The Effect of Supply Chain Management Practices on Strategic Flexibility: Applied Study on the Jordanian Manufacturing Companies

The purpose of this study is to identify the impact of supply chain management practices on the strategic flexibility of Jordanian manufacturing companies listed in Amman stock exchange and working in international markets, which amount (47) companies. The sample of study composed of (93) managers working in the target companies. In order to achieve the study objectives, the researcher designed a questionnaire consisting of (32) paragraph to collect the required data from study sample. The multiple regression analysis was used to testing the hypotheses. Empirical results found that the supply chain management practices has a positive impact on strategic flexibility, and the highest impact was for the relationship with customers, while the lowest impact was for the quality of information sharing. Also the study results found that the information sharing level has the highest impact on market flexibility and the strategic partnership with supplier has the highest impact on production flexibility, while the relationship with customers has the highest impact on competitive flexibility. Keywords: Supply Chain Management, Supply Chain Management Practices, Strategic Flexibility, Market Flexibility, Production Flexibility, Competitive Flexibility

Examination the Impact of Total Quality Management Practices in Achieving Strategic Agility: Applied Study on the Jordanian Private Hospitals

Strategic agility enables organizations to respond and react quickly for the continuous and accelerated changes in their business environment and enhance its competitive advantage to survive. Therefore, the main purpose of this study is to determine the impact of quality management practices on achieving the strategic agility in the Jordanian private hospitals that located in Amman city, which amount (40) hospital. The sample of the study included all the study population. The sampling unit and analysis (respondents)  composed of (285) managers and chief of divisions working in the target hospitals with concentrate to whom their work relates to quality management and strategic planning. In order to achieve the study objectives, the researcher designed a questionnaire consisting of (27) paragraph to collect the required data from study sample. The multiple regression analysis was used to testing the hypotheses. Empirical results found that the total quality management practices have a positive impact on strategic agility, and the highest impact was for the customer orientation and supplier management. Based on these results the study recommending that the hospitals should focus largely on their customer orientation, managing their supplier’s quality, obtain top management support, and involve their employees in its total quality efforts in order to achieve strategic agility and gain sustainable competitive advantage thus maintain their survival. Also the study recommending that conducting more future research and studies on the relationship between total quality management and strategic agility in the different contexts, because the current study and its results limited to the Jordanian private hospitals. Keywords: Total Quality Management Practices, Supplier Management, Top Management Support, Customer Orientation, Employee Involvement, Strategic Agilit

Exploring the Influence of Perceived Ethical Work Climate upon Organizational Identification in the Jordanian Cellular Telecommunications Companies

Business ethics is considered significant to the organization success and essential for their survival and growth. The ethical work climate reflects and defines the ethics of the organization, which can be incorporated into employees’ identity through organizational identification. Therefore, the aim of this study is to identify the impact of perceived ethical work climate upon organizational identification in the Jordanian cellular telecommunications companies. The sample of study composed of (182) employee from the target companies. In order to achieve the study objectives, the researcher designed a questionnaire consisting of (31) paragraph to collect the required data from the study sample. The multiple regression analysis was used to testing the hypothesis. Empirical results found that the law and code, independent, rules, and caring as dimensions of ethical work climate has a positive impact on organizational identification, while instrumental climate as a dimension of ethical work climate has a negative impact on organizational identification. Based on these empirical results the study recommending that the companies should focus largely on the caring, law and codes, rules, and independence as dimensions of ethical climate in order to increase the employees’ organizational identification and make these climates the dominant ethical work climate. On the other hand, the companies should minimize the instrumental climate because it decreases the organizational identification of employees. Keywords: Business Ethics, Organizational Ethical Climate, Organizational Identification

Scenario planning as approach to improve the strategic performance of multinational corporations (MNCs)

