The objective of this study was to assess the influence of strategic entrepreneurship, innovative entrepreneurship, and social capital on the overall performance of businesses by establishing a sustainable supply chain management system in private colleges in Jordan. The primary objective of the study was to examine the impact of these elements on the development of sustainable supply chain management and the overall performance of businesses. To assess the assumptions posited in this study, a total of 329 individuals were recruited as participants, and their data were subjected to analysis and discussion. The study demonstrated that the implementation of an entrepreneurship strategy, together with the adoption of creative entrepreneurial practices inside the organization, as well as the support and enhancement of social capital management, all contributed to the development of a sustainable supply chain management system and the enhancement of overall business performance. The significance of strategic entrepreneurship emerged, highlighting its encompassment of key elements such as Market Opportunity Assessment, resource allocation, and firm design. The subsequent concept that emerged was that of creative entrepreneurship, encompassing elements such as creativity and the production of ideas, willingness to take risks and engage in experimentation, as well as the ability to sense market trends and prioritize customer-centric innovation. Social capital emerged as a prominent feature, constituting the third important element. This category encompassed other subcategories, including networking and fostering relationships, trustworthiness and reputation, as well as the exchange of knowledge and facilitation of information dissemination. The results indicated the potential for enhancing overall business performance and developing a sustainable supply chain management by implementing an entrepreneurship strategy, specifically entrepreneurship innovativeness, and fostering social capital. This approach can aid employees in understanding their job responsibilities. The achievement of this objective can be facilitated through the provision of training and development opportunities for personnel.

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.