Both organizational agility and learning capability are prerequisites for organizational survival and success. This study explores the contribution of agility practices to organizational learning capabilities at the commercial banks in Jordan. To examine the proposed model, a sample of 158 employees within top and middle managements was used. Structural Equation Modeling was conducted for assessing validity and reliability of measurement instrument, evaluating model fit, and testing hypotheses. This study recognizes agility as a key element of learning facilitators. Findings affirm the strategic value of agility and conclude that administrators working within agile organizations would be able to acquire conditions that foster learning.

Talented workforce is a main key to survive in challenging surroundings and quickly volatile business circumstances. This paper examines the fostering effect of talent management on organizational intelligence at food companies in Jordan through a quantitative approach. Both reliability and validity of measurement scale are evaluated. The paper demonstrates that talent management acts as a significant antecedent to organizational intelligence. Findings confirm the importance of enjoying talented employees and recommend practitioners and executives to develop and retain their talent pool through a strategic human resource management system in order to better capitalize on intellectual capital and drive it towards realizing the organizational missions.

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Environmental turbulence monitoring mechanisms have been acclaimed in the practitioner and academic literature for their potential to improve organizational performance. And because of the limited previous studies in Middle East area addressing the concept of environmental turbulence (ET) as a whole, and precisely the relation between ET and Non-financial performance (NFP) in mobile telecommunications (TLC) sector;The study aimed to investigate the impact of ET on NFP at firms of Mobile TLC sector in Jordan. To clarify this relationship among their constructs, a Structural Equation Model (SEM) was conducted to examine the model fit and hypotheses.

The strategic network of any organization plays a significant role in the industry. Therefore, companies must study the factors hindering the construction of this network. Companies need a strategic network of alliances and partnerships to complement each other and constitute a superpower that competitors cannot overcome. This study explores the size of obstacles posed by managerial myopia in weakening the ability of organizations to build their strategic network. Current paper tests the influential relationship between managerial myopia and the ability of organizations to build their strategic network in one of the most important institutions within the oil sector. Results show a negative impact of managerial short-sightedness on an organization's ability to build a successful strategic network that enables it to coexist within an atmosphere of competition. This study recommends that organizations adopt the concept of managerial hyperopia as a valuable tool for organizational success.