This paper explores the association between supplier management orientation (SMO), information integration (II), organizational culture (OC) and supplier delivery performance (SDP). A systematic questionnaire survey was employed to gather cross-sectional data from 403 manufacturing firms in Uganda's Greater Kampala Metropolitan Area were analyzed using SmartPLS 4. The study shows a full mediating role of OC in the relationship between SMO, II and SDP. A positively significant relationship was established between II and OC, and between OC and SDP. Also, the relationship between SMO and OC was positively significant. Whereas the effect of SMO, II, OC on SDP is significant, related literature remains limited. This signifies a deficiency in the current literature that necessitates additional research to investigate other external factors that substantially impact SDP. Managers need to nurture cultural qualities, like teamwork, openness, and responsiveness, that enhance employees to effectively interpret information and act in a coordinated manner. This study extends the Resource-Based View Theory to the SDP domain, by drawing insights on the mediating role of OC in the relationship between SMO and SDP.

The aim of this research is to analyze the influence of organizational culture, owner characteristics, government intervention on entrepreneurial orientation and its implications for business performance among MSME actors in the culinary sector in Bogor City, West Java Province, Indonesia. The sample in this study was 196 respondents consisting of MSMEs operating in the food sector that had been running for at least 6 months. Sampling technique using random sampling. Data collected through questionnaires was then analyzed using SEM-PLS. Research findings based on data analysis that have been carried out show that Organizational Culture has a positive and significant influence on the Entrepreneurial Orientation of MSME Actors in the Culinary Sector in the City of Bogor; Owner Characteristics have a positive and significant influence on the Entrepreneurial Orientation of MSME Actors in the Culinary Sector in the City of Bogor; Government intervention has a positive and significant effect on the Entrepreneurial Orientation of MSMEs in the Culinary Sector in the City of Bogor; Organizational culture has a positive and significant effect on business performance among MSME actors in the culinary sector in the city of Bogor; Owner characteristics have a positive and significant influence on business performance among MSME actors in the culinary sector in the city of Bogor; Government intervention has a positive and significant effect on business performance among MSME actors in the culinary sector in the city of Bogor; Entrepreneurial Orientation has a positive and significant effect on Business Performance among MSMEs in the Culinary Sector in the City of Bogor; Organizational Culture has a positive and significant effect on Business Performance through entrepreneurial orientation for MSMEs in the Culinary Sector in Bogor City; Owner characteristics have a positive and significant influence on business performance through entrepreneurial orientation for MSME actors in the culinary sector in the city of Bogor; Government intervention has a positive and significant effect on business performance through entrepreneurial orientation for MSME actors in the culinary sector in Bogor City, West Java Province, Indonesia.

This study aims to investigate the impact of information technology and supply chain practices on supply chain excellence in the retail sector, with a particular focus on understanding the mediating and moderating effects amidst the challenges posed by COVID-19. This study offers novel insights into the complex interplay between information technology, supply chain practices, and organizational culture in the context of the automotive retail sector. It underscores the pivotal role of this triad in navigating the unprecedented challenges and uncertainties of the modern business environment, providing a blueprint for attaining supply chain resilience and excellence. A survey was conducted involving 203 questionnaires distributed to 12 automotive retail companies in Dubai. The responses were analyzed using Smart PLS software and structural equation modelling to explore the intricate relationships between information technology, supply chain practices, organizational culture, and supply chain excellence. The results confirm that information technology and supply chain practices significantly influence supply chain excellence. Organizational culture was found to have a notable moderating effect, indicating that the alignment of culture with technological and procedural advancements is crucial in achieving superior supply chain performance. The study is confined to the automotive retail sector in Dubai, limiting the generalizability of the findings. Future research can expand to other sectors and geographical areas to provide a more comprehensive insight into the studied relationships. For businesses, especially amidst challenges like COVID-19, aligning information technology and supply chain practices with organizational culture is paramount. The findings suggest that a harmonious integration can lead to enhanced supply chain excellence, offering a competitive edge in the rapidly evolving digital landscape.

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.

This study aims to determine the effect of the relationship between the application of fingerprints, work discipline, and the provision of incentives on the Sustainable Performance of the Jakarta Institute of the Arts Film and Television Faculty with organizational Culture as a mediating variable. The population in this study were 53 employees of the Faculty of Film and Television, Jakarta Art Institute. The sampling technique used is total sampling/saturation sampling. This study used an exploratory approach with structural equation modeling data analysis techniques with SmartPLS software, which was tested on 53 respondents. The research results show that Fingerprint application does not affect Organizational Culture, Application of Fingerprint has a positive effect on Sustainable Performance, Application of Fingerprint has no considerable impact on Organizational Culture, Work discipline has no substantial effect on Sustainable Performance, Provision of Incentives has a positive impact on Organizational Culture. Provision of Incentives has a positive effect on Sustainable Performance, Provision of Incentives has a positive impact on Sustainable Performance.

