This study aims at exploring the impact of the performance of supply chain dimensions (plan-based, source-based, make-based, delivery-based, and return-based performance) on the financial performance of industrial firms. Using a questionnaire, data were collected from a sample consisting of 250 supply chain and financial managers. Analysis data via IBM SPSS and AMOS, the results showed that hypothesized effects were supported except one hypothesis. That is, the results revealed that plan-based, source-based, make-based, and delivery-based performance have significant effects on firm’ financial performance. However, there was a significant negative effect of return-based performance on financial performance. The results concluded that firms should individually influence the supply chain dimensions to address the effects of their performance on financial performance.

The aim of this study is to clarify the effect of e-HRM on organizational performance and talent management following a quantitative method with a cross-sectional design to collect data by a questionnaire distributed to a sample of managers working at industrial firms in Jordan. Based on the strategic evolution perspective, the results pointed out that e-HRM contributes to the achievement of organizations strategic objectives through its significant and positive effects on both organizational performance and talent management. Hence, it was concluded that e-HRM is one of the most critical antecedents of reaching the organization's strategic objectives. Such results call firms to enhance their implementation of e-HRM practices and scholars to examine the effect of e-HRM on other variables such as competitive advantage, human resource development, and strategic alignment.