This study aims to understand the link between strategic planning, perceived ease of use and strategy management and the organizational performance in Jordanian public higher education institutions, and to examine the moderating role between PEU and top management support in regards to digital transformation. A quantitative research design was used, and the structured questionnaire was given to a sample of 384 employees in public universities of Jordan. Descriptive data analysis was performed by SPSS 26 and partial least squares structural equation modeling was performed by SmartPLS 4. It employed a two-stage analysis: (1) assessment of the measurement model for reliability and validity and (2) evaluation of the structural model for testing the proposed hypotheses and moderating effects. The results show that perceived ease of use and strategy management significantly positively influenced the performance and that perceived ease of use is the strongest predictor. Strategic planning, on the other hand, does not directly affect performance to a significant extent. The moderating role of top management support is significant and negative to the relationship between strategic planning and performance, but not significant to the relationship between perceived ease of use and performance as well as to the relationship between strategy management and performance. The findings highlight the need to enhance the usability and accessibility of information on the websites, the clarity of information, and the user experience of university digital platforms. The study adds to the literature by bringing together the Resource-Based View, Dynamic Capabilities Theory, Public Value Theory and Upper Echelons Theory, and by presenting empirical evidence from a context in a developing country in which the use of digital usability and the management of a digital strategy are more powerful drivers of performance than traditional strategic planning.
This study explores the mediating role of e-knowledge sharing and the moderating role of e-human resource management (E-HRM) between AI-driven project management and project performance in Jordanian SMEs. A total of 381 SME respondents were collected with a response rate of 97.75% which were analyzed in SPSS and SmartPLS. The results show that AI-driven project management has a significant positive impact on project performance and has a significant impact on e-knowledge sharing. The effect of E-knowledge sharing on project performance is positive, as shown by mediation analysis, which revealed that there was a significant mediation effect in the process of mediating this relationship. E-HRM has a significant moderating effect between AI-driven project management and project performance. These findings highlight the importance of combining technological investments and organizational knowledge-sharing mechanisms and advanced e-HRM systems to obtain the best results. The research offers practical insights for the SME leaders and policy makers, who aim to maximize the success of a digital transformation program in their business by using a holistic approach that includes technological, organizational, and human resource management aspects. The book provides a comprehensive view of digital transformation in developing economies, adding to the body of literature on the matter, and provides practical recommendations for practitioners in the field of digital implementation of AI-based project management systems.
This study examines the impact of digital analytics on project efficiency, with particular emphasis on the moderating role of cross-functional coordination and the interaction effects of its underlying dimensions. Data were collected through an online survey of 438 employees engaged in project-based work and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The findings reveal that digital analytics has a significant positive effect on project efficiency, indicating that analytics-driven insights enhance decision-making, improve responsiveness, and reduce operational inefficiencies. However, the results also demonstrated that the effectiveness of digital analytics is significantly strengthened by cross-functional coordination. This suggests that the value of analytics is not fully realized unless organizations foster collaboration and alignment across departments. Further analysis highlights that specific dimensions of cross-functional coordination contribute differently to project efficiency, such as data-driven decision-making capabilities and communication skills emerged as the most influential factors, emphasizing the importance of timely decisions and effective information exchange. Employee empowerment and collaboration and knowledge sharing also play important roles by encouraging participation, innovation, and collective problem-solving. In contrast, management support and transparency of information sharing function as enabling conditions that support coordination but have a comparatively lower direct influence. Overall, the study underscores the importance of integrating digital analytics with strong organizational capabilities. It demonstrates that project efficiency can be significantly enhanced when data-driven insights are supported by effective coordination, communication, and collaboration mechanisms, offering valuable theoretical and practical implications for data-driven project management.
