The goal of this study was to find out how entrepreneurship self-concept, work motivation, and risk taking on human resource department performance and business overall performance at Jordan private universities. To test the study's assumptions, 311 samples from the research study were taken, looked at, and argued about. Entrepreneurship, self-concept, work motivation, and risk taking were all found to affect the success of both human resource department performance and business overall performance. The first factor was the self-concept, which can be seen in self-esteem, self-image, and self-identity. The second most important factor is work motivation, which includes intrinsic motivation, extrinsic motivation, goal setting and orientation. Risk taking is the third and final important factor. It includes participants' risk tolerance, their perception of risk, and their outcome expectations. The study found that helping employees to understand their job nature and how they can do it, increasing the motivation on job work, and increasing the employees’ demands for taking risks can improve performance ratio in human resource department, and that having an organizational structure that encourages teamwork and work teams can improve the ability to solve problems and improve work performance, which in turn affects overall productivity. This study adds new information to a new area that needs more research to fully understand how workload, work pay, and organizational structure pressures all affect each other. This study's topic, Jordan private universities, is both new and important because it could help scientific private universities to improve how they run and give better education output.

The manufacturing firms are trying to attain digitalization of operations and supply chains in the fast changing technological era. Digital transformation was more agile and efficient. However, the issue of how and why digital transformation is going to create a sustained competitive advantage is a question. The survey was carried out in the form of a quantitative survey among the managers of 326 Jordanian manufacturing firms, which were involved in digital projects. SEM and AMOS were used to test the hypotheses. The results illustrate that the digital transformation has positive and significant effects on the competitive advantage of the supply chains. The mediation analysis showed that the dynamic capabilities are important to the competitive advantage of the digital transformation. The results suggest that digital transformation is a strategic enabler that enhances the dynamic capabilities of a company, which is later translated into the high-level of supply chain performance. Digitalization is an enabler of building of capability, according to the Dynamic Capabilities Theory. These increased capabilities, in turn, enable firms to attain and maintain competitive advantages in the form of faster delivery, increased flexibility, and reduced costs. The research builds on theoretical knowledge by introducing digital transformation to the capability-based perspective on competitiveness, in which the value of digital investments is achieved by the capabilities of organizations and managers to a large extent.