Impact of Strategic Management Practices on Public Organisational Performance: A Mediatory Analysis of Organisational Commitment and Teamwork in UAE

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Vol. 14, No. 6, 2024, E-ISSN: 2222-6990 © 2024
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Impact of Strategic Management Practices on
Public Organisational Performance: A Mediatory
Analysis of Organisational Commitment and
Teamwork in UAE
Massila Kamalrudin1, Faris Khalifa Saeed Khalifa Aldhaheri1,
Halimaton Hakimi1,2
1Universiti Teknikal Malaysia Melaka, Melaka, Malaysia, 2Asia Pacific University, Kuala
Lumpur, Malaysia
Corresponding Author Email: halimaton.saadiah@apu.edu.my
Abstract
This study investigated impacts of strategic management practices on organizational
performance in Abu Dhabi, UAE public organisations, considering the mediating effects of the
teamwork and organisational commitment on these inter-relationships. The study adopted
quantitative design using deductive reasoning. Data was collected using structured
questionnaire from 358 respondents in the public organisations and analysed using both
descriptive statistics and inferential statistical tool of Partial Least Squares – Structural
Equation Modelling (PLS-SEM). The study found that strategic management practices of
strategy formulation and strategy evaluation have significant impact on organisational
performance. However, the strategy implementation practice was found not to have
significant impact on organisational performance in UAE public organisations. The study also
found that organisational commitment and teamwork have significant influence on
organisational performance in UAE public organisations. The study also found that
organisational commitment and teamwork significantly mediates the impact of strategic
management practices on organisational performance in UAE public organization except the
impact strategy implementation on organisational performance which was not significantly
mediated by organisational commitment. This study contributed to knowledge by
establishing that the strategic management practices of strategy formulation and evaluation
significantly influence organisation performance in public organisations, and that the
influences are significantly mediated by organisational commitment and teamwork.
Keywords: Organisational Performance, Strategic Management Practices, Organisational
Commitment, Teamwork
Vol 14, Issue 6, (2024) E-ISSN: 2222-6990
To Link this Article: http://dx.doi.org/10.6007/IJARBSS/v14-i6/20774 DOI:10.6007/IJARBSS/v14-i6/21448
Published Date: 10 June 2024

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Introduction
Strategic management is a continuous process that assesses and controls the company's
business and industries, evaluates its competitors, and sets goals and strategies to meet all
current and potential competitors, and then reassesses each strategy annually or quarterly
(regularly) to determine how well it has been implemented and whether it needs to be
replaced by a new strategy to meet charged objectives of a new social, financial, or political
environment, new technology, new rivals, a new economic environment, or a new social,
financial, or political environment (Warshawsky et al., 2020).
Strategic management involves a number of practices for the overall function of
organisations. These practices include the strategy formulation, strategy implementation and
strategy evaluation (Fuertes et al., 2020; Ahmad and Ahmad, 2019). Strategic management
involves the formulation of strategies for the achievement of organisational short- and long-
term objectives (Khalid and Nusari, 2020). Formulated strategies must be implemented to be
meaningful. Strategy implementation involves gathering the resources of an organization and
motivating the staff for achieving the goals (Mohamed et al., 2019). Once strategies are
formulated by organisations and implemented, they need to be evaluated in order to identify
the area of strength and weaknesses and where corrective actions are required to achieve
the overall aim of the organisations (Gure and Karugu, 2018).
The hypercompetitive business climate, according to Alukonya (2021), has pushed
businesses to their limits, necessitating the adoption of strategic management techniques
that support plans, choices, and decisions that lead to competitive advantage, profitability,
success, and wealth creation.