This study examines whether and how FinTech ecosystems enhance accounting transparency through the mediating role of real-time reporting capability. Drawing on digital transformation and accounting information systems literature, the study argues that digital financial infrastructure does not automatically produce transparent accounting outputs unless firms possess the capability to transform digital financial data into timely, traceable, understandable, and decision-useful accounting information. Data were collected from 320 professionals working in digitally enabled sectors in Jordan, including banks, FinTech firms, listed companies, insurance companies, and digital SMEs. The proposed mediation model was tested using Partial Least Squares Structural Equation Modeling (PLS-SEM). The results show that FinTech ecosystems have a positive and significant effect on accounting transparency and real-time reporting capability. Real-time reporting capability also has a positive and significant effect on accounting transparency. More importantly, the findings confirm that real-time reporting capability significantly mediates the relationship between FinTech ecosystems and accounting transparency. The study contributes to FinTech-accounting research by moving beyond the direct-effect assumption and identifying real-time reporting capability as a capability-based mechanism through which FinTech ecosystems are translated into transparent accounting outputs. The findings also provide practical implications for managers, accountants, auditors, and regulators by highlighting the need to develop real-time reporting capabilities alongside digital financial technology adoption.
Supply chain leaders in manufacturing companies play a key role in organizing strong relationships with members in the supply chain. This study aims to analyze the role of supply chain leaders in improving the operational performance of manufacturing companies in Indonesia through supplier and customer integration and supply chain transparency, and to test the moderating role of information technology. The research used a quantitative approach, with a direct survey of 38 companies and the rest via a Google form, yielding a total of 218 respondents from manufacturing companies that have used information technology and coordinated with external partners. Data were analyzed using the PLS-SEM version 4.0 to test the outer and inner models. The results of the study show that supply chain leaders have a significant effect on customer integration, supplier integration, and supply chain transparency. Furthermore, customer integration, supplier integration, and supply chain transparency have been shown to affect operational performance positively. These findings confirm that the operational performance of manufacturing companies can be improved through supply chain leadership that fosters coordination, collaboration, and information disclosure among suppliers and customers, and the moderating role. Information technology only strengthens the relationship between supplier integration and operational performance, whereas the relationship between customer integration and supply chain transparency and operational performance shows no significant moderating influence. This research makes a theoretical contribution to the development of supply chain leadership, integration, transparency, and digital supply chain studies, as well as provides practical implications for manufacturing companies to manage supplier and customer integration more strategically to improve quality, flexibility, delivery accuracy, customer service, and customer satisfaction on an ongoing basis.
The advent of Business Intelligence (BI) can be seen as an important organizational capability for developing strategic decisions and innovation in the financial industry. On the other hand, the quick development of Financial Technology (FinTech) has greatly changed the face of financial services by ensuring operational effectiveness, better customer experience, and competitive advantage. In spite of the growing usage of business intelligence systems within financial organizations, there is still a shortage of empirical evidence about the processes of how business intelligence helps FinTech succeed in an organization. Specifically, prior studies did not pay much attention to the mediating role of Project Management Development in translating business intelligence into successful implementation of financial technology. In order to fill this gap, the current study is focused on investigating the direct impact of Business Intelligence on the success of Financial Technology, how Business Intelligence affects Project Management Development, how Project Management Development affects FinTech success, and the mediating effect of Project Management Development in this process. For this purpose, the Dynamic Capabilities Theory (DCT) and Resource-Based View (RBV) serve as the main theories for the current research. in order to boost the effectiveness of financial technologies. This research utilizes the Quantitative Research Methodology in which a standardized questionnaire survey is sent to managers and professionals in financial organizations working with Business Intelligence and Financial Technologies. The collected data is analyzed using the method of Partial Least Squares Structural Equation Modeling (PLS-SEM) with SmartPLS 4.0. The proposed theoretical model suggests that Business Intelligence has a powerful positive influence on Project Management Development due to better data integration, higher analytic skills, effective decision-making process, and sharing of knowledge in the organization. As a result, Project Management Development Boosts Financial Technology Performance by improving planning, implementation, control, collaboration, and resource management of projects. Expected findings will contribute to the development of theories and practices by expanding the Dynamic Capabilities Theory into Financial Technology domain and providing practical evidence that efficient application of FinTech solutions is possible only in case of high Business Intelligence skills along with effective project management techniques.
