This study aims to examine Business Intelligence (BI) and its influence on Sustainable Project Performance (SPP) from the perspective of Data-Driven Project Management Capabilities (DDPMC). A capability-based view is adopted throughout the study and it is argued that BI would be more effective in terms of providing project value if the analytical information is converted into managerial capabilities and put into the project planning, monitoring, risk management, resource allocation and decision-making processes. Quantitative research with cross sectional research design was used, and 380 professionals of project-based organizations in Jordan were targeted for data collection. Partial Least Squares Structural Equation Modeling (PLS-SEM) was used to test the proposed relationships. Results show that BI plays a major role in affecting DDPMC towards Sustainable Project Performance. DDPMC also has a strong positive impact on Sustainable Project Performance. Moreover, mediation analyses reveal that the link between BI and Sustainable Project Performance is partially explained by better data-driven managerial capabilities, revealing that DDPMC has a significant mediating role. The study's novel contribution is that it brings all three fields together within a single schema, and that it proposes that DDPMC is one of the significant mechanisms by which BI may contribute to economic, environmental and social project outcomes. The results also highlight the importance of organizations investing not only in BI technologies but in building their analytical and data-driven project management skills.

The main objective of this study is to analyze and examine the influence of project financing audits, project quality management, and environmental, social, and governance (ESG) practices on corporate sustainability. This study seeks to determine the extent to which governance mechanisms and project implementation quality can ensure long-term business continuity and organizational resilience. The research employs a quantitative methodology utilizing Structural Equation Modeling with Partial Least Squares (SEM-PLS) to test the hypothesized relationships. The research sample comprises 432 respondents, including directors and senior executives from companies operating in the construction, infrastructure, and energy sectors that actively publish sustainability reports. Comprehensive data on ESG scores, financing audit reports, and project quality management metrics were systematically collected. A structured questionnaire employing a five-point Likert scale (1-5) was utilized to measure the following constructs: Project Financing Audits (X1), Project Quality Management (X2), ESG Practices (X3), and Corporate Sustainability (Y). The SEM-PLS analytical procedure encompasses three sequential stages: model specification, outer model evaluation (assessment of measurement model validity and reliability), and inner model evaluation (structural model assessment for hypothesis testing). Data processing was conducted using SmartPLS software. The empirical findings reveal that project finance audits, project quality management, and ESG practices each exert a positive and statistically significant impact on corporate sustainability. These three factors collectively strengthen organizational transparency, enhance investment efficiency, and facilitate effective long-term risk mitigation strategies. In conclusion, this research demonstrates that project financing audits, project quality management, and ESG practices positively and significantly contribute to corporate sustainability. These variables exhibit mutually reinforcing relationships that collectively generate long-term organizational value. Project Finance Audits play a pivotal role in ensuring financial accountability, preventing fund misuse, and ensuring that capital allocation and project investments are executed effectively and efficiently to safeguard long-term financial health. Project Quality Management contributes to mitigating operational failure risks, improving work efficiency, and ensuring that project outputs conform to established quality standards, thereby maintaining and enhancing the company's public reputation. ESG Practices serve as a positive signal to the market and investors, as they have been empirically proven to minimize long-term operational risks, strengthen stakeholder relationships, and enhance future business value and organizational resilience.

Project Management 5.0 takes the perspective of viewing AI as a value-creating capability, arguing that it needs to be under human-centric governance, built with sustainability principles. In this study, we presumed after examining the impacts of AI adoption on project success and the intervening variables of human-centric decision-making (HCDM) and sustainability integration (SUS). The gathered data from 384 project professionals from the major sectors in Jordan were analysed using SPSS 29 and Smart PLS 4 software. Results indicate that the use of AI has a positive direct effect on project success (β = 0.284, p < 0.001) and indirect effect on project success through HCDM (indirect effect = 0.203), and SUS (indirect effect = 0.171). Adopting the model explains 58.7% of the success variance in projects and supports complementary incomplete mediation. The study empirically operationalises the definition of PM 5.0 as an AI–human–sustainability framework and offers new empirical evidence in the context of a developing economy.

