A cybersecurity framework for Jordanian express delivery service companies: Analyzing the impact of organizational culture and project team skills

Authors: Ahmad AlArabiat 1, Umi Kalsum Zolkafli 2, *

Affiliations:

1Faculty of Built Environment, University of Malaya, Kuala Lumpur, Malaysia
2Department of Quantity Surveying, University of Malaya, Kuala Lumpur, Malaysia

Abstract

In the rapidly changing digital environment, cybersecurity has become a major challenge for express delivery service companies, which rely on digital systems and handle sensitive customer data. This study explores how organizational culture influences the development of project team skills in responding to cyberattacks, aiming to improve company performance in Jordan. Using Structural Equation Modeling (SEM) and survey data from 274 operations and IT managers, the study examines the impact of cyberattack factors—such as software vulnerabilities, human error, weak passwords, and insider threats—on organizational responses and team skill development. The results show that these threats significantly affect response mechanisms, which in turn enhance team capabilities. Key elements such as incident response planning, cybersecurity expertise, and fast threat detection are essential for reducing risks. Furthermore, a supportive and flexible organizational culture strengthens these effects by promoting teamwork, learning, and innovation. The study provides practical guidance for improving cybersecurity management in the express delivery sector and offers a foundation for future research in other high-risk industries.

Keywords

Cybersecurity, Organizational culture, Team skills, Cyberattacks, Express delivery

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DOI

https://doi.org/10.21833/ijaas.2025.10.018

Citation (APA)

AlArabiat, A., & Zolkafli, U. K. (2025). A cybersecurity framework for Jordanian express delivery service companies: Analyzing the impact of organizational culture and project team skills. International Journal of Advanced and Applied Sciences, 12(10), 159–180. https://doi.org/10.21833/ijaas.2025.10.018