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Open research questions in Organizational and Employee Performance

167 unresolved questions extracted from the limitations and future-work sections of 582 Organizational and Employee Performance papers in our library. Each links back to the study that raised it.

What the literature leaves open

  • The study identifies challenges related to infrastructure and vendor dependence, including limited access to digital infrastructure and reliance on external vendors. The research highlights the issue of institutional decoupling, where formal policies are not translated into operational reality. The study also notes the challenge of perceived usefulness and ease of use in predicting adoption readiness.

    When readiness fails: a TOE–TAM mixed-methods analysis of AI-enabled HR digitalization in a resource-constrained small island context · 2026 · DOI

  • The study used a small sample size (N = 137) - The study was conducted in a specific context (Zanzibar’s public and private sectors) - The organizational readiness scale failed internal consistency - The study did not collect organizational identifiers, which limited the analysis

    When readiness fails: a TOE–TAM mixed-methods analysis of AI-enabled HR digitalization in a resource-constrained small island context · 2026 · DOI

  • Lack of awareness among management regarding the impact of psychological pricing strategies on consumer purchasing behavior. Limited understanding of the relationship between psychological pricing strategy and consumer purchasing behavior.

    The Role of Psychological Pricing Strategy in Customer Purchasing Behavior · 2026 · DOI

  • Despite the crucial role played by hedonic and utilitarian features in tourist value co-creation (TVC), the mechanisms between the two components remain insufficiently documented.

    Tourist Value Co-Creation Through Hedonic and Utilitarian Features in the Saudi case: Relational Trust, Service Innovation, and Smart Technology Adoption as Driving Factors · 2025 · DOI

  • This research uniquely integrates the Resource-Based View (RBV) and Technology Acceptance Model (TAM) to examine AI adoption in HRM within higher education—an area previously underexplored.

    Leveraging AI-driven insights to enhance sustainable human resource management performance: moderated mediation model: evidence from UAE higher education · 2025 · DOI

  • The research fills a gap in the literature by presenting evidence from an underrepresented setting and offers insight in line with Vision 2030 agendas.

    Strategic integration of marketing and supply chain functions for superior customer experience: Insights from logistics startups under Saudi Vision 2030 · 2025 · DOI

  • However, little is known about the influence wielded by social media adoption on sustainable performance during COVID-19.

    Exploring the Link Between Social Media Adoption and Saudi Arabia SME’s Sustainable Performance: The Moderating Role of COVID-19 · 2024 · DOI

  • Future research should consider the evolving regulatory environment and its impact on ESG integration in fintech.

    Influence of ESG among Jordanian fintech businesses: the moderating role of sustainable finance technology · 2024 · DOI

  • While the service sector can enhance operational efficiencies through effective KM implementation, the extent of this impact, particularly in terms of quality and operational performance in developing countries like Saudi Arabia, remains underexplored.

    The effects of knowledge management processes on service sector performance: evidence from Saudi Arabia · 2024 · DOI

  • The study identifies the challenges of using AI tools in Jordanian media, including the limited technological infrastructure and lack of resources to train journalists on AI.

    Towards the integration of artificial intelligence in Jordanian journalism practices from the UTAUT model perspective · 2026 · DOI

  • Little is known about how artificial intelligence and contemporary technology may affect low-income countries. The study aims to investigate the factors enhancing the behavioural intention to adopt AI in journalism in Jordan, an understudied area.

    Towards the integration of artificial intelligence in Jordanian journalism practices from the UTAUT model perspective · 2026 · DOI

  • The study used convenience sampling, which weakens generalizability. The sample size was limited to 427 participants due to time and accessibility constraints. There is not much clarity regarding the sample size in structural equation models.

    The Mediating Role of IoT Awareness and Artificial Intelligence Anxiety on Resistance to Organizational Change · 2026 · DOI

  • Further studies should investigate the effect of IoT awareness on organizational change resistance in different sectors. Future research should explore the impact of AI anxiety on employee behaviour and organizational performance.

    The Mediating Role of IoT Awareness and Artificial Intelligence Anxiety on Resistance to Organizational Change · 2026 · DOI

  • Future research should investigate the impact of AI on marketing and management in emerging markets. Future research should explore the role of ethical governance in AI adoption. Future research should develop validated instruments for ethical AI governance.

    Artificial Intelligence in Marketing and Management: A Systematic Review of Literature, Theory Integration, and Future Research Opportunities · 2026 · DOI

  • The academic literature on AI in marketing and management remains fragmented across disciplines. There is a lack of theoretical integration in the literature. There is a need for a unified framework bridging marketing and management literatures.

    Artificial Intelligence in Marketing and Management: A Systematic Review of Literature, Theory Integration, and Future Research Opportunities · 2026 · DOI

  • Research on innovative practices in the UAE energy context remains limited. There is a need to investigate the role of AI, IoT, and cloud computing in shaping workplace collaboration in the UAE energy sector.