Artificial intelligence has become a core enabling factor for raising the standard of sustainable project management, and it can effectively strengthen organizational capacity, innovation levels, and the quality of environmental decision-making. Against this backdrop, this study is an original empirical study focused on organizations implementing green projects in Malaysia. Its core research objective is to explore the impact of AI-driven green project management on sustainable project performance. The study incorporates the following variables: antecedent variable MADANI sustainability orientation, core independent variable AI-driven green project management, mediating variable green innovation capability, moderating variables organizational green agility and green tax incentives, and dependent variable sustainable project performance. This study adopts a quantitative cross-sectional research design, and collected valid samples from 341 practitioners. It uses partial least squares structural equation modeling (PLS-SEM) to analyze the core conceptual model. The results show that the path coefficients and p-values between all core variables reach the threshold for statistical significance. The model’s explained variance for green innovation capability is 41.7%, and its explained variance for sustainable project performance is 49.2%. At the academic level, this study fills the literature gap in the research field of AI-enabled sustainable project management; at the practical level, it provides clear actionable guidance for local Malaysian organizations and policymakers to advance digital transformation and sustainable development initiatives.
Project Management 5.0 takes the perspective of viewing AI as a value-creating capability, arguing that it needs to be under human-centric governance, built with sustainability principles. In this study, we presumed after examining the impacts of AI adoption on project success and the intervening variables of human-centric decision-making (HCDM) and sustainability integration (SUS). The gathered data from 384 project professionals from the major sectors in Jordan were analysed using SPSS 29 and Smart PLS 4 software. Results indicate that the use of AI has a positive direct effect on project success (β = 0.284, p < 0.001) and indirect effect on project success through HCDM (indirect effect = 0.203), and SUS (indirect effect = 0.171). Adopting the model explains 58.7% of the success variance in projects and supports complementary incomplete mediation. The study empirically operationalises the definition of PM 5.0 as an AI–human–sustainability framework and offers new empirical evidence in the context of a developing economy.
The main objective of this study is to analyze and examine the influence of project financing audits, project quality management, and environmental, social, and governance (ESG) practices on corporate sustainability. This study seeks to determine the extent to which governance mechanisms and project implementation quality can ensure long-term business continuity and organizational resilience. The research employs a quantitative methodology utilizing Structural Equation Modeling with Partial Least Squares (SEM-PLS) to test the hypothesized relationships. The research sample comprises 432 respondents, including directors and senior executives from companies operating in the construction, infrastructure, and energy sectors that actively publish sustainability reports. Comprehensive data on ESG scores, financing audit reports, and project quality management metrics were systematically collected. A structured questionnaire employing a five-point Likert scale (1-5) was utilized to measure the following constructs: Project Financing Audits (X1), Project Quality Management (X2), ESG Practices (X3), and Corporate Sustainability (Y). The SEM-PLS analytical procedure encompasses three sequential stages: model specification, outer model evaluation (assessment of measurement model validity and reliability), and inner model evaluation (structural model assessment for hypothesis testing). Data processing was conducted using SmartPLS software. The empirical findings reveal that project finance audits, project quality management, and ESG practices each exert a positive and statistically significant impact on corporate sustainability. These three factors collectively strengthen organizational transparency, enhance investment efficiency, and facilitate effective long-term risk mitigation strategies. In conclusion, this research demonstrates that project financing audits, project quality management, and ESG practices positively and significantly contribute to corporate sustainability. These variables exhibit mutually reinforcing relationships that collectively generate long-term organizational value. Project Finance Audits play a pivotal role in ensuring financial accountability, preventing fund misuse, and ensuring that capital allocation and project investments are executed effectively and efficiently to safeguard long-term financial health. Project Quality Management contributes to mitigating operational failure risks, improving work efficiency, and ensuring that project outputs conform to established quality standards, thereby maintaining and enhancing the company's public reputation. ESG Practices serve as a positive signal to the market and investors, as they have been empirically proven to minimize long-term operational risks, strengthen stakeholder relationships, and enhance future business value and organizational resilience.
