Ali Mohammad Mistarihi

The raising usage of social media lead to an increase in the importance of platform engagement by Gen Z through personalized content provided by these platforms. However, the aim of this study is to understand the role of both personalization and interactivity in supporting the experience of Gen Z through investigating the mediating role of perceived relevance on platform engagement. This study utilized a sample of 412 from Gen Z to explore the proposed hypotheses. The data was collected using a survey containing 17 items to measure the proposed constructs and the collected data analyzed using SEM-PLS. The findings revealed that all the proposed hypotheses are supported. Specififically, the study found that content personalization and content interactivity lead to support the perception of relevance. Moreover, the findings also revealed that perception of relevance could be enhance the platform engagement through their mediating role in the relationship between content personalization and platform engagement, and between content interactivity and platform engagement. Such findings contribute to implementing content strategies by marketers to support the engagement of Gen Z in social media.

Introduction: The importance of this study is to investigate decision-making by making decisions about data and real-time analytics and practicing ethical data on human resource performance and employee satisfaction.Objective: The study was conducted at Zain Telecommunications Company Jordan through designing a questionnaire for a segmentation research in the telecommunications and exhibitions company and 220 suitable samples were removed to analyze the structural equation modeling program method SEM.Method: The diversity of independent studies was indicated through the contracts indicating it, so multiple choices were used as evidence, workforce turnover forecasts, performance measures were available to indicate the correct decision-making to the data. Its employees were used in real time, tracking the productivity of dynamic workforce workers, and instant questionnaire mechanisms to indicate real-time analytics.Result: Transparency in its data use policies, implementation of data privacy standards, and algorithmic fairness were used in innovative processes to indicate ethical data practices. Through the questionnaire that was distributed, these parties' studies were conducted on improving the performance of human resources and employee satisfaction.Conclusion: His studies have concluded by integrating his three main areas of accurate decision making of his research, real-time analysis and practice of creative data and performance significantly improves the HR outcomes he chooses from employee satisfaction by choosing his specialty on data keeping pace with organizational goals by choosing his evidence.

SUMMARY: This research investigates the approaches, strategies and challenges facing the management of the implementation phase of public–private partnership (PPP) projects in Jordan. Jordan is a newer but common user of PPPs in the Middle Eastern region, where PPPs not only are of economic strategic importance but also entail significant investment risk given resource scarcity. This research involves semi‐structured interviews with senior managers representing different partnering organisations in two case study organisations in Jordan. The research finds that, despite the management difficulties confronting PPP managers, strategies adopted by them limit the impact of these challenges. The research makes an important theoretical contribution in providing a detailed analysis of effective PPP management approaches in response to difficulties at the implementation phase, which had not been systematically explored in extant PPP research, and broadens PPP research to the Jordanian context. Moreover, the research contributes greater understanding of how partnerships should be effectively managed. Copyright © 2013 John Wiley & Sons, Ltd.

Managing public-private partnership (PPP), particularly in the implementation phase, is both theoretically and practically complex with success largely determined by how well partnerships are managed. Yet, several PPP scholars have noted that little is known about the management competency requirements to effectively manage in a PPP settings; that is described as different from traditional hierarchical ‘command-and-control’ management forms, and have called for further research to understand this ‘black box’. This research has provided a wide-ranging account of the most significant ‘soft-management’ competency requirements to effectively mange in such a multi-organizational environment. It is suggested that PPP managers should be able to cope with, adapt to and be flexible to respond to changes that are frequent occurrences during the course of the partnership. Being patient and self-motivated were also qualities PPP managers should possess. Social and interpersonal skills, ‘scoping in/out’ ability, conceptual skills, project management skills, and, communication and coordination skills were also sets of skills important to effectively manage in a PPP settings. Further, PPP managers should also have sufficient technical and project management experience, as well as experience in negotiation and arbitration. PPP managers should be knowledgeable and qualified to manage the construction, operational and the financial aspects of the PPP project. They should also be familiar with, and use specialized programming and scheduling techniques. The findings of this research were based on data collected from in-depth interviews with 21 partner managers in two case study organizations in Jordan.</p