Cherian et al (2021) revealed that in the last few years, it has been noticed that many
middle eastern countries, particularly the United Arab Emirate, public organizations' long-
standing management strategies in this area have become more complicated and are
suffering from many difficulties and shortfalls. In fact, they are facing a variety of difficulties
and challenges in their public administrative issues, such as poor productivity, exploitation,
and lack of changes Mahmoud and Othman (2021), which necessitate the adoption of SM
practices. Fuertes et al (2020) revealed that processes required to achieve organizational
goals in other to confront the challenges of strategic management includes environmental
analysis, strategy formulation, modern strategy implementation, and effective human
resources management. Similar practices are applied through strategic planning.
Despite the importance of SM to organisational performance, however, very few
studies Abu-Rahma and Jaleel (2019); Ahmad and Saber (2015); Al-Khouri (2012); Al‐Shaikh,
(2001); Al Raee (2014); Elbanna (2010; 2013); Khalid and Sarker (2019); AlQutob et al (2020);
Tipu and Sarker (2020) have been conducted on strategic management practices in
developing country settings such as the United Arab Emirates (UAE). There is no documented
evidence available to reveal the underlying relationship between strategic management and
performance among the UAE public organizations. The bulk of previous studies were
concentrated in developed nations such as Canada, the USA, Australia, Japan and the United
Kingdom, with very few from the developing nation such as Saudi Arabia, Bahrain, Jordan and
the UAE (Aldehayyat et al., 2011; Elbanna and Alhawarai, 2012; AlGhamdi, 2013; Rajasekar,
2014). Form the theoretical perspective a growing amount has been written on strategic
management practices worldwide and their impact on organizational effectiveness as well as
financial performance, with a few empirical studies focusing on UAE organization.
Furthermore, research has observed that customer satisfaction, which is an important non-
financial measure, was found lacking, even though it is one of the major determinants of

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performance and hence its success. For instance, Hawkins and Hoon (2019) claims that
survival of organisations depends on its ability to satisfy its customers and find strategies to
increase customer satisfaction.
Besides the direct influence of strategic management practices on organisational
performance, strategic management practices may have indirect effect on organisational
performance through teamwork and organisational commitment. Drawing from the social
exchange theory, strategic management practices involves motivating employees who
reciprocate the gesture through positive attitude and commitment towards the organisation
which improve the performance of the organisation (Alansaari et al., 2019; Fakhari et al.,
2021; Taha, 2018). The possible mediation effect of organisational commitment on the
relationship between strategic management practices and organisational performance is not
clearly address in literature. This research will attempt to close this important gap in
literature.
Similarly, the resource-based theory alludes to the role of strategic management
practices in attaining teamwork. Such teamwork an organisation edge over other
organisations thereby allowing it to improve its performance (Agwu, 2018; Omalaja and
Eruola, 2011). Despite this supposed relationship, the possible mediation effect of teamwork
in the relationship between strategic management practices and organisational performance
has not been empirically tested, at least in UAE public organisations. Therefore, it is against
this background that this study intends to investigate the impact of strategic management
practices on the performance of modern UAE public Organizations. The paper divided into six
sections. Section one provides the introduction, section two presented the review of previous
literature while section three presented the methodology. The result is contained in section
four while section five and six presented discussion and conclusion respectively.
Literature Review
Strategic Management in Public Organisations
Strategic management is important in any public organisation. Studies have emphasised the
relevance of formulating and implementing effective strategies in public organisations
(Aldhaher et al., 2020). The focus on the specific strategies and their results dominates the
applicability and comprehensiveness of formulation and implementation strategy. Because
formulation and implementation strategy demand an intellectual effort as well as discipline,
a public employee’s will and skill in choosing future courses of action are crucial for successful
implementation. If the organisation does not display a clear goal, vision or mission, public/
employee support and a comprehensive understanding, the implementation and the
formulation strategies would be ineffective (Aldhaher et al., 2020; Ameen, Almari, Isaac, and
Mohammed, 2019; Ameen et al., 2020). The published literature showed that the
organisations which were more committed to the implementation and formulation strategies
showed a higher organisational performance (Aldhaher et al., 2020). The formulation and
implementation strategy display a better framework which can guide the managerial
functions. The primary parameter includes the effective application of the implementation
and formulation strategies which improve the performance of the government sectors (Kang,
2006). The second factor includes the probability that the public employees would consider
all the practical guidelines as an additional tool for improving their productivity. Hence, for
the successful application of the implementation and formulation strategy, public officials
must perceive these strategies as a tool for improving their performance (Kang, 2006).