The present research aimed to conduct a bibliometric evaluation and literature review on the automation of customs logistics and competitiveness in the supply chain, using Scopus from 2001 to 2025. Methodologically, in the first phase, the research employed a bibliometric design; in the second, it used a systematic literature review strategy, combining quantitative and qualitative approaches. The initial phase included 252 studies, and phase two included ten articles. According to the results, the area of scientific production grew by 37.3% from 2021 to 2024, with the United States leading the group with 9.7% of publications. Moreover, the most relevant thematic areas were management, business, and accounting (22%). It is concluded that the variety of topics addressed, the degree of cooperation among researchers, contributing nations, and the accessibility of important data from highly impactful sources are signs of scientific development. Moreover, the systematic analysis revealed that a well-objective implementation is necessary for the advantages of supply chain competitiveness and customs logistics automation to materialize. Likewise, through this analysis, the study offers both an evaluation of the existing literature and a foundation for future research.
This study investigates whether stock market dynamics influence credit allocation for capital and project investments, and how this relationship is moderated by institutional quality. Comparing ten developed and Southern Mediterranean economies over the 2008–2023 period, the analysis employs a bootstrap panel Granger causality framework to assess equity returns and GARCH (1,1) conditional volatility channels. The findings reveal that while developed markets display integrated risk-taking dynamics affecting investment credit, Southern Mediterranean markets exhibit defensive banking behaviour where financial volatility sharply constrains project-related CapEx without responding to positive market signals. These heterogeneities underscore that project financing efficacy relies heavily on robust institutional frameworks, such as investor protection and creditor enforcement, challenging the assumption of uniform capital availability across institutionally diverse project environments.
The research aimed to determine the influence of risk analysis on value creation in tourism companies in Tarma, considering the mediating role of service quality. The study employed a quantitative approach, was explanatory in nature, and used a non-experimental, cross-sectional, correlational-causal design. The population consisted of 140 formally registered tourism companies in the province of Tarma, selected using a census sampling method. Data were collected using a structured questionnaire with a Likert scale and analyzed using Structural Equation Modeling with Partial Least Squares (PLS -SEM). The results demonstrated adequate levels of reliability and validity for the measurement model, with factor loadings between 0.79 and 0.86, Cronbach's alpha between 0.87 and 0.91, composite reliability between 0.90 and 0.93, and AVE values greater than 0.65. The structural model confirmed that risk analysis positively influences value creation (β = 0.35; p < 0.001) and service quality (β = 0.62; p < 0.001), while service quality significantly influences value creation (β = 0.58; p < 0.001). Furthermore, a partial mediating effect of service quality was verified (indirect β = 0.36; p < 0.001). The model explained 38% of the variability in service quality and 62% in value creation. It is concluded that strengthening risk management and service quality is a fundamental strategy for increasing the competitiveness and sustainability of tourism businesses in Tarma. These findings expand the empirical evidence of the mediating role of service quality in the relationship between risk analysis and value creation within the tourism sector.
Industrial firms require timely environmental information to evaluate resource use, compliance exposure, and the long-term consequences of strategic alternatives. This study examines the association between environmental business intelligence and sustainable strategic decision quality and evaluates green strategic agility as a potential transmission mechanism in Jordanian industrial organizations. A cross-sectional survey yielded 312 usable responses from managers, supervisors, administrative employees, and technical specialists. Environmental business intelligence was modeled through environmental data quality, analysis and prediction, reporting and dashboards, and sustainability integration. The primary sustainable decision-quality construct used 14 directly observed items; six planned items absent from the original data file were excluded from all reported models. Composite-based partial least squares structural equation modeling with 5,000 bootstrap samples showed a strong positive association between environmental business intelligence and sustainable strategic decision quality (β = .729, p < .001, f² = 1.083) and a small positive association with green strategic agility (β = .152, p = .007, f² = .024). Green strategic agility was not significantly associated with decision quality (β = −.067, p = .093), and the indirect effect was unsupported. Because the agility scale showed weak reliability and convergent validity, its structural results are interpreted as exploratory diagnostics rather than confirmatory mediation evidence. The findings emphasize environmental information governance while identifying measurement and organizational-routine conditions that future research must address.