This study examines how two important ERP project management practices, business process reengineering (BPR) and ERP requirements definition (ERD), contribute to IT infrastructure capabilities in small and medium-sized enterprises (SMEs). Drawing on Dynamic Capabilities Theory, the study proposes that BPR and ERD strengthen IT infrastructure stability, which subsequently supports infrastructure flexibility. Using structural equation modeling (SEM) and data from 255 Saudi SMEs, the results show that both BPR and ERD have significant positive effects on infrastructure stability. Infrastructure stability, in turn, has a significant positive effect on flexibility and mediates the effects of both BPR and ERD on infrastructure flexibility. The model explains 58.4% of the variance in infrastructure stability and 37.7% of the variance in infrastructure flexibility. These findings support a stability-first sequence in the development of IT infrastructure capabilities, suggesting that a reliable and integrated technological foundation can facilitate subsequent adaptation and flexibility. The study extends research on ERP project management by showing that project practices can influence not only ERP implementation outcomes but also the longer-term development of IT infrastructure capabilities. For project managers, the findings highlight the importance of process redesign and clear requirements definition as early steps toward building infrastructure flexibility.

Industrial firms require timely environmental information to evaluate resource use, compliance exposure, and the long-term consequences of strategic alternatives. This study examines the association between environmental business intelligence and sustainable strategic decision quality and evaluates green strategic agility as a potential transmission mechanism in Jordanian industrial organizations. A cross-sectional survey yielded 312 usable responses from managers, supervisors, administrative employees, and technical specialists. Environmental business intelligence was modeled through environmental data quality, analysis and prediction, reporting and dashboards, and sustainability integration. The primary sustainable decision-quality construct used 14 directly observed items; six planned items absent from the original data file were excluded from all reported models. Composite-based partial least squares structural equation modeling with 5,000 bootstrap samples showed a strong positive association between environmental business intelligence and sustainable strategic decision quality (β = .729, p < .001, f² = 1.083) and a small positive association with green strategic agility (β = .152, p = .007, f² = .024). Green strategic agility was not significantly associated with decision quality (β = −.067, p = .093), and the indirect effect was unsupported. Because the agility scale showed weak reliability and convergent validity, its structural results are interpreted as exploratory diagnostics rather than confirmatory mediation evidence. The findings emphasize environmental information governance while identifying measurement and organizational-routine conditions that future research must address.

The rapid advancement of digital technologies has transformed the banking industry, making Financial Technology (FinTech) a strategic driver of organizational innovation, operational efficiency, and governance. This study examines the effect of financial technology (FinTech) on internal audit practices and investigates the mediating role of digital capability in Jordanian Islamic banks. A quantitative, cross-sectional research design was adopted, and data were collected through a structured questionnaire distributed to employees working in internal auditing, information technology, risk management, compliance, and finance departments. A total of 350 questionnaires were distributed, of which 335 valid responses were obtained and analyzed using IBM SPSS Statistics 29 and IBM AMOS 29 based on Covariance-Based Structural Equation Modelling (CB-SEM). The findings reveal that financial technology has a significant positive effect on internal audit practices and digital capability. Furthermore, digital capability significantly enhances internal audit practices and partially mediates the relationship between financial technology and internal audit practices. These findings indicate that investments in financial technologies create greater organizational value when supported by strong digital capabilities, enabling banks to improve audit quality, strengthen internal controls, enhance risk assessment, and support effective corporate governance.