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Public sector in most countries is often associated with systemic challenges on the
effectiveness of service delivery to the public. One of the challenges is the bureaucratic
process and unstable performance in the security sector (Almazrouei and Yassin, 2020). Thus,
strategic management is highly required in public organisations as it is in private
organisations. Accordingly, various studies were carried out on strategic management from
public organisations point of view. For instance, Daudi and Mbagua (2018) investigated
strategic management in Kenya’s public transport sector which was characterised by lack of
observation of traffic regulations and this has led to a large number of road crashes and
associated fatalities and injuries.
As found in other countries, UAE is not an exception. The need for effective strategic
management in public organisations cannot be overemphasised. With the advancement of
technology in UAE, organisations are restructuring their operations which enables them to
achieve strategic competitive advantage (Almazrouei and Yassin, 2020; Alshams et al., 2020).
According to Al Hammadi and Al Hammadi (2018), the idea that the Dubai Government via its
public sector institutions can and needs manage itself strategically, in a similar manner to any
well-performing private sector organization, has been translated into practically across
government departments and authorities. This study is intended as contribution to
knowledge production that will also fill a gap in literature on the salient and fundamental
factors that enabled Dubai post-colonial state to be become agile, innovative and responsive
to the growing size and scope of activities undertaken by Dubai and by extension the UAE
public sector institutions. On the basis of documentary analysis and observation, the
conclusion has been arrived that a multiplicity of factors and initiatives such as strategic
planning, innovation and technological advancement, leveraging of political leadership and
hiring the finest minds from the global pool of transnational bureaucrats with the view to
transfer skills and efficiently run public institutions.
In UAE, Alsyouf et al (2021) assessed the impact of strategic planning and management
practices (SPM practices) on the performance of banks in the United Arab Emirates and the
challenges they face in developing and implementing their strategic plans. Although banks in
the UAE were able to recover smoothly after the 2008 financial crisis, they still face challenges
due to globalization, low oil prices, and political instability in the region. The situation calls for
efficient strategic planning and management by the authorities of the banks. This study,
therefore, aims to contribute to improving the effectiveness of SPM practices within the
banking sector in the UAE. Detailed analyses and findings indicate that specific pattern
variations and relationship structures are observable in terms of the five SPM components
and their impact on the performance levels of both Islamic and conventional banks. Most
importantly, the quantitative findings and qualitative inferences from the study lead to the
conclusion that management in the banking industry has the responsibility of putting in place
the strategies, frameworks and policies that respond proactively to the prevention, detection
and mitigation of shocks on banks, particularly from their external business environment.
Similarly, in another study, Hock et al (2019) explained briefly about the importance of
SMIS in public sector. They mentioned that SMIS endow management to act, respond
construct, support, and compound upper hand. Another example, an integrated revenue
management information system will improve tax data available to collection employees in
the field; revenue officers will be able to receive cases more quickly and depose of them
sooner. A system using distributed computing architecture to automate and modernize tax
collection process will enable the treasury department to collect tax more efficiently, which
is, of course, a benefit to all government agencies. It can be said that governance and public

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administration cannot be productive, effective and efficient without the support of modern
information technology. The use of information technology has been an absolute
requirement for public administration and management development.
Organisational Commitment
Organisational commitment is the feeling of dedication an employee have towards his
organisation. It includes the employees’ intention to work hard and the their willingness to
continue working in the organisation (Alansaari et al., 2019). In order to enhance
organisational performance, organisation have it among its primary objectives to employ
committed employees. Commitment is also inculcated into the employee through motivation
and personnel development. By motivating the employee, they have an implied impression
that the organisation care about their development. Based on the social exchange theory,
such feeling of importance encourage the employee to be committed to his organisation
(Taha, 2018).
