPMC) to collect the relevant field data about research variables in order to test the research hypotheses, and to formulate some recommendations that enhance the social performance and environmental performance of the JPMC based on the reached results
The results revealed that there is a statistical effect of supportive incentives system on social performance of JPMC; Beta =.564, P = 0.001 which supported hypothesis H1-3
Summary
Organizations faced radical changes in the beginning of the 21st century These changes formed challenges that threatened the survival of organizations, which led several organizations to review their strategic points, focus on the adaptation to its environments, and to respond to customer needs and expectations through new methods such as building cooperation and virtual organizations. Organizations adopted a new approach called agility in order to face these challenges. This concept became one of the most important new trends in today's complex organizations because the smart tools and smart human ijbm.ccsenet.org. Matheson and Matheson indicated that organization's ability to make smart decisions and adapt quickly to changes in the environment is the most important competitive advantage in the 21st century. Examples from General Motors, Pilkington Glass, and Bank One of Ohio were presented as best practices to demonstrate that enriched R&D can be implemented to create the smart organization (Matheson & Matheson, 1998)
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