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This study proposed and tested a model on the relationship between transformational leadership (TL) and organizational performance (OP) with a possible intervening effect of market orientation (MO) at Omani small and medium enterprises (SMEs).

The study followed a quantitative research design and the deductive approach. Data were collected from 259 employees working in Omani SMEs and were analyzed using structural equation modeling SEM AMOS V24.

The findings supported positive direct effects of transformational leadership on Omani SMEs' business performance and market orientation. The results also supported the effect of market orientation on business performance. Further analysis showed that market orientation partly mediates the relationship between transformational leadership and business performance.

The results motivate Omani SMEs' leaders to use intangible capabilities (i.e., market orientation practices) to improve the different aspects of organizational performance. It also suggests that developing SMEs leaders' transformational skills on envisioning the future, adopting open communication styles, motivating employees and stimulating their creativity influences Omani SMEs' performance.

Due to the mixed results regarding the TL–OP relationship and the recommendations for further exploring this relationship, this study contributes to theory and practice. It is among the few studies to explore the mediating role of MO between TL and OP in a developing country's SMEs environment.

Drawing upon the norm of reciprocity and social exchange theory, the purpose of this study is to propose and empirically test a model on the relationship between empowering leadership and employees' work-related outcomes during the COVID-19 pandemic. In this model, safety climate was theorized as an intervening mechanism between (1) empowering leadership and organizational citizenship behavior (OCB) and (2) empowering leadership and risk-taking behavior.

Using a cross-sectional research design, data were gathered from a sample of 228 full-time staff working in the healthcare sector in Palestine. Data were analyzed using partial least squares-structural equation modeling to examine the proposed hypotheses.

The results show that empowering leadership is related to extra-role behaviors in a time of crisis. Furthermore, the results suggest that safety climate fully mediates the relationships between (1) empowering leadership and OCB and (2) empowering leadership and risk-taking behavior.

Healthcare administrators are invited to train their supervisors to foster the empowerment philosophy, especially during crisis times, and select leaders with empowering mentality. Besides, healthcare administrators are called upon to consider the critical role of maintaining a safe climate since it is related to employees' outcomes.

In this study, the authors contribute to leadership literature in crisis times by highlighting the critical role of leadership in sharing power and control with employees to encourage their OCB and willingness to take risks for the organization's interest. Moreover, to the researchers' best knowledge, this study is among the few studies that examine the consequences of empowering leadership in crisis times.

This study aims to investigate how e-health system characteristics (information quality, system quality, perceived ease of use, perceived usefulness) contribute to the enhancement of medical staff performance, patient care, and doctor–patient relationships at UNRWA-Gaza healthcare centers. It aims at testing an integrative single model comprising Technology Acceptance Model (TAM), D&M model and e-health system utilization.

This study followed the quantitative methodology and the deductive research approach. Data were collected from 241 medical staff who use the system employed in 19 different healthcare centers across the Gaza Strip. Partial least square/structural equation modeling technique was used to analyze the collected data and to test study hypotheses.

Study concluded that information quality of the adopted Health Information System (HIS) has both direct and indirect positive impact on staff performance, only direct positive impact on patient care and only positive indirect impact on doctor–patient relationship. System quality, on the other hand, was found to have negative direct impact and positive indirect impact on staff performance and has both direct and indirect positive impact on both doctor-patient relationship and patient care.

Noteworthy that HIS has availability, speed and error detection and error prevention issues. It is recommended that these shortfalls be addressed together with improving user perception towards ease of use and usefulness of the system.

Management should also work to raise confidence in its medical staff to improve the effect of HIS on medical performance and patient care. It is also recommended that UNRWA should implement crowed management techniques such as queuing systems and on-phone booking to minimize patient waiting time.

The importance of the study stems from its context being conducted in a developing region (Gaza Strip-Palestine) which has a fragile economic, political and social environment with many other complexities. It is also conducted at United Nations Relief and Work Agency (UNRWA) healthcare centers, which provide medical services to Palestinian refugees. In addition, this study is among the few studies that address the impact of individual e-health success factors on both doctor-patient relationship and patient care constructs. Most previous studies concentrated on the impact of health system adoption as a whole on these two subject variables and one can hardly ever stop at studies that address effect of individual success factors on them. It also integrated both D&M system success model and TAM model with some additional amendments creating and tested a new model.