Positive organisational commitment is also considered to be related to employee
behaviour, performance and productivity. Employees with high level of commitment toward
their occupation, job and organisation are more likely to put in their best in work when
compared to employees with less commitment. Each of the three components of organisation
commitment (affective, continuance and normative) has a different effect on employees’
behaviours in the workplace and these behaviours are considered by most managers to
influence the organisational performance. As employees form the concrete base of any
organisation, the organisational performance is technically considered the sum of all
employees’ performance working in the organisation. However, organisations can only
survive in today’s competitive world with the assistance of committed employees; those
committed to the organisation’s objective through working effectively to accomplish superior
performance. Organisational commitment can be described as the state in which employees
have a psychological link with their organisation and identify with it, making them more
willing to participate in achieving the objectives and goals of the organisation (Taha, 2018).
Most organisations have difficulty obtaining competent and committed employees who
are willing to maximise their skills and abilities to achieve the organisation’s objectives. As a
result, organisations strive to involve such employees toward accomplishing their goals and
objectives. Indicators of employee commitment include having no interest in obtaining other
job offers, accepting the responsibility of their role and having job satisfaction countenance
and readiness to contribute usefully (Iqra and Yahya 2013). These features of commitment
represent the attitude and behaviour of the employee towards the organisation (Taha, 2018).
Thus, employee commitment shows the psychological state that portray the extent of
relationship between the employee and the organisation. It is also an emotional response
through which beliefs, attitudes and behaviours of employees can be measured. Thus,
organisational commitment relates the strategic management practices to organisational
performance.
Team Work
A team work is formed when individuals with a common goal come together on a common
platform, according to Chukwudi (2014); Samwel (2019), further states that teamwork was
previously studied as employees combine their efforts to achieve a common objective by
keeping in mind the interest of the overall group instead of individual interests. According to
Virtaneva et al (2021), a lot of academics and practitioners have conducted significant

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research on the impact of teamwork on performance of public organisations in the past years.
As a result, it is crucial to comprehend how teamwork affects performance because some
researchers believe that it is one of the main factors that contribute to an improvement in a
firm's performance. Organizational teams work can be set up in a variety of ways and are
given various tasks to complete (Alkheyi et al., 2020). Therefore, team work has become the
basic unit for many organizations around the world Buljac-Samardzic et al (2020) and delegate
responsibilities such as projects, budgets, or essential research to work for teams in order to
face competition and meet demands. Organizations have been employing work team more
frequently over the past few years to replace them with the completion of challenging job
and deal duties (Hassan and Jiang, 2021). The use of team work has become the
representation of an ideal model of work and working behavior for organizations (Daniel
2010; Alkheyi et al., 2020). However, teams work are not quickly built and require specific
concerns in order to become successful and efficient. Improving teamwork has therefore
received top priority.
Organisational Performance
The aim of every organisation is the attainment of superior performance. Organisations
therefore strive to carryout activities that will improve their performance. One of such is the
application strategic management practices. A number of studies linked strategic
management practices and organisational performance (Chungyas and Trinidad, 2022; Dahir
and Paul, 2019; Ekon and Bemnet, 2022; Langat and Wainaima, 2019). Strategic management
practices deal with strategic planning concerned with linking plans to objectives and
organizational resources, governance that is open to employees’ suggestions and input in
decision making and policy affairs, strategic staffing that is concerned with getting the right
people for the right roles, and stability of financial resources and facilities which transform
inputs into outputs (Bryson, 2018).
