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The purpose of this paper was to analyse the direct and indirect impact of organisational culture factors, which are seen to consist of participation, compliance, consistency, adaptability, and strategic direction, with the objective to achieve success in employee performance through the mediation of knowledge-sharing. Additionally, the research is based on an empirical research encompassing a sample of three Islamic banks (totalling 235 employees) in Jordan where respondents answered the survey questions. The analysis of data obtained was conducted via Smart PLS software. Research studies imply the confirmation of studying the direct and indirect impacts of organisational culture factors and knowledge-sharing on the success of employee performance. Based on these results, it can be concluded that

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This article is used to examine the impact of HRMP to achieve a sustainable competitive advantage (SCA) in organizations. The hypotheses that HRMPs influences SCA imply that control of distinctive processes of human resources management (HRM) in industrial companies implies distinct factors of SCA. As a result, new questionnaires were developed and disseminated to 50 companies (200 top and middle managers) in Jordan in a survey format. The collected data was subjected to several simple regression tests using an SPSS program. The research findings presented that different processes of HRM, depending on acquisition, recruitment, training, evaluation performance, and promotion. There has been a strong interest in competing to achieve the highest SCA. The implications of the findings were discussed and suggestions were made.