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Taghrid S. Suifan

Bio: Taghrid S. Suifan is an academic researcher from University of Jordan. The author has contributed to research in topics: Job satisfaction & Organizational commitment. The author has an hindex of 11, co-authored 37 publications receiving 418 citations.

Papers
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Journal ArticleDOI
TL;DR: In this paper, the authors examined the effect of transformational leadership on employees' creativity in the Jordanian banking sector through the mediating effect of perceived organizational support, and they found that transformational leaders positively affect some dimensions of employees’ creativity.
Abstract: Purpose The purpose of this paper is to examine the effect of transformational leadership on employees’ creativity in the Jordanian banking sector through the mediating effect of perceived organizational support. Design/methodology/approach The study is based on survey data collected from 369 employees working in Jordanian banks. Validity and reliability analyses were performed, and direct and indirect effects were tested using structural equation modeling. Findings The results indicate that transformational leadership positively affects some dimensions of employees’ creativity and perceived organizational support. However, perceived organizational support is found to not be significantly related to some dimensions of employees’ creativity. Additionally, the mediating effect of perceived organizational support on the relationship between transformational leadership and some dimensions of employees’ creativity is found to not be significant. Originality/value This paper is one of the first to examine the relationship between transformational leadership and employees’ creativity through perceived organizational support, especially in an Arab country and in the banking sector.

92 citations

Journal ArticleDOI
TL;DR: In this paper, the authors investigate the effect of organizational justice on turnover-intention via the mediating influences of organizational commitment and job satisfaction and conclude that job satisfaction only had a partially mediating effect.
Abstract: Purpose The purpose of this paper is to investigate the effect of organizational justice on turnover-intention via the mediating influences of organizational commitment and job satisfaction. In addition, the study aims at incorporating all four facets of organizational justice (procedural, distributive, interpersonal and informational) in an attempt to test the model in a developing country context. Design/methodology/approach The study targeted employees in the airline industry working for airline companies currently operating in Jordan. A count of 323 questionnaires were directly distributed and completed and returned by employees yielding a response rate of 81 percent. Multiple regression analysis was used to test the hypotheses. Findings The results led to the acceptance of all hypotheses. Most importantly, it was confirmed that both organizational commitment and job satisfaction had a mediating effect on the relationship between organizational justice and turnover-intention. While job satisfaction fully mediated the relationship, organizational commitment only had a partially mediating effect. Originality/value The study took a step beyond the simple linear models typically used in the literature by proposing a more complex one that investigated the mediating role of job satisfaction and organizational commitment. Moreover, the researchers applied this model to a developing country setting in order to bridge the research gap.

58 citations

Journal ArticleDOI
TL;DR: In this paper, the authors explore the direct and indirect effects of ethical leadership on turnover intention in the banking industry in Jordan, specifically, the mediating effects of psychological empowerment.
Abstract: This study aims to explore the direct and indirect effects of ethical leadership on turnover intention in the banking industry in Jordan. Specifically, the mediating effects of psychological empowe...

46 citations

Journal ArticleDOI
TL;DR: In this article, a qualitative study was conducted to investigate factors that affect NPD in the Jordanian pharmaceutical sector, where five factors were conceptually identified from past literature as initial factors: senior management support (SMS), cross-functional teams (CFT), customer involvement, supplier integration, and time to market (TTM).
Abstract: Product Innovation, especially New Product Development (NPD) is critical for the continued success, development, and long-term growth of a company. Despite extensive research on how to achieve NPD success, NPD process remains a difficult and a highly risky venture. The research was conducted to investigate factors that affect NPD in the Jordanian pharmaceutical sector. Five factors were conceptually identified from past literature as initial factors. They include senior management support (SMS), cross-functional teams (CFT), customer involvement (CI), supplier integration (SI), and time to market (TTM). These five factors were used to build the basic research model as independent variables; whereas NPD was the dependent variable for the research model. A qualitative research methodology was designed and used to achieve the research objectives. The needed data for this study was captured through personal interviews, and a survey that targeted all Jordanian pharmaceutical companies. The population from which respondents was chosen included research and development managers, marketing managers, and other personnel involved in NPD process in Jordanian pharmaceutical producing companies. Through conducting a number of personal interviews and using Content Analytical Technique (CAT) for data analysis, the results of the research show the existence of a number of factors that affect NPD process in Jordanian pharmaceutical sector such as: SMS, TTM, CFT, R&R, Knowledge, and Technology. In addition, a number of factors were identified as NPD challenges and constraints. These factors include the toughness and lack of clarity in R&R related to NPD process, the lack of financial and human resources, as well as addition to increasing DC. This paper suggests several recommendations. Firstly, senior managements need to provide enough support to NPD process whether as financial, moral or any other kind of support. Secondly, companies have to take the necessary actions to speed up NPD process in order to get the benefits of introducing products earlier into the market. Thirdly, companies have to work hard to ensure higher levels of knowledge among their staff, especially those who are involved in NPD process by providing continued periodic training to them.

42 citations

Journal ArticleDOI
TL;DR: In this paper, the authors investigated the relationship between organizational culture and organizational commitment, in Information Technology (IT) companies in Jordan and found that there is a positive and significant relationship between organisational culture and commitment.
Abstract: The main purpose of this research is to investigate the relationship between organizational culture and organizational commitment, in Information Technology (IT) companies in Jordan. A convenience sample was selected from employees working in 24 IT companies in Jordan. A total of 711 questionnaires were distributed among them; 371 were returned, and 342 were valid for statistical analysis, resulting in response rate of 52 percent. Linear regression analysis was also used to test the hypothesis. The results of the analysis indicated that there is a positive and significant relationship between organizational culture and organizational commitment. Based on the results, the research provides several recommendations. IT companies in Jordan should place emphasis on building better culture, in order to achieve higher levels of organizational commitment. The research also suggests that future research should take job satisfaction as a mediator variable of the relationship between organizational culture and organizational commitment.