Organisational performance refers to the actual output or results of an organization as
measured against its intended goals and objectives. For years, many organizations have
measured organizational performance using the balanced scorecard; by tracking and
measuring performance in multiple dimensions such as: social responsibility (community
outreach); employee stewardship, return on investment (ROI) among others. The variables
tested by Maina (2019) to measure organizational performance in relation to strategic
planning were: effectiveness of strategic plans in meeting organizational objectives,
effectiveness of governance, staff retention and management of financial resources.
Organizational performance is measured by the difference between the input and the
output based on how they connect with the goals, mission and vision. Therefore, for a
sustainable competitive advantage, organizations must embrace strategic management
practices. Performance are the outputs that an organization generates as the results of an
input and is measured either in financial and non-financial terms (Maina, 2019). The
performance of the organization is a benchmark or an indicator for efficiency, effectiveness,
and environmental obligation like productivity, time of cycle, reduction of waste, and
compliance of rules (Mohamed et al., 2019).
Performance of the organization consists factors like finance, internal functioning,
clients, learning and growth. The efficient performance and success of the organisation is
usually ascribed to exceptional strategy and excellent resources (Mohamed et al., 2019). The
organisational performance factor was regarded as an important parameter which is
investigated in the research studies related to organisational management. The

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organisational performance was seen to be an indicator or benchmark for the effectiveness,
efficiency and environmental obligation such as time of the cycle, productivity, waste
reduction and compliance of all rules (Aldhaher et al., 2020; Alshamsi et al., 2019).
Organisational performance is also measured based on its learning and growth. The success
and performance of the organisation were based on the excellent resources and unique
strategies (Aldhaher et al., 2020).
Besides the financial performance of organisations, operational performance is also an
important factor in management research. The operational performance acts as the indicator
or benchmark for the effectiveness, efficiency and environmental obligation such as waste
reduction, time of the cycle, productivity, and compliance of rules. Thus, the operational
performance was a vital factor that helped in evaluating the organisations, organisational
activities and environments where they worked (Khalid and Nusari, 2020).
Organisational performance can be measured objectively and subjectively. The
objective measurement includes profit margin, sales volume, return on investments, and
inventory turnover whose data can be analysed from the financial statements such as the
balance sheet and income statement. While the subjective measure rely on the perception of
the managers or owners with regards to business performance achieved like customer
satisfaction and increase in members or clients (Chungyas and Trinidad, 2022).
Conceptual Framework and Hypotheses Development
Figure 1 shows the Conceptual Framework of the research deduced from the reviewed
literatures and relevant theories. The framework postulated that strategic management
practices (strategy formulation, strategy implementation and strategy evaluation) influence
organisational performance directly and indirectly through organisational commitment and
team work. It implies that organisational commitment and competitive advantage mediate
the relationship between strategic management practices and organisational performance.
The framework also shows that strategic management practices have direct effect on
organisational commitment and teamwork. Organisational commitment and teamwork are
also conceptualised to have direct effect on organisational performance. The
interrelationship among the variables is discussed in the following subsections from which
the hypotheses of the research are deduced.

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Figure 1: Conceptual Framework
Strategic Management Practices and Organisational Performance
The relationship between strategic management and organisational performance has been
studies and established by many literatures in various climes including UAE. For instance,
Mohamed et al (2019) investigated the impact of strategic management implementation on
organisational performance of Abu Dhabi police UAE. Using quantitative survey design
strategy with questionnaire instrument to elicit 423 usable responses, they found significant
relationship between strategic management implementations (strategy, structure, and
human resources) and Abu Dhabi police performance. Strategic management practices is very
critical to the performance of every organisation. Failure to formulate, implement and
evaluate effective strategies in linked to poor performance of organisations (Mohamed et al.,
2019).
The influence of strategic management practices on organisational performance is also
studied by (Langat and Wainaima, 2019). Using quantitative means, they found that strategic
management practices have positive effect on organisational performance. The findings
added that organisational structure and employee competence have significant effect on
organisational performance. Similarly, Chungyas and Trinidad (2022) also investigated the
effect of strategic management practices on business performance. They specifically assess
the influence of strategic management practices on operational and financial performance of
organisations. They found a positive effect of the strategic management practices on financial
performance and operational performance.