Through the lens of social exchange and self-determination theories, this paper proposes and tests a model to explore how inclusive leadership practices foster employee job satisfaction at higher education institutions. It also explores the intervening roles of psychological ownership and employee thriving in this relationship.

This study followed a positivist worldview and a quantitative methodology. The authors collected data from a sample of 329 academic and nonacademic staff working at Omani higher education institutions. The authors utilized partial least squares-structural equation modelling (PLS-SEM) to examine the model and test the hypothesized relationships.

This study's findings reveal that inclusive leadership is related to job satisfaction. They also show that psychological ownership and employee thriving mediate between inclusive leadership and job satisfaction at Omani academic institutions.

Since employees at Omani academic institutions come from different cultures, academic leaders should manage and promote inclusiveness by developing and enforcing relevant policies. They should carefully select the workforce that stimulates growth and effectiveness, create an atmosphere to foster acceptance and exchange of ideas, improve performance appraisal practices, and embed inclusiveness in their vision and mission.

This research helps researchers and practitioners better understand how inclusiveness fosters vitality and learning in the higher education sector. It also sheds more light on how psychological ownership and employee thriving mediate between inclusive leadership and job satisfaction. This research is also important due to its context, as it was implemented in a multicultural environment with a diverse workforce.

Based on ability-motivation-opportunity, social exchange, and job demands-resources theories, this research aims to investigate how high-performance work systems (HPWS) are linked to voice behavior through sequential mediating effects of psychological meaningfulness and work engagement in a Middle Eastern context.

Structural equation modeling was employed to analyze data obtained from a sample of 538 nurses working in various hospitals located in Palestine.

The findings show a positive association between HPWS and voice behavior. In addition, the study findings support the sequential mediation of psychological meaningfulness and work engagement on the association between HPWS and voice behavior.

This study is one of the few examining the effect of HPWS on individual-level outcomes in the context of the Middle East. More specifically, our study is the first to test the association between HPWS and voice behavior, especially in this under-researched context. It is also the first to explore the influence of HPWS on voice behavior through sequential mediating pathways of psychological meaningfulness and work engagement.

The adverse effects of the COVID-19 pandemic have opened the door to investigations of the leadership practices needed to guarantee positive work-related outcomes among employees in organizations. Therefore, building on the norm of reciprocity, this research aims to propose a model to examine servant leadership’s role in stimulating task performance and risk-taking behaviors during crisis times. In this model, safety climate was hypothesized to serve as a mediating variable between servant leadership, task performance and risk-taking behavior.

Data were collected from 237 staff (medial and administrative staff) working in Palestinian hospitals. Partial least squares structural equation modeling was used to analyze the data. Common method bias remedies were presented.

This study demonstrates that servant leadership is effective in fostering task performance and risk-taking behaviors in times of crisis through the mediation of safety climate. According to the results, safety climate demonstrated to fully mediate relationship between servant leadership and task performance (ß = 0.225, p-value = 0.000), and the relationship between servant leadership and risk-taking behavior (ß = 0.248, p-value = 0.000). Moreover, the results demonstrated that employees with higher experience tend to be more willing to engage in risk-taking behavior.

The findings may be useful for hospital managers on the role servant leadership can play in generating positive work-related outcomes during crisis times.

The paper is among the few empirical endeavors which examine the consequences of servant leadership in times of crisis, taking into account the intervening role of safety climate.

Building on social exchange theory, this study aims to propose a research model to examine the relationship between servant leadership (SL) and employee affective commitment (AC) where psychological ownership (PO) and person–organization fit are theorized to play a mediating role.

The study used quantitative research methods with a deductive approach to examine the proposed relationships and the underlying mechanisms. Data were collected from 346 employees working at higher education sector in Palestine. Data were analyzed using structural equation modeling.

The results reveal a significant mediating role of PO and person – organization (P-O) fit in explaining the relationship between SL and employee AC. Results indicate that the service orientation and humble attitude of servant leaders toward employees help employees develop a sense of ownership, leading to a better fit with organizational values and thus to a more committed workforce.

The results of this study may be useful for managers working in higher education in a non-Western context who are considering using SL behaviors to improve outcomes.