Climate change has increased the importance of carbon emissions and sustainability disclosure in corporate decision-making and capital markets. Despite growing interest in environmental, social, and governance (ESG) practices, limited evidence explains how ESG performance influences the relationship between carbon emissions and market reaction, particularly in emerging markets. This study examines the relationship between carbon emissions and market reaction and investigates the mediating role of ESG performance using panel data from 110 companies listed on the Stock Exchange of Thailand during 2021-2024, comprising 440 firm-year observations. Random-effects panel regression and mediation analysis are employed to test the proposed relationships. The results indicate that carbon emissions are negatively associated with market reaction, suggesting that investors perceive firms with higher carbon emissions as facing greater environmental and financial risks. ESG performance is positively associated with market reaction and partially mediates the relationship between carbon emissions and market reaction. These findings suggest that stronger ESG performance and sustainability disclosure can partially mitigate the adverse market effects of higher carbon emissions. This study contributes to the literature by providing empirical evidence from an emerging market where mandatory sustainability disclosure has recently been introduced. The findings also provide implications for sustainability project management by highlighting the importance of integrating carbon management and ESG practices into organizational planning, implementation, and performance evaluation to strengthen stakeholder confidence and support long-term organizational value.
This study investigates how financial flexibility influences firm performance among Thai listed firms during 2021–2025. The analysis additionally evaluates whether operating cash flow helps clarify the linkage between financial flexibility and firm performance. Cash holdings, leverage, and the current ratio are employed as proxies for financial flexibility, while cash flow from operations relative to total assets is used to capture cash flow efficiency. Firm-level fixed-effects regressions with heteroskedasticity-robust standard errors are applied to control for unobserved firm heterogeneity. The empirical evidence indicates that firms holding larger cash reserves generally achieve stronger profitability, whereas excessive leverage weakens performance. By contrast, the current ratio does not exhibit statistical significance. Stronger operating cash flow efficiency is positively related to ROA, while robustness tests using ROE yield consistent results. Additional estimations support partial mediation. The findings further suggest that cash-based liquidity measures provide greater explanatory relevance than broader accounting-oriented indicators, particularly within emerging-market environments.
The rapid advancement of digital technologies has transformed the banking industry, making Financial Technology (FinTech) a strategic driver of organizational innovation, operational efficiency, and governance. This study examines the effect of financial technology (FinTech) on internal audit practices and investigates the mediating role of digital capability in Jordanian Islamic banks. A quantitative, cross-sectional research design was adopted, and data were collected through a structured questionnaire distributed to employees working in internal auditing, information technology, risk management, compliance, and finance departments. A total of 350 questionnaires were distributed, of which 335 valid responses were obtained and analyzed using IBM SPSS Statistics 29 and IBM AMOS 29 based on Covariance-Based Structural Equation Modelling (CB-SEM). The findings reveal that financial technology has a significant positive effect on internal audit practices and digital capability. Furthermore, digital capability significantly enhances internal audit practices and partially mediates the relationship between financial technology and internal audit practices. These findings indicate that investments in financial technologies create greater organizational value when supported by strong digital capabilities, enabling banks to improve audit quality, strengthen internal controls, enhance risk assessment, and support effective corporate governance.
This study aims to examine Business Intelligence (BI) and its influence on Sustainable Project Performance (SPP) from the perspective of Data-Driven Project Management Capabilities (DDPMC). A capability-based view is adopted throughout the study and it is argued that BI would be more effective in terms of providing project value if the analytical information is converted into managerial capabilities and put into the project planning, monitoring, risk management, resource allocation and decision-making processes. Quantitative research with cross sectional research design was used, and 380 professionals of project-based organizations in Jordan were targeted for data collection. Partial Least Squares Structural Equation Modeling (PLS-SEM) was used to test the proposed relationships. Results show that BI plays a major role in affecting DDPMC towards Sustainable Project Performance. DDPMC also has a strong positive impact on Sustainable Project Performance. Moreover, mediation analyses reveal that the link between BI and Sustainable Project Performance is partially explained by better data-driven managerial capabilities, revealing that DDPMC has a significant mediating role. The study's novel contribution is that it brings all three fields together within a single schema, and that it proposes that DDPMC is one of the significant mechanisms by which BI may contribute to economic, environmental and social project outcomes. The results also highlight the importance of organizations investing not only in BI technologies but in building their analytical and data-driven project management skills.