On specific influence, the effect of individual practices on organisational performance
are also investigated. Strategy formulation was found to have significant influence on
organisational performance (Kanano and Wanjira, 2021). Other studies also found significant
relationship between strategy formulation and organisational performance (Addae-Korankye
and Aryee, 2021; Aldhaher et al., 2020; Khalid and Nusari, 2020). Strategy implementation is
also found to have significant effect on organisational performance (Kanano and Wanjira,
2021). Odhiambo (2015) measured organisational performance of major tea companies in
Kericho, Kenya using employee productivity, customer satisfaction, delivery performance,
and quality performance and employee turnover. Strategy implementation, on the other
Strategic Management
Practices
Organisational
Performance
Organisational
Commitment
Team Work
Strategy Formulation
Strategy
Implementation
Strategy Evaluation
Independent Variables
Mediator Variables
Dependent Variables

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hand, is measured using evaluation of organisational capabilities, resource allocation,
communication of strategy to all employee, adoption of an implementation plan, and
checking on environmental factors. He found that strategy implementation is related to all
the measures of organisational performance. Similarly, Mathore (2016) also found that right
strategy implementation has relationship with organisational performance.
Strategy evaluation is also an important strategic management practice that is reported
to influence organisational performance. The study of Kanano and Wanjira (2021) indicated
that strategy evaluation has significant effect on organisational performance. Similar studies
noted the influence of strategy evaluation on organisational performance. For instance,
Nyariki (2016) through interview found that diverse aspects of organisational performance
inform of operations, satisfaction, and performance are greatly facilitated by strategy
evaluation by the organisation.
Therefore, it is hypothesized as follows
H1: Strategic management practices (strategy formulation, strategy implementation and
strategy evaluation) have significant positive effect on organisational performance
H1a: Strategic management practice of strategy formulation has significant positive effect on
organisational performance
H1b: Strategic management practice of strategy implementation has significant positive
effect on organisational performance
H1c: Strategic management practice of strategy evaluation has significant positive effect on
organisational performance
Strategic Management Practice, teamwork and Organisational Performance
Based on the theories of teamwork and resource-based theory, organisation can use their
internal resources to gain advantage over other organisations. Organisational resources that
can be used for the attainment of competitive advantage include all assets, capabilities,
organizational processes, firm attributes, information, knowledge, etc. controlled by a firm
that enable the firm to conceive and implement strategies that improve its efficiency and
effectiveness (Omalaja and Eruola, 2011). A firm is said to have a competitive advantage when
it is implementing a value creating strategy not simultaneously being implemented by any
current or potential competitors. This implies that the strategic management practices
employed by an organisation contributes to its competitive advantage.
Similarly, the teamwork in an organisation have enables it to increase its market share,
customer base, reduced cost per unit which improved the overall performance of the
organisation. Teamwork is the basis for superior performance (Omalaja and Eruola, 2011).
Strategic management practices are said to be related to teamwork of organisations given
them edge on number of customers, volume of transactions and market share thereby
improving their overall performance (Agwu, 2018). Accordingly, organisations of all sizes
adopted the strategic management practices so as to adapt to their business environment. It
is argued that for organisations to succeed in their daily strategic operations, they most attain
teamwork over other organisations in the same business environment (Kraja and Osmani,
2013). It can be implied therefore that strategic management practices are directly related to
teamwork which is equally directly related to organisational performance. Thus, strategic
management practices may have indirect effect on organisational performance through
teamwork. It is therefore hypothesized as follows:

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H2a: Strategic management practices have significant positive effect on teamwork
H2b: Teamwork has significant positive effect on organisational performance
H2c: Teamwork significantly mediates the relationship between strategic management
practices and organisational performance.
