Digital Entrepreneurship and High Performance in Jordanian Financial Services: Evidence from PLS-SEM and Implications for Organizational Learning

Abstract

This study investigates how digital entrepreneurship drives high performance in Jordanian financial services companies and clarifies the human and organizational learning mechanisms behind this link. Survey data from 221 managers across 27 firms (proportional stratified sampling) measured five dimensions of digital entrepreneurship (digital leadership, knowledge, finance, culture, innovation) and four dimensions of high performance (continuous improvement, workforce quality, teamwork, flexible work systems). Descriptive statistics (SPSS) and PLS-SEM revealed a significant positive effect of digital entrepreneurship on high performance, with digital leadership, digital culture, and digital innovation emerging as the strongest predictors. Findings position digital transformation as a capability-building process: firms that institutionalize continuous digital upskilling, codify knowledge-sharing routines, align leadership and culture with innovation governance, and invest in FinTech-enabled processes and data capabilities achieve more robust high-performance work systems. The study contributes applied insights for educational studies and the applied humanities by framing digital entrepreneurship as a learning organization endeavor—where human-centered change, workforce development, and collaborative practices translate technology adoption into sustained performance. Practically, managers should embed structured learning pathways, cross-functional teamwork, and flexible work design to accelerate improvement. Sector-specific evidence from an emerging economy extends the literature and offers actionable guidance for policy and practice in digitally evolving financial services.