This quantitative study investigates the relationships between Management Information Systems (MIS), Business Intelligence (BI), and Strategic Planning (SP) within Jordanian Public Listed Companies, with a focus on the mediating role of BI. The target population comprises employees from the 108 public shareholding companies listed on the Amman Stock Exchange, totaling an estimated 1,080 senior managers involved in strategic planning. A random sample of 285 employees was surveyed to achieve a 95% confidence level with a 5% margin of error. Data were collected using a structured questionnaire with multi-item scales adapted from prior studies. Structural equation modeling (SEM) was employed to test the conceptual framework and hypothesized relationships, utilizing the two-step SEM approach with AMOS software. The results reveal significant positive relationships among MIS, BI, and SP. Specifically, MIS exhibits a statistically significant positive effect on SP, supporting previous research indicating MIS provides comprehensive data for informed planning. Furthermore, MIS significantly influences BI capabilities, underscoring the importance of robust MIS infrastructure for advanced BI analytics. BI, in turn, positively impacts SP, aligning with literature suggesting BI tools enhance planning agility and effectiveness through data-driven insights. Bootstrapping analysis demonstrates that BI partially mediates the relationship between MIS and SP. While BI acted as a significant mediating variable, MIS had a significant direct impact on SP, implying that though MIS has a direct impact on SP, it has an indirect impact, through BI, as well. Further analysis revealed that the constructs are interconnected, and that the mediation of BI is a necessary part of the process in Jordanian Public Listed Companies. As such, acknowledging the relevance of MIS, BI, and SP and the mediating role of BI, organizations can adapt their decision-making to achieve sustained competitive advantage within the dynamic business environment in Jordan.

The study aimed to identify the impact of digital transformation and analyze the obstacles and complexities facing the integration of digital technologies into Jordanian Customs and their subsequent impact on achieving strategic flexibility. The study aims to uncover challenges, evaluate their effects, and suggest recommendations to enhance adaptive strategies within Jordanian Customs considering digital transformations. The study included employees in Jordanian General Customs, including customs officials, IT staff, and administrative staff working on digital initiatives. A population of 670 individuals was identified, from whom a purposive sample of (465) directly involved in digital transformation efforts was selected to participate in the study. The study used the descriptive analytical approach to comprehensively investigate the challenges of digital transformation within Jordanian Customs. Surveys, interviews, analysis of regulatory documents formed data collection methods. Quantitative data were subjected to descriptive analysis and regression modeling, while qualitative insights were thematically analyzed to provide a comprehensive understanding of the challenges faced. The analysis revealed the results, the most important of which is that digital transformation has a positive, statistically significant impact in its four dimensions (strategy, organizational culture, transformational leadership, and human resources) in achieving strategic agility in Jordanian Customs, and reveals multi-faceted challenges prevailing within Jordanian Customs, including structural constraints. Infrastructure, resistance to change, cyber security vulnerabilities, and skills gaps among the workforces. The regression analysis highlighted the significant impact of these challenges in hindering the achievement of strategic flexibility within the Customs Department. Based on the results of the study, Jordanian Customs is recommended to take proactive measures to confront the challenges identified. This includes investing in a robust technology infrastructure, implementing targeted training programs to improve employee skills, promoting a culture of innovation, and establishing cross-departmental collaboration to enhance adaptability and strategic flexibility. The study recommended increasing attention to training workers and raising their capabilities to deal with digital transformation positively and improve services.