This study focuses on examining the service delivery performance (SDP) within humanitarian organizations working in Jordan, with a specific focus on the role of organizational resources. Specifically, the study examines how technological, internal, and financial resources contribute to organizational performance. The proposed conceptual framework is covered by the Resource-Based View (RBV) theory, which indicates that differences in organizational outcomes can be attributed by the effective use of strategic resources. Within this framework, technological, internal, and financial resources are suggested to jointly affect the ability of humanitarian organizations to provide services efficiently and effectively. The study highlights the importance of understanding the relationships among these resources and their collective impact on service delivery outcomes. By focusing on internal organizational resources, the research emphasizes that humanitarian organizations' performance is shaped by the extent to which organizations possess and mobilize key resources. Relying on RBV theory, the study indicates that a lack of performance occurs when organizations differ in their access to valuable, rare, difficult-to-imitate, and non-substitutable resources. By merging different types of organizational resources into a single analytical framework, this study provides a theoretical discussion on humanitarian performance and resource management. The findings are expected to provide useful insights for humanitarian workers and decision-makers aiming to strengthen service delivery performance through improved resource use and internal capacity development.
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