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The aim of this paper is to examine a model that combines barriers, drivers, government responses, recovery expectations, expected future changes in performance and the extent of digitalisation as a moderator in SMEs.

This study uses exploratory causal methodologies. The study employs a quantitative methodology based on utilising an electronic questionnaire to gather the opinions of home workers and entrepreneurs in Jordan. The cross-sectional data collection approach was conducted in a single time frame, and a total of 1,179 valid questionnaires were analysed using Smart PLS along with SPSS.

The findings demonstrate that the barriers lower the expectations of recovering performance, whilst the drivers and government responses raise the expectations of both performance recovery and change in performance. Concerning digitalisation, this study discovered that firms going digital had a significant positive direct impact on expectations of performance change. This paper also found that expectations of performance change are significantly positively impacted by the interaction between drivers and digitalisation. However, the moderating influence of digitalisation on the positive impact of government responses on expectations of performance change was not verified.

The study's conclusions led to the formulation of several policy recommendations aimed at easing the burden on SMEs.

This study adds something new to the body of knowledge on SMEs by investigating the effects of barriers, drivers and government responses on expectations of performance recovery and the expected future change in performance moderated by digitalisation.

This paper assesses the continuance intention (CI) for mobile-based payment (M-payment) services following the COVID-19 pandemic by combining the self-efficacy construct with the electronic service quality model.

This exploratory, cross-sectional research employs qualitative and quantitative research methods; specifically, a questionnaire and interviews. A total of 403 Jordanian participants completed valid questionnaires. Mediation and moderation evaluations assessed the M-payment service quality (MPSQ), self-efficacy and health concerns (HC) to determine CI.

The results verify the significance of MPSQ and self-efficacy in developing CI and show the mediating influence of self-efficacy between MPSQ and CI. Moreover, HC negatively impact the self-efficacy/CI link.

This research benefits M-payment service providers seeking to secure customer loyalty via improved M-payment services. The behavioral intention investigation will provide rich information about potential customers' CI and illuminate areas for development.

This research makes an original contribution to the existing M-payment literature by investigating the impact of customers' perception of service quality on their CI to utilize M-payment services, balanced with self-efficacy and HC.

Reviewing Human Resource Management (HRM) and innovation literature, an identified gap exists in the mechanism in which the association between HRM and innovation is happen. To respond, the current study has suggested a moderated mediated mechanism to explain the link between HRM, through its new High Performance Work Systems (HPWS) and organisational innovation, as employee engagement mediates the relationship between HPWS and employee creativity. Then later one has subsequent influence on organisational innovation; moreover, the model also considers the moderating role of employee perspective-taking between HPWS and employee engagement.

A quantitative-deductive causal method, along with a cross-sectional approach was adopted, and SMEs in Jordan were the focus for the present study, through targeting employees in Research and Development centres. Data were collected through a self-administered questionnaire answered by 272 employees and Structural Equation Modelling using SMART-PLS was used for the statistical analysis.

The results confirmed that employee engagement fully mediated the relationship between HPWS and employee creativity and accounted for 69.5% of the variance; additionally, perspective-taking as a moderator of the relationship between HPWS and employee engagement was confirmed. Moreover, employee creativity significantly predicted organisational innovation to moderate levels.

The study suggested a unique mechanism for the link between HPWS and organisational innovation, contributing to the suggested gap that could have numerous variables acting as mediators or moderators which require further investigation to explore other possible mechanisms.

The author said his study suggested a unique mechanism for the link between HPWS and organizational innovation and also filled a gap in existing research. Previous studies have tended to concentrate on outcomes at the organizational level rather than individual level.

The author sent the questionnaire to employees at R&D centers, where employees are expected to produce a lot of creative ideas. Each organization in the study had a maximum of three employees responsible for R&D. In total, 272 complete questionnaires were collected from 159 SMEs in Amman, in Jordan.

The study confirmed that employee engagement fully mediates the relationship between HPWS (high-performance work systems) and employee creativity. Results showed it accounted for 69.5% of the variance. The author of the report also revealed that perspective-taking also moderated the relationship between HPWS and employee engagement, and employee creativity predicted organizational innovation to moderate levels.

The positive results of the study have theoretical implications, the author argues. It proposed a causal mechanism of mediation, which was an original contribution. And it also focused on individuals, whereas other studies have tended to concentrate on outcomes at the organizational level. Management must also take into account the vital role HPWS play in shaping creativity and engagement. On the other hand, training can’t be offered for the sake of it, but in order to influence the employee’s view of the organization.