There are many leadership styles, which have different impacts on employees' performance. In higher education, faculty performance depends on many factors including Leadership style & Organizational culture. This study aims to examine the effect of leadership styles on faculty performance (FP) and more specifically to examine the moderating effect of Organizational Culture in the association between leadership styles and faculty performance in higher education institutions (MUET, Jamshoro). This study used quantitative methodology to identify the leadership styles which exist in MUET, Jamshoro, and their impact on faculty performance with organizational culture as moderator. It used both the sampling techniques probability and non-probability, and the sample size was 384 and the data was analyzed in SmartPLS 3. For leadership style, Full Range Leadership Model was adopted and for organizational culture, Competing Value Framework (CVF) was used. This study found that Transformational (TF) leadership has a positive significant relation with faculty performance at MUET, Jamshoro. And Organizational Culture (OC) as moderator negatively moderates the relation between Laissez-faire (LF) leadership and faculty performance (FP). According to faculty, transformational leadership is best suited to promote their performance on account of giving them challenging work, autonomy, mutual trust, through supporting subordinates' creativity, improving their confidence, and maintaining collaborations. Laissez-faire leadership also exists in an academic institution and has a positive impact on faculty performance. However, Transactional leadership has a negative impact on faculty performance. The future study could be conducted in other universities, or a comparison of leadership styles can be made between public and private universities with different models of leadership style and with different organizational culture models.

In this investigation, we looked at how employee training affects how well employees perform on the job as well as whether organizational culture influences this connection in any way or not. 166 workers from Yarmouk College and the Jordanian University of Technology and Sciences made up the sample. The hypotheses were investigated using SmartPLS (PLS4). The outcomes of this study demonstrated that staff training significantly affects workers' ability to do their jobs. Moderation analysis revealed that for people with a greater degree of training perspective, there existed a stronger correlation between employee training and affective job performance among workers. In conclusion, this shows that providing advanced instruction to people will motivate them and that organizations will create an environment which is favorable and will result in an improvement in employee work performance.

It has been suggested that talent management (TM) has a direct and significant relationship with a number of employee outcomes. This is while the number of studies examining the process of TM leading to these outcomes are limited. Therefore, the main purpose of this study is to present a new model for analyzing processes of TM and its linkage with several employee and organizational outcomes that are organizational commitment and turnover intentions. Additionally, the present paper involves a mediating factor (P-O fit) alongside a moderating variable that is, Organizational Culture. A sample of 510 employees were selected from different banks located in Amman, Jordan. Mediation and moderation models were tested through structural equation modeling (SEM). The findings, being in consensus with previous studies, showed that TM has a linkage with both TI and Organizational Commitment. Mediating effect of P-O fit was shown with both aforementioned variables. In addition, the moderation effect of organizational culture on the relationship between TM and TI was found. The study contributes to the literature of the topic by providing a fit model to explain the linkage of TM and a number of organizational and employee outcomes. Bank managers can benefit by being aware and implying TM practices within their firms to further develop company advancements and attending to their employees based on new HRM trends.

This study aims to examine the influence of organizational culture on employee performance mediated by job satisfaction and work motivation. This research is a quantitative research with a case study at the SME PT PMS Company in Surabaya, Indonesia by distributing questionnaires to 50 employees. The data were processed using Structural Equation Modeling with the Smart PLS 3 programs. The results showed that in fact the respondents thought that organizational culture and work motivation had no direct significant effect on employee performance, and work motivation could not mediate organizational culture on employee performance. Organizational culture has a significant direct effect on job satisfaction and work motivation and job satisfaction has a significant direct effect on employee performance. Likewise, job satisfaction can mediate organizational culture on employee performance where all relationships lead in a positive direction. There has been no research that examines the relationship model of those 4 variables which is intended to determine the wider relationship between these variables and this study provides an overview of employee behavior in SME companies and is useful as input in determining strategies, especially for companies to improve their performance.

The present study aimed to explore the role of organizational DNA in enhancing the strategic balance in commercial banks in Madaba. The strategic balance is represented by organizational culture, human resources, customers and competitors. The researcher developed a thirty-item questionnaire and distributed to 87 employees in the commercial banks in Madaba where 74 forms were retrieved and 4 forms were valid for analysis. Several results were reached. For instance, the organizational DNA level in the targeted banks is high, the strategic balance level in the targeted banks is high. Organizational DNA level has a statistically significant impact (α ≤ 5%) on strategic balance dimensions, i.e., organizational culture, human resources, customers and competitors, jointly and separately in commercial banks in Madaba. The researcher recommends providing more attention to competition by managements of banks and recommends conducting similar studies.