This study aims to validate the relationship among E-HRM practices, organizational performance, and career satisfaction of international commercial banks. This study draws on three theoretical lenses namely, Social Exchange Theory (SET), the Resource-Based View (RBV), and the Technology Acceptance Model (TAM). Using data compiled from a purposive sample of 542 managers in international commercial banks, a conceptual model was formulated and tested via Partial Least Squares Structural Equation Modeling (PLS-SEM). This study aims to explore the effect of E-HRM E-Recruitment, E-Training, Virtual Teams, on organizational performance and the role of career satisfaction as a mediator in this relationship. SET argues that the nature of the relationship between employees and employers mediated by E-HRM-based practices enhances organizational performance through positive exchanges. According to the RBV, using E-HRM practices effectively serves as a basis for creating competitive advantage because it integrates human resource strategies with mainstream business goals, resulting in enhanced people-oriented outcomes and overall organizational performance. Moreover, TAM also posits that usage behavior towards E-HRM systems is determined by career satisfaction contributors such as perceived ease of use and perceived usefulness from the employees' perspective. High level E-HRM practices result in higher satisfaction of employees, thus having a direct impact on organizational performance as shown by the mediated relationship between E-HRM practices and organizational performance. The implications of these findings stress that E-HRM practices should be best managed keeping in view employees’ aspirations in order to yield high levels of career satisfaction imperative to the organizational performance and success. This study adds to literature HR professionals working in international commercial banks by offering useful implications regarding the implementation of E-HRM practices focusing on the necessity of employee-centric preferred E-HRM practices to overcome organizational performance.
This study examines how two important ERP project management practices, business process reengineering (BPR) and ERP requirements definition (ERD), contribute to IT infrastructure capabilities in small and medium-sized enterprises (SMEs). Drawing on Dynamic Capabilities Theory, the study proposes that BPR and ERD strengthen IT infrastructure stability, which subsequently supports infrastructure flexibility. Using structural equation modeling (SEM) and data from 255 Saudi SMEs, the results show that both BPR and ERD have significant positive effects on infrastructure stability. Infrastructure stability, in turn, has a significant positive effect on flexibility and mediates the effects of both BPR and ERD on infrastructure flexibility. The model explains 58.4% of the variance in infrastructure stability and 37.7% of the variance in infrastructure flexibility. These findings support a stability-first sequence in the development of IT infrastructure capabilities, suggesting that a reliable and integrated technological foundation can facilitate subsequent adaptation and flexibility. The study extends research on ERP project management by showing that project practices can influence not only ERP implementation outcomes but also the longer-term development of IT infrastructure capabilities. For project managers, the findings highlight the importance of process redesign and clear requirements definition as early steps toward building infrastructure flexibility.
Modern medium and large businesses in Russia require a practice-oriented approach to the implementation of projects that should lead to a qualitative change in company’s business processes. This is also relevant for preparing companies for the transition to management based on the principles of sustainable development. A practice-oriented approach to implementing change projects in Russian companies through consulting projects adapted to the specifics of the local business context has been presented. A universal eight-step algorithm has been proposed, which includes such steps as diagnosing the current state of business processes, forming change arrangements, developing a methodology for changes, training employees, implementing changes using software, scaling to a selected target group, and post-project implementation support. Using the example of corporate time management implementation, the authors demonstrate how operational improvements (overdue orders reduction, meetings optimization, and transparent loading) create the foundation for further strategic transformation towards sustainable development. Special attention has been paid to the role of consultants as facilitators, joint decision-making with employees, and the integration of digital tools to bring about change. The research paper will be useful for managers, consultants, and researchers involved in organizational transformation and implementation of changes in Russian companies.
