Dr: Hisham Ahmad Khraisat
Abstract:
Background:
The Jordanian banking sector is undergoing a significant shift fuelled by digital disruption. As many organisations pour funding into technology, we are increasingly catching onto the idea that the sustainable success is not solely about financial performance, but a holistic one-Organisational Health. This empirical work fulfills a pressing gap in the literature by providing an analysis of the way in which digital entrepreneurship – the realm of digital adaptation – is related to the long-term resilience and that the health of these institutions including also, and, perhaps in contradiction with prior models, the profitability level in the wake of digital initiatives.
Methods:
The present research is a descriptive-analytical quantitative one. A structured questionnaire developed based on preexisting literature, was electronically administered to 350 upper- and middle-level managers selected by simple random sampling from Jordanian commercial banks. We received 350 useable responses for analysis. The independent variable was digital entrepreneurship (measured by the digital innovation orientation, digital business models, and strategic digital leadership dimensions). Organizational health (employee well-being, adaptive capacity and resource efficiency dimensions) was the dependent variable. SPSS was utilized for data analysis, with descriptive statistics and multiple regression analysis testing the hypotheses of the study.
Discussion:
Thus, the results confirm a strong, statistically significant positive effect of digital entrepreneurship on organizational health by explaining 66.4% of its variance. The most salient finding was that the strategic digital leadership most influenced overall health by enhancing adaptive capacity and employee well-being. This suggests that while the technology and the new business models are important, it is the vision, commitment, and culture-making actions of senior leaders that are the leading influences on a healthy digital transformation. The model also indicated that using digital business models was an important predictor of resource efficiency, demonstrating that the dramatic shifts in fundamental processes are critical for transforming digital investments into operational excellence.
Conclusion:
In short, digital entrepreneurship serves as a strategic lever for fostering organizational health in the Jordanian banking scene. Banks embracing digital transformation know that a sound approach is an integrated one; developing new digital services and models intentionally aligned to build a resilient, adaptable, and people-centric organization will lead to the greatest success. This study serves as an empirical bridge between digital entrepreneurship and organizational health: it provides bank managers with evidence that the investment of time and resources in strategic leadership and a digital culture that supports and nurtures people is critical, and proposes a research agenda focused on the human, personal, and organizational elements of digital transformation in relation to sustainable competitive advantage.