35 citations


Cited by
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01 Sep 2008

793 citations

Journal ArticleDOI
TL;DR: Analyzes the governance structure of Benedictine monasteries to gain new insights into solving agency problems in public institutions and argues that they were able to survive for centuries because of an appropriate governance structure, relying strongly on the intrinsic motivation of the members and internal control mechanisms.

588 citations

Journal ArticleDOI
TL;DR: The findings indicate that KS mediates TL’s effects on innovation capabilities, and the important role of stimulating KS and enhancing POS is highlighted.
Abstract: The study aims to explore the differences in transformational leadership’s (TL’s) influences on each aspect of innovation capability, namely, product innovation and process innovation. It also deepens understanding of the pathways and conditions to improve specific aspects of innovation capability by assessing the mediating role of knowledge sharing (KS) and moderating mechanism of perceived organizational support (POS).,The paper utilized structural equation modeling and cross-sectional design to test hypotheses in the proposed research model based on using data collected from 394 participants at 88 Chinese firms.,The findings indicate that KS mediates TL’s effects on innovation capabilities. In addition, the influences of TL and KS on specific aspects of innovation capability are different and depend on the extent of employees’ POS.,Future studies should test mediating roles of knowledge management’s constituents and/or investigate the moderating roles of firm ownership form to increase the understanding of potential factors or key conditions that may have significant influences on a firm’s innovation capability.,The paper significantly contributes to increasing the understanding of the link between TL and specific aspects of innovation capability by highlighting the important role of stimulating KS and enhancing POS.,The paper provides useful information and valuable initiatives to increase leadership outcomes and firm’s capability for innovation.

236 citations

01 Jan 2003
TL;DR: In this article, the authors provide future managers with information about human beings and their behaviour within the context of a business environment, including issues such as how to motivate people, how to give them feedback on their performance and how to influence them.
Abstract: Provides future managers with information about human beings and their behaviour within the context of a business environment. The text includes issues such as how to motivate people, how to give them feedback on their performance, how to influence them and how to help them cope with stress.

235 citations

01 Jan 1976
TL;DR: In this paper, the authors proposed a method to improve the quality of the information provided by the user by using the information from the user's own knowledge and trustworthiness of the user.
Abstract: Предлагается практическая модель для диагностики организаций. Модель относительно проста в применении. В течение нескольких лет автор экспериментировал с когнитивными картами организаций - некими маркерами, с помощью которых описывал наблюдения и трактовал взаимоотношения между различными единицами информации. Большинство теорий организации, по мнению автора, либо слишком узки, чтобы охватить действительность, либо слишком широки и абстрактны, чтобы эффективно направлять поиски. В своей модели М. Вайсборд выделяет в организации шесть блоков организационных переменных: цели, структуру, вознаграждения, вспомогательные механизмы, взаимоотношения и лидерство. Их он изобразил в виде ячеек в круге (как на экране радара). Точно так же как авиадиспетчеры используют радар для определения курса самолета в зависимости от высоты, скорости, дистанции и погоды, те, кто работает над совершенствованием организации, должны наблюдать за взаимоотношениями между всеми элементами, а не концентрировать внимание на одном из них. Для каждого блока необходимо диагностировать как формальную, так и неформальную системы организации. Формальная система отвечает на вопрос как это должно быть, а неформальная показывает сам процесс работы. Для каждого из блоков автор разработал ключевые диагностические вопросы. Цели. Предложены два фактора: ясность целей организации и согласие (и поддержка) относительно целей организации. Структура. Ставятся следующие вопросы: есть ли адекватность между организационной целью и структурой, построенной, чтобы обслуживать эту цель. Существуют три варианта построения организационных структур: по функциям (специалисты одного профиля работают вместе), по продуктам, программам или проектам (команды, состоящие из специалистов разного профиля, работают на конечный результат), и соединение первого и второго подходов (матричная структура). Взаимоотношения. Задаются вопросы: кто и с кем должен работать; какие технологии должны использоваться (в рамках формальной системы); и как хорошо они это делают; каково качество отношений, методы управления конфликтами (в рамках неформальной системы). Поощрения. Три важных вопроса, на которые следует ответить: Определены ли задачи, решение которых нужно стимулировать? Что конкретно поощряется материально и психологически (формально)? Что по ощущению людей поощряется и наказывается (неформальная система поощрений и наказаний)? Лидерство. Надо определить степень, с которой лидеры: определяют цели; воплощают цели в программы; сохраняют целостность организации; поддерживают порядок (управляют конфликтами). Полезные механизмы. Это процедуры, технологии, совещания, системы планирования, контроля, бюджет, отчеты, информация и т.д. Качество работы этих механизмов легко проследить, следуя за основным технологическим процессом и определяя узкие места. Ключевым аспектом организационного диагноза является наличие и величина разрыва (расхождения) между формальной и неформальной структурами организации по каждому из выделенных параметров (опеределение соответствия индивида и организации). Другим вопросом является величина несоответствия между тем что есть и что должно быть (определение соответствия между организацией и внешним окружением). Диагностическую модель Вайсборда рекомендуется использовать при дефиците времени, в организациях с несложной структурой. (С.А. Липатов)

221 citations