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This study aims to investigate the impact of organizational behavior and information technology business strategic maturity on firm performance within the Jordanian maritime industry. A quantitative research approach was employed, and data were collected through a questionnaire distributed to 157 IT managers and 190 managers from 347 operating maritime companies in Jordan. The research data underwent descriptive and analytical analysis to examine the proposed model. The findings indicate that organizational behavior significantly and positively affects firm performance, while information technology business strategic maturity also has a significant positive influence on firm performance. Additionally, the study reveals that IT-business strategic maturity mediates the relationship between organizational behavior and firm performance. These results highlight the significance of enhancing IT-business strategic maturity to strengthen the association between organizational behavior and firm performance in the Jordanian maritime industry. By leveraging effective organizational behavior practices and implementing robust information technology business strategic maturity, maritime companies can improve their performance, achieve operational efficiency, and facilitate strategic decision-making, ultimately enhancing their competitive position in the dynamic business environment.

PurposeThe purpose of this paper is twofold: first, to analyze which policies of human resource management (HRM) contribute to exploratory learning and which to exploitation learning; and second, to determine the influence of the two types of learning on organizational performance.Design/methodology/approachThe research hypotheses are tested by partial least squares with data from a sample of 100 Spanish hotels.FindingsThe results confirm that, in order of importance, selective staffing, comprehensive training and an equitable reward system lead to exploratory learning. Exploitative learning seems to be fundamentally driven by comprehensive training and an equitable reward system (but in a different way than with exploratory learning). Finally, both types of learning have a positive impact on performance.Practical implicationsBoth exploratory and exploitative learning result from HRM practices. To maintain performance expectations managers should develop both learning types, which entails the utilization of the best HRM practices.Originality/valueThis study presents empirical evidence around the findings of other studies (Laursen and Foss, 2014; Minbaeva, 2013) which call for further research into whether strategic HRM configurations have positive effects on the two learning types. The results find some practices that have a positive effect in both cases, but with different intensities in their explanations. This finding reveals the need for more detailed exploration around which combinations of HRM practices, in terms of exploratory vs exploitative learning, are advisable for organizations. The study also finds that the two learning types have a positive influence on organizational performance.