Strategic Management Practices, Organisational Commitment and Organisational
Performance
Strategic management practices involve strategies that are to be executed by the employees
of the organisation. Thus, strategies that favours the employees are likely to have positive
effect on their attitude and commitment towards the organisation going by social exchange
theory (Taha, 2018). The theory is based on reciprocity. Some of the strategic management
practices involved motivating the employees. This gives the employee a sense of belonging in
the organisation which the cognitively and intuitively reciprocate in the form of more
commitment to the organisation. Increased commitment on the other hand improved the
performance of the organisation (Alansaari et al., 2019; Hunt, 2021; Osman et al., 2017).
Previous research empirically investigated the influence of organisational commitment on
organisational performance. For instance, the research of Alansaari et al (2019) looked at the
possible link between employee commitment and organisational performance. The research
collected information from 284 organisations in UAE using questionnaires and found that
employee commitment is positively related to organisational performance. The research of
(Taha, 2018) also found that employee commitment have significant and positive causal effect
on organisational performance. For these, it can be deduced that strategic management
practices may have significant effect on organisational commitment which also has direct
effect on organisational performance. It is implied that strategic management practices may
have indirect effect on organisational performance through organisational commitment. It is
therefore hypothesised as follows
H3a: Strategic management practices have significant positive effect on organisational
commitment
H3b: Organisational commitment have significant positive effect on organisational
performance
H3c: Organisational commitment significantly mediate the effect of strategic management
practices and organisational performance.
Methodology
A quantitative research design was used in the study. Data was collected using a structured
questionnaire where it was distributed to the target respondents. The questionnaire
contained relevant questions on each construct of the research. A five-point Likert Scale type
was used to assess respondents’ opinion pertaining the variables of the study. The population
of the research was public sector employees working in the UAE public organisations. A
random sampling technique was used to access the target respondents. Data analysis was
conducted using Partial Least Squares – Structural Equation Modelling (PLS-SEM) where
inferential statistic was conducted to test the research hypotheses.

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Result
Respondents Profile
Table 1 presents the demographic profile of the respondents. As shown in the Table majority
of respondents are male, accounting for 61.2% of the sample. Secondly, when considering the
age distribution, it becomes apparent that the survey sample predominantly consists of
individuals in the 41-50 years age range, comprising 50.0% of respondents. This age group
indicates that the survey captured the perspectives of individuals in their middle years.
However, the representation of younger respondents in the 18-30 years category account to
(3.4%) of the respondents. Finally, the educational qualification and work experience data
shows 50.8% respondents holds a degree and 25.7% possessing a master's degree, the
majority of respondents are equipped with tertiary education. Additionally, a significant
portion of the sample has substantial work experience, with 35.2% having worked for 16-20
years.
Table 1
Respondents’ Profile
S/N
Respondents’ Details
Response
Frequency
Percent
1
Gender
Male
219
61.2
Female
139
38.8
2
Age
18-30 Years
12
3.4
31-40 Years
92
25.7
41-50 Years
179
50.0
Above 50 Years
75
20.9
3
Educational Qualification
Diploma
71
19.8
Degree
182
50.8
Masters
92
25.7
PhD
13
3.6
6-10 Years
19
5.3
4
Duration of work
experience
11-15 Years
109
30.4
16-20 Years
126
35.2
More than 20 Years
104
29.1
Effect of Strategic Management Practices on the Performance of Modern UAE Public
Organizations
In order to measure the effect of Strategic Management practice on the performance of UAE
Public Organisations, the PLS-SEM was used. As depicted in the research conceptual
framework, Strategic Management practice, which served as the independent variable of the
study, was operationalised as a multi-dimensional construct with three sub-constructs
Strategy Formulation, Strategy Implementation and Strategy Evaluation. On the other hand,
the dependent variable, Organisational Performance is one-dimensional construct while the
mediator constructs Teamwork and Organisational Commitment were also operationalised
as one-dimensional constructs.