    Innovative technologies and workplace collaborations in the energy sector based in the United Arab Emirates · 2026 · DOI

  • 7 Future research agenda Future research should explore how collaboration evolves as digi- tal technologies mature across energy organisations. Finally, future research could investigate how procurement strategies, vendor partnerships and digital infrastructure investment decisions shape the success of large-scale digital transformation initiatives.

    Innovative technologies and workplace collaborations in the energy sector based in the United Arab Emirates · 2026 · DOI

  • The digital revolution and globalization pose challenges for universities to adapt and stay competitive. The study identifies the need for universities to promote innovation and train workers in digital skills.

    Driving University Performance in the Artificial Intelligence Era: Digital Skills, Creative Leadership, and Innovation under Vision 2030 · 2026 · DOI

  • There is little research on using entrepreneurial attitude and AI integration in higher education, especially in impoverished countries like Saudi Arabia. Most research on these themes focuses on business, namely profit-driven outcomes and organizational competitiveness.

    Driving University Performance in the Artificial Intelligence Era: Digital Skills, Creative Leadership, and Innovation under Vision 2030 · 2026 · DOI

  • The study identifies a gap in the understanding of the influence of digital transformation on competitive advantage in local businesses in Rwanda - There is a need to examine the effects of digital technologies on business processes and competitiveness in the Rwandan context

    Digital Transformation and Competitive Advantage to Local Businesses in Rwanda. A Case of Zamura Ltd · 2026 · DOI

  • The challenges facing the company are how to place employees in the right position, maximizing employees in accordance with the quality and needs of the company. It is impossible to overestimate the significance of employee loyalty, especially in the highly competitive market of today.

    Innovation Management and Development: An analysis of Defined Quality employee’s performance in Ministry of Higher Education · 2026 · DOI

  • There is a need to explore how innovative practices can be systematized and integrated with factual data to enhance institutional performance. The concept of quality in education is subjective and dynamic.

    Innovation Management and Development: An analysis of Defined Quality employee’s performance in Ministry of Higher Education · 2026 · DOI

  • The study identifies a gap in understanding the impact of strategic management on decision-making effectiveness in the Jordanian banking sector. The study aims to contribute to filling this gap by investigating the relationship between strategic management and decision-making effectiveness.

    The Impact of Strategic Management on the Effectiveness of the Strategic Decision-Making Process in Jordanian Commercial Banks · 2026 · DOI

  • 6.1. Conclusion This study successfully demonstrated the pivotal role of strategic management in enhancing the effectiveness of the strategic decision-making process within Jordanian commercial banks. The research confirmed a statistically significant positive impact of strategic management, particularly through its dimensions of flexibility, speed, and organizational capabilities, on decisionmaking effectiveness, which encompasses problem identification, situation evaluation, and alternative development. While all three dimensions of strategic management significantly influenced problem identification and evaluation, organizational capabilities emerged as the primary driver for developing alternatives. This highlights that a bank’s inherent structural and systemic strengths are crucial for generating innovative solutions, even more so than mere flexibility or speed in this specific aspect. The findings underscore those Jordanian commercial banks generally exhibit high levels of strategic management and decision-making effectiveness, yet areas for targeted improvement, particularly in optimizing “speed” and leveraging “organizational capabilities” for creative alternative generation, remain. 6.2. Recommendations Based on the study’s findings, the following recommendations are proposed for Jordanian commercial banks to further enhance 356 their strategic management practices and decision-making effectiveness: 1. Strategic resource reallocation for adaptability: Management should continuously review and strategically reallocate resources to proactively adapt to emerging changes and unforeseen circumstances in the market. This involves building dynamic resource pools that can be quickly deployed. 2. Prioritize inter-departmental coordination: Foster stronger and more effective coordination mechanisms between different departments and branches. This will improve information flow, streamline decision-making processes, and enhance collective responsiveness. 3. Optimize speed in operations and responsiveness: While banks show awareness of speed, there is room for improvement. Implement measures to enhance the swiftness of organizational operations and market responsiveness, ensuring quicker adjustments to meet current requirements and capitalize on fleeting opportunities. 4. Establish efficient time management systems: Develop and integrate robust time management systems across all levels to boost operational efficiency and support faster decision cycles. 5. Standardized evaluation of proposed alternatives: Implement clear, established standards and criteria for evaluating proposed alternatives. This ensures objectivity, reduces bias, and leads to more robust decision outcomes, especially given the significant role of organizational capabilities in alternative development. 6.

    The Impact of Strategic Management on the Effectiveness of the Strategic Decision-Making Process in Jordanian Commercial Banks · 2026 · DOI

  • Resistance, uncertainty, and skill gaps are major challenges during digital transformation. The banking industry is rapidly changing due to fintech disruption, AI adoption, and increasing customer expectations.

    Managing Organizational Transition at Emirates NBD: A Change Leadership Perspective · 2026 · DOI

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167 open questions have been extracted from the limitations and future-work passages of 582 Organizational and Employee Performance papers in our library. Each one below links back to the study that raised it, so you can read the original claim in context.

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