scholarly journals The Practice Degree of University Academic Leaderships in Jordan Private Universities within Amman Governorate for Administrative Empowerment and Its Relationship to the Level of Competitive Advantage and the Faculty Members’ Points of View

2020 ◽  
Keyword(s):  
Competitive Advantage ◽  
Private Universities ◽  
Faculty Members ◽  
Points Of View

Market Orientation, Transformational Leadership, Partnership Effects on Organizational Performance: Competitive Advantage as a Mediator

2021 ◽  
Vol 12 (3) ◽  
pp. 263-277
Author(s):  
Indra Muis ◽  
Puji Isyanto
Keyword(s):  
Transformational Leadership ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Market Orientation ◽  
Private Universities ◽  
Simple Random Sampling ◽  
Faculty Members ◽  
Independent Variables ◽  
Positive Effects ◽  
The University

Market orientation, transformational leadership, and partnership strategy effects on organizational performance mediated by competitive advantage in non-profit private universities are not widely discussed and well understood. The research aimed to describe the implementation of market orientation, transformational leadership, and partnership strategy, competitive advantage, and organizational performance. The research also analyzed the effects of the independent variables (market orientation, transformational leadership, and partnership strategy) and intervening variable (competitive advantage) on the dependent variable (organizational performance). The research applied a quantitative method. The respondents were 38 rectors or vice-rectors from private universities using simple random sampling. The data were analyzed using the PLS technique. The results show that all independent variables have positive effects on competitive advantage, except partnership strategy. Competitive advantage also has a positive effect on organizational performance. The practical research implication is that human resources in universities must have excellent service-oriented. They need to communicate well and coordinate to deliver better service to the students to be competitive and achieve better performance. In conclusion, to increase the university performance, the university leaders need to encourage all employees and faculty members to deliver the best service to the stakeholders of the universities and coordinate well across units to discuss issues and share ideas to solve the problems they have in service delivery. Then, the employees and faculty members will know what to improve and provide, and private universities will be much more competitive because of their reliable resources and capabilities.

scholarly journals The Degree of Academic Leaders’ Practice of Excellence Management in Jordanian Public and Private Universities from the Faculty Members' Viewpoint

2020 ◽  
Vol 10 (2) ◽  
pp. 201
Author(s):  
Rawan Khader Abu Shakra
Keyword(s):  
Human Resources ◽  
Statistical Significance ◽  
Private Universities ◽  
Faculty Members ◽  
Survey Method ◽  
Academic Rank ◽  
Moderate Degree ◽  
Public And Private ◽  
Academic Leaders ◽  
Study Population

This study aimed to identify the degree of academic leaders’ practice of excellence management in public and private Jordanian universities (Yarmouk University, University of Science and Technology, Al Al-Bayt University, Irbid National University, Jadara University, and Jerash University) from the faculty members’ viewpoint. The descriptive survey method was adopted and to achieve the objectives of the study, a questionnaire was built to measure the degree of practicing excellence management consisting of (32) items distributed into (4) areas: leadership (10) items, policies, and strategies (5) items, human resources (5) items, and partnerships and resources (12) items. The study population consisted of all the (2077) faculty members in the Jordanian public and private universities in the first semester of the academic year 2020/2021. Where the study sample consisted of (405) academics who constitute (19%) of the study population. and were selected by a random stratified method. The results showed that the overall degree of academic leaders' practicing of excellence management in the public and private Jordanian universities was moderate, and the order of the areas on the scale was respectively as follows; Partnerships and Resources, leadership, Policies and strategies, and human resources, and that all of these areas came at a moderate degree. The results also showed that there were statistically significant differences at the level of statistical significance (α = 0.05) between the estimates of respondents in all areas (leadership, policies and strategies, human resources, partnerships, and resources) attributable to the difference in; the gender variable in favor of males, academic rank in favor of the professor, and the type of university in favor of public universities. Regarding these results, the researcher recommends giving more attention to the Department of Excellence, especially in the field of leadership, as well as the inclusion of Excellence Management as a basic criterion of performance quality standards in Jordanian public and private universities.