The primary purpose of this study was to explore the relationship between scenario planning and strategic performance. The data was collected from 121 Multinational corporations operating in Jordan by using a questionnaire. Pearson correlation and the partial least squares (PLS) methodology for factor analysis and path modelling was used to test the study hypotheses. The study found a positive and statistically significant relationships between scenario planning and the four components of strategic performance: financial performance, customer performance, learning and growth, and internal business processes. Based on these findings, the study recommends that managers should apply scenario planning practices to enhance the levels of strategic performance in their companies. Additionally, managers should raise the awareness of their employees regarding the importance of both scenario planning and strategic performance. Moreover, managers should provide their employees with adequate training courses in relation to acquire the knowledge and build their skills in the field of scenario planning. Finally, managers should use the diagnostic instruments that developed by previous research to assess a company’s strategic performance and scenario planning practices, identify managerial practices that need to be implemented or improved, and determine the resources that might realistically be required to build a better scenario planning process and promote strategic performance. Much more research and studies need to be performed in this budding subject. Links among scenario planning and another organizational topics and outcomes need to be searched

The Mediating Effect of Dynamic Capabilities on the Relationship Between Strategic Foresight and Strategic Renewal: Evidence from Islamic Banks in Jordan

Purpose: The present study aimed to examine the mediating effect that dynamic capabilities may have on the relationship between strategic foresight and strategic renewal.   Design/methodology/ approach: The present study relied on quantitative and qualitative methods. More specifically, the authors used a cross-sectional design and survey strategy. Three hundred and three participants were selected randomly from four Islamic banks operating in Jordan completed the study questionnaire. A structural equation modeling technique was employed to test the study hypotheses by using SmartPLS 3 software package.   Findings: The results demonstrated that strategic foresight and dynamic capabilities have a significant and positive effect on strategic renewal. Also, the results illustrated that the dynamic capabilities have a partial mediating effect on the relationship between strategic foresight and strategic renewal.   Research limitations: The results of the present study relate to Islamic banks in Jordan; hence the ability to generalize the findings to other sectors is limited. Another limitation is respondent bias because the study design relies heavily on the participants’ perceptions.   Practical implementation: Used properly, strategic foresight allows managers to see how events in the external environment influence their organizations’ performance. Thus, managers can use strategic foresight for making corrections in plans, policies, strategies, and objectives to get performance back on track using their organizations’ dynamic capabilities.   Originality: Despite the amount of research and studies that have been devoted to understanding strategic foresight, dynamic capabilities, and strategic renewal over the last decades, the relationship between these three constructs has never been studied collectively. Therefore, the present study fills this gap in the literature

Reducing the environmental impact of surgery on a global scale: systematic review and co-prioritization with healthcare workers in 132 countries

Abstract Background Healthcare cannot achieve net-zero carbon without addressing operating theatres. The aim of this study was to prioritize feasible interventions to reduce the environmental impact of operating theatres. Methods This study adopted a four-phase Delphi consensus co-prioritization methodology. In phase 1, a systematic review of published interventions and global consultation of perioperative healthcare professionals were used to longlist interventions. In phase 2, iterative thematic analysis consolidated comparable interventions into a shortlist. In phase 3, the shortlist was co-prioritized based on patient and clinician views on acceptability, feasibility, and safety. In phase 4, ranked lists of interventions were presented by their relevance to high-income countries and low–middle-income countries. Results In phase 1, 43 interventions were identified, which had low uptake in practice according to 3042 professionals globally. In phase 2, a shortlist of 15 intervention domains was generated. In phase 3, interventions were deemed acceptable for more than 90 per cent of patients except for reducing general anaesthesia (84 per cent) and re-sterilization of ‘single-use’ consumables (86 per cent). In phase 4, the top three shortlisted interventions for high-income countries were: introducing recycling; reducing use of anaesthetic gases; and appropriate clinical waste processing. In phase 4, the top three shortlisted interventions for low–middle-income countries were: introducing reusable surgical devices; reducing use of consumables; and reducing the use of general anaesthesia. Conclusion This is a step toward environmentally sustainable operating environments with actionable interventions applicable to both high– and low–middle–income countries

