The paper aimed to examine the impact of corporate governance on the financial performance of commercial banks in Jordan. The variables used to measure corporate governance were the board of directors' size, independent members of the board of directors, and the number of audit committee members, while those used to measure financial performance were return on investment, return on equity and earnings per share. The study used a quantitative approach based on the data of 12 commercial banks in Jordan during the period 2005-2022. The panel data were analyzed using the EViews software based on the ordinary least squares time series technique. The paper found the effect of all corporate governance variables on both return on investment and return on equity. However, it indicated that the board of directors' size and the independent members of the board of directors had an impact on earnings per share. This study highlighted corporate governance variables in one of the significant sectors of developing economies. Moreover, it recommended the need to review the principles used in selecting members of the audit committee for commercial banks in Jordan, due to their importance in developing long-term financial performance.

While some organizations realize the important role of strategic planning (SP) and leadership in influencing their business performance, it is unknown what SP dimensions and leadership style are required to improve the performance of banking institutions. The purpose of this study is to investigate the effects of transformational leadership (TL) style and SP dimensions (strategic planning level, implementation and barriers) on organizational performance. To this end, a self-administered questionnaire is distributed to a sample of 246 managerial employees from private banks in Yemen. The analysis with structural equation modelling using partial least squares indicates that TL style and SP dimensions significantly influence the performance of Yemeni banks. The results reveal that TL and SP dimensions are profoundly needed to enable Yemeni banks to propel to improved bank performance. The results draw several pertinent implications for decision makers that will help enhance the performance of the banking sector. Limitations from the findings and recommendations for further research are put forward.

It may be queried why highly-qualified and skilled employees are allowed to leave their organizations. This study aims to determine the main factors affecting employee retention and how employee retention affects organizational performance in the commercial banking sector in Jordan. The employee retention drivers that are discussed in this study include economic security, psychological security, affiliation, and self-actualization factors. The researchers use a questionnaire as a research instrument to collect the primary data from employees using the simple random sampling technique. SEM-SPLS is used to analyze the collected data, to test the study model and the proposed hypotheses. The findings reveal that economic, psychological, affiliation, and self-actualization factors affected employee retention. The paper also discusses the study's theoretical and practical implications.

Although managers of various banks and institutions in Vietnam have established several policies to attract talented employees, talent management is still an emerging issue. This gives rise for a need of an empirical study which explores the relationship between talent manage-ment (TM) practices and talented employees’ performance. Hence this study fills the gap by applying the survey technique in the quantitative method with the main objective of examin-ing the relationship between TM and the four dimensions of employee performance; namely task, contextual, adaptive and counterproductive through affective commitment. A total of 375 questionnaires was targeted for distribution to talented employees in 10 banks in Vi-etnam. The findings show that although TM practices positively support employee performance (task, contextual and adaptive), they also reduce counterproductive behaviours. Also, affective commitment partially mediates the relationship between TM and the four dimen-sions of employee performance. The result of the study has some practical implications for managers and banks implementing and intending to implement TM practices. Managers and banks can design and implement TM practices with the aim to increase positive employee performance behaviours, reduce counterproductive behaviours and benefit from positive affective commitment through the implementation of TM practices.

By integrating the technology acceptance model, the theory of planned behavior, and regulatory focus theory, this study assesses the mediating role of technology perception attributes (i.e., perceived ease of use and perceived usefulness) in the relationship between customer experience and the adoption of e-payment cards during the COVID-19 pandemic in Sudan. A questionnaire survey was conducted with 368 e-payment users in Khartoum and Southern Darfur, the two most highly populated states in Sudan. This study employed convenience sampling and quantitative methodology to clarify the relationship based on structural equation modeling. The empirical findings showed that the customer experience dimensions of cognition and emotion had a significant influence in e-payment adoption and technology perception. Further, they indicated that technology perception had a significant mediating role in the relationship between customer experience and e-payment adoption.

Operating risk is one of the most important components of corporate governance and it is often called the first risk item, which must be detected and managed, properly. The primary objective of this paper is to determine important barriers in implementation of operating risk. The proposed study of this paper is implemented in one of Iranian banks located in province of Semnan, Iran. Cronbach alpha is calculated as 0.9043. The results of the study have indicated that lack of possibility of quantifying operating risk components, unfamiliarity of managers with various methods for measuring operating risk components, lack of sufficient rules and regulations, insufficient information, no regulation for monitoring the implementation of rules and regulations and underestimating importance of operating risk are considered as the most important barriers in operating risk implementation.