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The primary objective of this research is to examine the effects of digital transformation capability (DTC) on employee turnover intention (ETI) in Jordanian universities. Based on the social cognitive theory (SCT). The study also investigates the mediated moderation role of knowledge management capability (KMC) and digital leadership (DL) in the relationship between DTC and ETI.

A survey questionnaire was used to obtain data from 384 faculty members at Jordanian universities in Jordan, and the SmartPLS4 and SPSS software were used to test the hypotheses.

The results reveal that DTC significantly mitigates ETI through providing a favourable environment for knowledge sharing and innovation. Using DL as a moderator, the results show that the relationship between DTC and ETI becomes stronger in the presence of high DL.

This research uniquely integrates SCT to explore the combined impact of DTC, KMC and DL on faculty turnover intentions at Jordanian universities. It offers novel viewpoints on retaining academic staff by implementing smart digital attempts.

The purpose of this paper is to develop a performance measurement model for the entire supply chain that includes balanced set of performance measures.

The conceptual model was validated empirically in case companies through semi-structured interviews and content analysis of documents.

Performance measures are important to companies in the natural gas (NG) supply chain to assess performance against set objectives in order to identify loopholes in performance. This is important in order to remain competitive. The research found that both financial and non-financial performance measures are employed by companies to measure performance. The results also indicate that six performance criteria of the conceptual model are vital to the NG supply chain. In addition, all identified measures under each of criteria impact on performance of the supply chain with customer service and financial criteria considered as most important.

The empirical data collected from the NG supply chain in Ghana were relatively small; however, additional information was obtained from company data and relevant magazines. Also, getting through to specific target participant was a challenge due to busy work schedule but, in case companies where it proved impossible, other staff who were also involved in supply chain were interviewed instead.

This research provides a useful source of information on performance measures for practitioners in the NG industry who wish to measure performance of their supply chain. It also provides areas from which further and additional research can be carried out.

This research provides performance measures for the NG supply chain of Ghana. Typically, performance measures have been evaluated in discrete manufacturing supply chain, petroleum industry supply chain and oil industry supply chain. This research expanded on ideas from these studies and applied them in the NG industry.

There is evidence in the literature suggesting the usage of performance measurement framework (PMF) has a positive impact on organisational performance. This is in line with resource based view (RBV) theory, which argues attaining competitive advantage through internal resources and capabilities. In this regard, PMF can be viewed as a “resource” that can be explored in enabling organisational performance. This paper is aimed at developing PMF for the oil and gas supply chain (SC) as a resource and strategic capability.

Drawing on RBV theory, a questionnaire survey was designed based on prior literature review and exploratory interview with five SC experts. Following this, the questionnaires were distributed to 550 companies in the UK and 120 companies in Malaysia, which resulted in 15% overall response rate.

This study presents the prevalence of performance measures (PM) for the oil and gas industry based on the level of importance. It also reveals the impact of the usage of PMF on overall organisational performance. In addition, it identifies the challenges in managing SC performance and factors to be considered in choosing PM.

This study identifies the challenges in managing SC performance and establishes distinctive factors to consider when choosing PM in the oil and gas SC.