Infrastructures of Knowledge Sharing Countrywide

2015 ◽  
pp. 428-449
Author(s):  
Leila Nemati-Anaraki
Keyword(s):  
Literature Review ◽  
Competitive Advantage ◽  
Knowledge Sharing ◽  
Faculty Members ◽  
Research Centers ◽  
Teaching And Research ◽  
Empirical Basis ◽  
Faculty Teaching ◽  
Study Population ◽  
Statistical Results

Knowledge sharing has become a strategic source of gaining and preserving competitive advantage and collaboration between different organizations. Therefore, providing platforms and infrastructure is essential in this process. The method of this chapter is mixed and applied research (first, the author uses literature review and Delphi method, and after that, she does a survey) that was conducted in 2013. The study population was the faculty members of medical universities and research centers in Iran. According to the statistical results, around 17 percent of professors considered the organizational structure as acceptable. There was also a sharing of knowledge and experience of faculties in the 4.82 percent somewhat faculty teaching and research within their organization more than other organizations. From the view of faculties, conferences and forums, with an average rank of 4.93, and personnel exchanges, with the average 4.24, are the most effective ways of sharing. The outcomes of the application will provide an empirical basis for planning and implementing knowledge sharing mechanisms.

Infrastructures of Knowledge Sharing Countrywide

2016 ◽  
pp. 375-394
Author(s):  
Leila Nemati-Anaraki
Keyword(s):  
Literature Review ◽  
Competitive Advantage ◽  
Knowledge Sharing ◽  
Faculty Members ◽  
Research Centers ◽  
Teaching And Research ◽  
Empirical Basis ◽  
Faculty Teaching ◽  
Study Population ◽  
Statistical Results

Knowledge sharing has become a strategic source of gaining and preserving competitive advantage and collaboration between different organizations. Therefore, providing platforms and infrastructure is essential in this process. The method of this chapter is mixed and applied research (first, the author uses literature review and Delphi method, and after that, she does a survey) that was conducted in 2013. The study population was the faculty members of medical universities and research centers in Iran. According to the statistical results, around 17 percent of professors considered the organizational structure as acceptable. There was also a sharing of knowledge and experience of faculties in the 4.82 percent somewhat faculty teaching and research within their organization more than other organizations. From the view of faculties, conferences and forums, with an average rank of 4.93, and personnel exchanges, with the average 4.24, are the most effective ways of sharing. The outcomes of the application will provide an empirical basis for planning and implementing knowledge sharing mechanisms.

Sustainability Supply Chain Orientation Bibliometric Agenda

2020 ◽  
pp. 393-410
Author(s):  
Pablo Cesar Ocampo ◽  
Ricardo Prada ◽  
Milton Januario Rueda
Keyword(s):  
Supply Chain ◽  
Supply Chains ◽  
Competitive Advantage ◽  
Chain Orientation ◽  
The Subject ◽  
Points Of View ◽  
Supply Chain Orientation ◽  
Specific Definition

The purpose of this document is to present the evolution of the supply chain with different points of view, from the perspective of the main authors on the subject, in order to show the benefits and difficulties faced in carrying out the sustainable orientation of the supply chain (SSCO). For this research, it is necessary to take into account from which point each of the definitions that helped reach the concept of SSCO was born and how the concept has changed over the years. It is interesting to note that currently the concept does not have a specific definition, because it is in a boom in recent years, which makes it an attractive topic to investigate and learn more in depth. In Colombia it has very few exponents of the subject. Therefore, researching SSCO can generate a competitive advantage in the industry for supply chains that compete in the interior and exterior of the country.

scholarly journals The Impact of the Application of Social Responsibility on the Creation of a Competitive Advantage for Jordanian Private Universities

2016 ◽  
Vol 11 (9) ◽  
pp. 166
Author(s):  
Sima Ghaleb Magatef
Keyword(s):  
Social Responsibility ◽  
Competitive Advantage ◽  
Local Community ◽  
Private Universities ◽  
Hierarchical Cluster ◽  
High Scale ◽  
The Creation ◽  
The Impact

