Big Data Analytics (BDA) provides an important resource for businesses seeking to enhance their performance and gain a competitive advantage, although not all organizations are adopting BDA techniques, and small and medium-sized enterprises (SMEs) in Jordan have been slow in this regard, despite being key players in any healthy economy, and the fact that BDA adoption can be facilitated by using the Technology Acceptance Model (TAM). The purpose of this study is to investigate the drivers of behavioral intention among managerial-level employees in Jordanian ICT SMEs to adopt BDA through a quantitative correlational research approach. The TAM questionnaire was used to gather data from 271 online survey participants in Jordan using Google Forms. The target group included management level staff working in small and medium-sized ICT firms (SMEs). Confirmatory factor analysis (CFA) was used to evaluate the research instrument's reliability and validity, and structural equation modeling (SEM) was utilized to test the study's hypotheses. The findings revealed that perceived usefulness, perceived ease of use, and perceived “privacy and security” significantly influenced managerial-level employees' behavioral intention to use BDA in their organizations. The research findings also supported the application of TAM, and the results of the investigation indicated that managerial-level employees would be willing to use BDA techniques providing they were perceived to be useful, user-effortless, and posed little concern about privacy and security. Overall, the current study's results demonstrate that the suggested model had good predictive power, 51% of the variance in behavioral intention, and was therefore capable of predicting managers' intentions to use BDA.

This research aims to provide a logical and experimental framework that helps organizations achieve goals in turbulent environments by examining the impact of dynamic capabilities on competitive performance with the conditional indirect effect of entrepreneurship orientation and digital leadership. A conceptual framework was derived from well-established theories in strategic management, along with empirical evidence based on a survey conducted on a sample of 102 leaders and managers in the entrepreneurial companies in Jordan. This study demonstrates the positive impact of dynamic capabilities in developing competitive performance. Moreover, the entrepreneurship orientation mediates the relationship between dynamic capabilities and competitive performance and digital leadership has a positive moderating role in this relationship. This research recommends leaders and managers in entrepreneurial organizations to define clear standards for measuring competitive performance that enable identifying and correcting deviations in a timely manner and invites them to focus on creating value in turbulent environments by exploiting advanced technological capabilities and adopting innovative strategies and business models.