Zaid Alabaddi

Supply chain management practices are always helpful for multinational enterprises in increasing their growth. However, there has always remained an open debate about which practices are helpful for small and medium enterprises (SMEs). Therefore, this study has examined the influence of supply chain management practices on the performance of SMEs. Moreover, it has examined how the moderation of supply chain ecocentricity and innovation capabilities strengthens or weakens the relationship between supply chain management practices and SMEs’ performance. The quantitative study involved 352 SME managers as they can provide the relevant information and possess complete knowledge of management practices. The data were gathered via a questionnaire, and the responses were analyzed using IBM SPSS 28 and IBM AMOS. The results show that SMEs’ performance is linked to supply chain management practices (β = 0.544; P < .001), and this linkage is further strengthened by supply chain ecocentricity (R2 change = 0. 082***, F-Statistics = 47.18) and innovation capabilities (R2 change = 0.061***, F-Statistics = 39.74). SMEs can enhance their performance by efficiently incorporating supply chain management practices and developing innovation capabilities and supply chain ecocentricity.

Acknowledgments
This study is funded by Al Hussein Bin Talal University, Ma’an, Jordan, No. 125/2023.

In Jordan’s banking sector, organizations face the dual challenge of stability and innovation. Achieving this balance requires a deep grasp of leveraging capabilities for existing opportunities and exploring new ones. The key lies at the intersection of business intelligence and organizational ambidexterity. Therefore, this study has investigated the relationship between business intelligence and organizational ambidexterity within the Jordanian banking sector. It examined the impact of managerial, technical, and cultural competencies of business intelligence on organizational ambidexterity in Jordanian commercial banks listed on the Amman Stock Exchange. The quantitative study involved 449 bank employees. The data were gathered via a questionnaire, and the responses were analyzed using R language version 4.2.2. The results indicated that managerial competencies (z = 8.26, p = 0.000) and technical competencies (z = 4.09, p = 0.000) exhibit statistically significant positive direct effects on organizational ambidexterity. Additionally, cultural competencies were found to have a statistically significant direct effect on organizational ambidexterity (z = 2.083, p = 0.037). Managerial, technical, and cultural business intelligence competencies play crucial roles in the adoption of organizational ambidexterity among Jordanian commercial banks. Achieving organizational ambidexterity necessitates integrating these competencies with organizational capabilities.