Organizations In Jordan Research Articles

Change Resistance in Central Government Organisations in Jordan: Causes and Implications for Future Trends of Administrative Reform and Development

Change Resistance in Central Government Organisations in Jordan: Causes and Implications for Future Trends of Administrative Reform and Development

The Political Limits to Nongovernmental Organizations in Jordan

Nongovermental organizations (NGOs) are frequently touted as important actors in democratization. Yet despite the proliferation of NGOs since the advent of political liberalization and democratization in Jordan, they remain circumscribed by the realities of continued state power. Because the political transition was informed by a desire to perpetuate regime survival in the midst of economic crisis, NGOs continue to experience political limits to their activities. The regime primarily relies upon three strategies to control the NGO community: (a) administrative repression and oversight; (b) civil society “infiltration” through royal nongovernmental organizations and other government NGOs; and (c) centralization through the General Union of Voluntary Societies.

Organizational Structure in the Middle East: a Comparative Analysis

Despite the very large number of comparative organizational studies evidenced in the literature, few have been undertaken in the Middle East and only two involve a direct comparison of organizations in the Middle East with organizations in the West. In their comparison of organizations in pre-revolutionary Iran and the United States, Miller and Mahmoudi found strong support for the culture-free hypothesis and concluded that Iran could now be added to the growing list of countries showing a similar pattern of relationships among the major components of organizational structure. However, Miller and Sharda found support for the culture specific hypothesis in their comparison of organizations in Jordan and the United States. The purpose of this research is to show that Miller and Mahmoudi's conclusion may have been premature. Data were obtained from a matched sample of organizations in Jordan, and the causal model proposed by Miller and Mahmoudi is reanalyzed for all three countries employing a more rigorous methodology. The results suggest that a model constraining all parameters to be equal, fits the data in both Iran and Jordan, but not in the United States. This finding is not consistent with the culture-free hypothesis and suggests instead that organizational structure is conditioned in important ways by the unique culture and institutions of the nation-state.

Organizational Structure in the Middle East: a Comparative Analysis

Despite the very large number of comparative organizational studies evidenced in the literature, few have been undertaken in the Middle East and only two involve a direct comparison of organizations in the Middle East with organizations in the West. In their comparison of organizations in pre-revolutionary Iran and the United States, Miller and Mahmoudi found strong support for the culture-free hypothesis and concluded that Iran could now be added to the growing list of countries showing a similar pattern of relationships among the major components of organizational structure. However, Miller and Sharda found support for the culture specific hypothesis in their comparison of organizations in Jordan and the U.S. The purpose of this research is to show that Miller and Mahmoudi's conclusion may have been premature. Data were obtained from a matched sample of organizations in Jordan, and the causal model proposed by Miller and Mahmoudi is reanalyzed for all three countries employing a more rigorous methodology. The results suggest that a model constraining all parameters to be equal fits the data in both Iran and Jordan, but not in the U.S. This finding is not consistent with the culture free hypothesis and suggests instead that organizational structure is conditioned in important ways by the unique culture and institutions of the larger nation state

Optimization modeling for estimating and enhancing relative efficiency with application to industrial companies

Data Envelopment Analysis (DEA) is a special optimization model used to assess and compare the comparative efficiency of organizational units where the presence of multiple inputs and outputs makes comparisons difficult. The aim of this paper is to evaluate the operational efficiency of manufacturing organizations in the context of a developing country and to apply a modified model of DEA for eliminating inefficiencies by imposing realistic limits on input and output factors. Actual data on 55 manufacturing organizations in Jordan were obtained for this purpose. Extensive interviews and discussions were conducted to get details on how the DEA results were accepted by the companies studied and the changes they produced if any.

Performance Orientation of Bureaucratic Organisations in Jordan and United Arab Emirates: A Comparative perspective

Performance Orientation of Bureaucratic Organisations in Jordan and United Arab Emirates: A Comparative perspective

ASSESSING THE RELATIONSHIPS BETWEEN ORGANIZATIONAL VARIABLES AND TECHNOLOGY: THE CASE OF JORDAN

This study examines and analyzes the relationship between certain organizational variables and technology in certain manufacturing organizations in Jordan. The results of this study indicate that there are positive significant relationships between selected organizational variables (profit margin, management efficiency, organizational age, and organizational size) and technology in the surveyed organizations. While there is a negative significant relationship between the rank of the organization and technology, this study does not confirm any relationship between the organizational ownership type and technology.

Voluntary Social Organizations in Jordan

There are 222 Voluntary social organizations in Jordan. 211 are local and the rest are foreign; 40% of the local societies work in the Capital district, 60% in the other districts.