The study advances SL research currently in its early stages (Zhang et al., 2019). Moreover, it increases understanding of the mediating roles played by PO and P-O fit.

Building on social exchange theory and relational leadership theory, this paper proposes a model of inclusive leadership in higher education institutions. Together with an attempt to examine the impact of inclusive leadership on extra-role behaviors of academic staff, the paper aims to test the intervening mechanism of organizational learning among the aforementioned relationships.

Data were collected from 227 academic staff working in the Palestinian higher education institutions. Partial least squares (PLS-SEM) analysis technique was utilized to examine the hypotheses.

The findings reveal that inclusive leadership exerts a positive effect on extra-role behaviors (organizational citizenship behaviors and innovative work behaviors) in the Palestinian higher education setting. Moreover, the findings show that organizational learning plays a significant mediating role among the relationships examined

Academic communities are increasingly diverse. This diversity requires a work environment in which employees take on additional work roles. In response to this diversity, managers of higher education institutions should be concerned about the roles and practices of inclusive leaders. In addition, higher education institutions need to be learning organizations since this would help to mitigate this diversity and create a working atmosphere characterized by continuous learning, collaboration and dialogue.

In higher education, most of the literature on inclusive academic leadership is mainly theoretical. Furthermore, organizational learning in higher education research is based on anecdotal perspectives (Dee and Leišyte, 2016). To this end, this paper is novel, as it is one of few studies to empirically investigate inclusive leadership and extra-role behaviors via organizational learning in a non-western academic context.

This paper aims to review the critical challenges and factors influencing the successful adoption of electronic learning (e-learning) systems in higher educational institutions before and during the current propagation of the coronavirus disease 2019 (COVID-19) pandemic.

This study undertook a literature review concerning the in-depth revision of previous studies published in 2020 and 2021. A total of 100 out of 170 selected research papers were adopted to identify and recognise the factors restricting the application of e-learning systems.

The findings determine and illuminate the most challenging factors that impact the successful application of online learning, particularly during the wide propagation of the COVID-19 pandemic. The review of the literature provides evidence that technological, organisational and behavioural issues constitute significant drivers that frontier the facilitation of the e-learning process in higher educational institutions.

The current paper suggests a guide for managers and scholars in educational institutions and acts as a roadmap for practitioners and academics in the educational field and policymakers as this research spotlights the significant factors challenging the e-learning process before and during the pandemic crisis.

The provided in-depth literature review in this research will support the researchers and system designers with a comprehensive review and recent studies conducted before and during the COVID-19 pandemic considering the factors limiting the e-learning process. This paper formulates a valuable contribution to the body of knowledge that will assist the stakeholders in the higher educational institutions' context.

The peer review history for this article is available at: https://publons.com/publon/10.1108/OIR-02-2022-0085.

Drawing from theory of organizational creativity, servant leadership (SEL), social exchange and social learning theories, this paper aims to propose a research model where climate for creativity mediates the influence of SEL on management innovation and innovative behavior. The model also investigates the linkage between innovative behavior and management innovation.

Data collected from Arab hotel employees in Palestine were used to gauge the aforesaid linkages through structural equation modeling. Common method variance was checked through an unmeasured latent method factor.

The results reveal that climate for creativity mediates the impact of SEL on management innovation and innovative behavior. Successful SEL practices enable the organization to have climate for creativity, which, in turn, leads to management innovation and innovative behavior. Furthermore, hotel employees’ innovative behavior fosters management innovation.

Top management should have a high level of commitment to the SEL philosophy, which boosts climate for creativity and innovative behavior. It should also capitalize on climate for creativity to activate management innovation. In such an environment, management has to ensure that the supervisors are servant leaders and non-managerial employees are the potential servant leaders. Once employees are trained, empowered and rewarded in an environment which highlights effective SEL practices, they will be more eager to contribute to the company by exhibiting innovative behavior at elevated levels.

Despite a number of studies in the current literature, evidence concerning the effect of SEL on management innovation and innovative behavior simultaneously is scarce. There is still a dearth of evidence pertaining to the underlying mechanism through which SEL fosters management innovation and innovative behavior. In addition, evidence appertaining to the impact of innovative behavior on management innovation is scarce. The study fills in these voids.