This study aims to examine the mediating role of social media marketing effectiveness in the relationship between customer engagement dimensions (cognitive, emotional, behavioral, transactional, and social) and brand loyalty in the context of Amazon as a retail brand store. A quantitative approach was adopted, employing a survey-based method to collect data from 320 consumers who engage with Amazon as a retail brand store on social media platforms. Findings reveal positive effects of cognitive, emotional, transactional, and social engagement on brand loyalty and social media marketing effectiveness. However, behavioral engagement exhibited a negative impact. Social media marketing effectiveness positively influenced brand loyalty and mediated the relationships between customer engagement dimensions and brand loyalty. This study contributes to literature by challenging assumptions and providing insights into the interplay among customer engagement dimensions, social media marketing effectiveness, and brand loyalty. This offers brands the opportunity to promote and increase their awareness with the use of social media to interact with existing customer base that will boost loyalty in the long run. Only a few studies have examined social media marketing effectiveness as a mediator between customer engagement dimensions and brand loyalty. Therefore, this work endeavors to fill this gap by investigating consumer engagement, social media marketing and brand loyalty in an age when the internet plays an important role.

This study investigates the relationship between Human Resource Management Practices (HRMP) and Financial Performance in the Jordanian Banking Sector, with a particular focus on the moderating effect of Organizational Culture. Employing a quantitative research approach, data was collected through surveys distributed among 353 employees in the Jordanian Banking Sector using a structured questionnaire. Random sampling was adopted as the sampling method. The findings from a partial least square structural path analysis reveal significant positive relationships between HRM practices (Employees Training, Incentives, Recruitment, Decentralization, and Job Security) and Financial Performance. Notably, Decentralization emerges as the strongest positive influencer, while Job Security exhibits a negative association with Financial Performance. Furthermore, the results from moderation analysis indicate significant interaction effects between Organizational Culture and various factors on Financial Performance in particular, the relationship with Employees Training, Incentives and Decentralization is positive toward Financial Performance that concludes a significant organizational culture increases HRM practices effects on financial results. On the other hand, allocation of job security dampens Financial Performance that suggests instead a healthy firm culture may neutralize over and above what is gained from guaranteeing employee job. On the other hand, in nonreciprocal interactions such as Organizational Culture and Recruitment does not substantially influence Firm’s financial performance; this implies that culturally organizational may play an insignificant moderating role between recruitment practices than to firm outcomes. These research findings further elaborate the intricate relation in between HRM practices, Organizational Culture and Financial Performance through Jordanian Banking Sector. This study is vital and important to both researchers for the argument that this paper has advanced above all, as well as managers in practice who should do their best at creating such a positive organizational culture which will enable HRM practices becoming more effective., thereby leading to better financial performance of banking organizations.