Reducing the environmental impact of surgery on a global scale: systematic review and co-prioritization with healthcare workers in 132 countries

Background Healthcare cannot achieve net-zero carbon without addressing operating theatres. The aim of this study was to prioritize feasible interventions to reduce the environmental impact of operating theatres. Methods This study adopted a four-phase Delphi consensus co-prioritization methodology. In phase 1, a systematic review of published interventions and global consultation of perioperative healthcare professionals were used to longlist interventions. In phase 2, iterative thematic analysis consolidated comparable interventions into a shortlist. In phase 3, the shortlist was co-prioritized based on patient and clinician views on acceptability, feasibility, and safety. In phase 4, ranked lists of interventions were presented by their relevance to high-income countries and low–middle-income countries. Results In phase 1, 43 interventions were identified, which had low uptake in practice according to 3042 professionals globally. In phase 2, a shortlist of 15 intervention domains was generated. In phase 3, interventions were deemed acceptable for more than 90 per cent of patients except for reducing general anaesthesia (84 per cent) and re-sterilization of ‘single-use’ consumables (86 per cent). In phase 4, the top three shortlisted interventions for high-income countries were: introducing recycling; reducing use of anaesthetic gases; and appropriate clinical waste processing. In phase 4, the top three shortlisted interventions for low–middle-income countries were: introducing reusable surgical devices; reducing use of consumables; and reducing the use of general anaesthesia. Conclusion This is a step toward environmentally sustainable operating environments with actionable interventions applicable to both high– and low–middle–income countries

The Mediating Role of Knowledge Sharing on the Relationship Between Competitive Intelligence and Product Development: Evidence from Jordan

The purpose of this study is to investigate the mediating role of knowledge sharing on the relationship between competitive intelligence and product development. A cross-sectional design was used in this study. Using a random sample of 178 general managers from the chemical manufacturing sector in Jordan, the data were collected through an online questionnaire. A structural equation modeling (SEM) was utilized to test the study hypotheses. Findings reveal that competitive intelligence and knowledge sharing have a positive effect on product development; additionally, competitive intelligence has a positive effect on knowledge sharing; and finally, knowledge sharing partially mediates the relationship between competitive intelligence and product development. These results help managers determine how to enhance product development by focusing on competitive intelligence and knowledge sharing. The unique contribution of this study lies in studying knowledge sharing as a mediator variable in the relationship between competitive intelligence and product development, since the empirical analysis of such a relationship has never been undertaken

Reducing the environmental impact of surgery on a global scale: systematic review and co-prioritization with healthcare workers in 132 countries

Background: Healthcare cannot achieve net-zero carbon without addressing operating theatres. The aim of this study was to prioritize feasible interventions to reduce the environmental impact of operating theatres. Methods: This study adopted a four-phase Delphi consensus co-prioritization methodology. In phase 1, a systematic review of published interventions and global consultation of perioperative healthcare professionals were used to longlist interventions. In phase 2, iterative thematic analysis consolidated comparable interventions into a shortlist. In phase 3, the shortlist was coprioritized based on patient and clinician views on acceptability, feasibility, and safety. In phase 4, ranked lists of interventions were presented by their relevance to high-income countries and low-middle-income countries. Results: In phase 1, 43 interventions were identified, which had low uptake in practice according to 3042 professionals globally. In phase 2, a shortlist of 15 intervention domains was generated. In phase 3, interventions were deemed acceptable for more than 90 per cent of patients except for reducing general anaesthesia (84 per cent) and re-sterilization of 'single-use' consumables (86 per cent). In phase 4, the top three shortlisted interventions for high-income countries were: introducing recycling; reducing use of anaesthetic gases; and appropriate clinical waste processing. In phase 4, the top three shortlisted interventions for low-middle-income countries were: introducing reusable surgical devices; reducing use of consumables; and reducing the use of general anaesthesia. Conclusion: This is a step toward environmentally sustainable operating environments with actionable interventions applicable to both high- and low-middle-income countries