<p>This study seeks to identify the impact of the application of social responsibility on the creation of a competitive advantage. The study has been applied on Jordanian private universities. 200 copies of the questionnaire were distributed over managers and officials at these institutions. 82% of the 164 questionnaires which were distributed over the study sample ware recovered. A group of social responsibility dimensions represented by the local community, employees, customers (students at private universities), the environment and studying its impact level on the creation of competitive advantage for Jordanian private universities have been focused upon.</p><p>The hierarchical cluster has been used, where universities have been divided into groups. The results show that the first group of private universities uses social responsibility at a high and notable scale, while the second group uses social responsibility at a low scale. The results show that the group using social responsibility at a high scale, its competitive advantage is high, while the second group which uses social responsibility at a low scale, its competitive advantage is low.</p><p>The study demonstrates the importance of social responsibility and the interest of Jordanian private universities to apply it for its positive and clear impact on the creation of a competitive advantage in the market.</p><p> </p>

scholarly journals BUILDING OF ENTREPRENEURIAL ETHOS THROUGH MISSION STATEMENTS: THE DIFFERENCE IN APPROACH BETWEEN PUBLIC AND PRIVATE UNIVERSITIES IN THE CZECH REPUBLIC

2018 ◽  
Vol 6 (1) ◽  
Author(s):  
Karel PERNICA ◽  
Ladislav TYLL
Keyword(s):  
Czech Republic ◽  
Competitive Advantage ◽  
Mission Statement ◽  
Private Universities ◽  
Mission Statements ◽  
Specific Group ◽  
Public And Private ◽  
The Czech Republic ◽  
The Difference ◽  
Research Show

Corporate mission statement is an essential statement to all stakeholders of the organization about its own purpose, its goals and the competitive advantage it offers to its customers. Another purpose of the mission is to create a so-called positive ethos. Universities represent a specific group of institutions from the perspective of defining missions and working with ethos. This paper identifies the elementary components of university missions that help build a positive ethos. The research is focused on the analysis of mission statements of all public and private universities operating in the Czech Republic. The results of this research show that there is a difference in the approach to defining missions between public and private universities (in terms of the inclusion of individual components that help building a positive ethos).

scholarly journals THE ROLE OF THE INTELLECTUAL CAPITAL IN ACHIEVING COMPETITIVE ADVANTAGE: A COMPARATIVE STUDY BETWEEN PRIVATE UNIVERSITIES OF TURKEY AND UAE

2019 ◽  
pp. 1-16
Author(s):  
NIMA ALFARRA NIMA ALFARRA
Keyword(s):  
Human Capital ◽  
Statistical Analysis ◽  
Competitive Advantage ◽  
Intellectual Capital ◽  
Private Universities ◽  
Relational Capital ◽  
Structural Capital ◽  
Years Of Service ◽  
Definition Of

This study aims to examine the reality of intellectual capital in the private universities of Turkey and UAE and the role of intellectual capital in enhancing their competitive advantage. In this regard, the study explores the extent to which each element of intellectual capital influences the competitive advantage of the universities under the study and whether there is a difference between universities in how to manage the intellectual capital that they own. Accordingly, the study first explains the definition of intellectual capital and its elements (human capital, structural capital, relational capital), as well as the definition of the competitive advantage and its dimensions and fields of achievement in the universities under the study. Besides, it also investigates the relationship between the administrative procedures followed by these universities in the management of intellectual capital and in enhancing their competitive advantage from several aspects (innovation, quality, flexibility, development, and quality of service). The study relied on the selection of a simple convenience sampling method of the population of private universities in Turkey and UAE by a descriptive analytical approach, so a survey was made to verify the approaches in the theoretical frameworks of the intellectual capital and its relation to the dependent variables, which is the competitive advantage. The hypotheses were tested based on statistical analysis programs. The statistical analysis points to several important results and implications. Findings of the study reveal that there is a statistically significant relationship between the ability of the private universities in Turkey and UAE to manage their intellectual capital and enhance their competitive advantage, while the management of human capital, structural capital, and relational capital seem to have a similar impact rate on the Turkish and UAE private universities in enhancing their competitive advantage. Findings of the study further indicates that there is no statistically significant difference in the average responses of sample members on the level of the availability of intellectual capital requirements and achievement of competitive advantage in the private universities in Turkey and UAE due to some variables like gender, age, qualifications, years of service, years of service in the current position, job title.

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