This study investigates how financial flexibility influences firm performance among Thai listed firms during 2021–2025. The analysis additionally evaluates whether operating cash flow helps clarify the linkage between financial flexibility and firm performance. Cash holdings, leverage, and the current ratio are employed as proxies for financial flexibility, while cash flow from operations relative to total assets is used to capture cash flow efficiency. Firm-level fixed-effects regressions with heteroskedasticity-robust standard errors are applied to control for unobserved firm heterogeneity. The empirical evidence indicates that firms holding larger cash reserves generally achieve stronger profitability, whereas excessive leverage weakens performance. By contrast, the current ratio does not exhibit statistical significance. Stronger operating cash flow efficiency is positively related to ROA, while robustness tests using ROE yield consistent results. Additional estimations support partial mediation. The findings further suggest that cash-based liquidity measures provide greater explanatory relevance than broader accounting-oriented indicators, particularly within emerging-market environments.

This study aims to understand the link between strategic planning, perceived ease of use and strategy management and the organizational performance in Jordanian public higher education institutions, and to examine the moderating role between PEU and top management support in regards to digital transformation. A quantitative research design was used, and the structured questionnaire was given to a sample of 384 employees in public universities of Jordan. Descriptive data analysis was performed by SPSS 26 and partial least squares structural equation modeling was performed by SmartPLS 4. It employed a two-stage analysis: (1) assessment of the measurement model for reliability and validity and (2) evaluation of the structural model for testing the proposed hypotheses and moderating effects. The results show that perceived ease of use and strategy management significantly positively influenced the performance and that perceived ease of use is the strongest predictor. Strategic planning, on the other hand, does not directly affect performance to a significant extent. The moderating role of top management support is significant and negative to the relationship between strategic planning and performance, but not significant to the relationship between perceived ease of use and performance as well as to the relationship between strategy management and performance. The findings highlight the need to enhance the usability and accessibility of information on the websites, the clarity of information, and the user experience of university digital platforms. The study adds to the literature by bringing together the Resource-Based View, Dynamic Capabilities Theory, Public Value Theory and Upper Echelons Theory, and by presenting empirical evidence from a context in a developing country in which the use of digital usability and the management of a digital strategy are more powerful drivers of performance than traditional strategic planning.

This study investigates whether stock market dynamics influence credit allocation for capital and project investments, and how this relationship is moderated by institutional quality. Comparing ten developed and Southern Mediterranean economies over the 2008–2023 period, the analysis employs a bootstrap panel Granger causality framework to assess equity returns and GARCH (1,1) conditional volatility channels. The findings reveal that while developed markets display integrated risk-taking dynamics affecting investment credit, Southern Mediterranean markets exhibit defensive banking behaviour where financial volatility sharply constrains project-related CapEx without responding to positive market signals. These heterogeneities underscore that project financing efficacy relies heavily on robust institutional frameworks, such as investor protection and creditor enforcement, challenging the assumption of uniform capital availability across institutionally diverse project environments.

Climate change has increased the importance of carbon emissions and sustainability disclosure in corporate decision-making and capital markets. Despite growing interest in environmental, social, and governance (ESG) practices, limited evidence explains how ESG performance influences the relationship between carbon emissions and market reaction, particularly in emerging markets. This study examines the relationship between carbon emissions and market reaction and investigates the mediating role of ESG performance using panel data from 110 companies listed on the Stock Exchange of Thailand during 2021-2024, comprising 440 firm-year observations. Random-effects panel regression and mediation analysis are employed to test the proposed relationships. The results indicate that carbon emissions are negatively associated with market reaction, suggesting that investors perceive firms with higher carbon emissions as facing greater environmental and financial risks. ESG performance is positively associated with market reaction and partially mediates the relationship between carbon emissions and market reaction. These findings suggest that stronger ESG performance and sustainability disclosure can partially mitigate the adverse market effects of higher carbon emissions. This study contributes to the literature by providing empirical evidence from an emerging market where mandatory sustainability disclosure has recently been introduced. The findings also provide implications for sustainability project management by highlighting the importance of integrating carbon management and ESG practices into organizational planning, implementation, and performance evaluation to strengthen stakeholder confidence and support long-term organizational value.