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Convergent Validity
The convergent validity and reliability of the measurement model was assessed using the
prescribed measures of outer loadings, Average Variance Explained (AVE) and Composite
Reliability (CR). Following Hair, Hult, Ringle, and Sarstedt, (2014) and Memon and Rahman
(2013) 0.7, 0.5 and 0.7 were recommended as minimum benchmark for outer loadings, AVE
and CR respectively in order to achieve convergent validity. Table 2 shows the outer loadings,
AVE and CR of the constructs in the research model. As shown in the Table all the criteria for
establishing convergent validity are met. Specifically, outer loadings range from the lowest
.704 to the highest 0.920 for TMW13 and OPM3 respectively. On the other hand, AVE range
from 0.676 to 0.799 for Teamwork and Performance respectively while CR range from 0.943
to the highest 0.973 for Teamwork and Performance respectively. The results suggest that
the measurement model achieved convergent validity and reliability.
Table 2
Convergent validity and reliability
Constructs
Items
Factor Loadings
CR
AVE
Organisational commitment
OCM1
0.838
0.968
0.772
OCM2
0.885
OCM3
0.858
OCM4
0.891
OCM5
0.894
OCM6
0.869
OCM7
0.874
OCM8
0.918
OCM9
0.879
Performance
OPM1
0.861
0.973
0.799
OPM2
0.881
OPM3
0.92
OPM4
0.893
OPM5
0.911
OPM6
0.908
OPM7
0.901
OPM8
0.886
OPM9
0.883
Strategy Evaluation
SME1
0.889
0.959
0.724
SME2
0.87
SME3
0.83
SME4
0.846
SME5
0.845
SME6
0.793
SME7
0.862
SME8
0.853
SME9
0.869

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Strategy Formulation
SMF1
0.836
0.958
0.696
SMF10
0.777
SMF2
0.825
SMF3
0.848
SMF4
0.852
SMF5
0.84
SMF6
0.853
SMF7
0.847
SMF8
0.853
SMF9
0.808
Strategy Implementation
SMI1
0.837
0.973
0.782
SMI10
0.903
SMI2
0.855
SMI3
0.892
SMI4
0.919
SMI5
0.872
SMI6
0.906
SMI7
0.873
SMI8
0.889
SMI9
0.891
Teamwork
TMW1
0.833
0.943
0.676
TMW10
0.832
TMW11
0.821
TMW12
0.753
TMW13
0.704
TMW5
0.899
TMW6
0.857
TMW7
0.864
Discriminant Validity
The next requirement for assessing the measurement model is to test the discriminant
validity. According to Memon and Rahman (2013) discriminant validity measures how a
particular measurement model is distinct or different from other models. The most
recommended method of assessing discriminant validity is the Heterotrait-Monotrait ratio
(HTMT) (Henseler et al., 2015). HTMT is the average of the heterotrait-heteromethod
correlations (i.e., the correlations of indicators across constructs measuring different
phenomena), relative to the average of the monotrait-heteromethod correlations (i.e., the
correlations of indicators within the same construct). According to Nicholas et al (2022) the
conservative threshold for establishing discriminant validity is r < HTMT0.85 while a more
lenient threshold was reported as r < HTMT0.90. The discriminant validity using the HTMT is
presented in Table 3. The result shows that all inter-correlations are within the acceptable

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threshold of r < HTMT0.85 and r < HTMT0.90 which indicates that each construct in the research
model is distinct, thus achieving discriminant validity.
Table 3
Discriminant Validity Using HTMT Criterion
OCM
OPM
SME
SMF
SMI
OCM (Organisational Commitment)
OPM (Performance)
0.842
SME (Strategy Evaluation)
0.825
0.837
SMF (Strategy Formulation)
0.751
0.834
0.732
SMI (Strategy Implementation)
0.790
0.795
0.849
0.718
TMW (Teamwork)
0.853
0.896
0.830
0.805
0.833
Structural Model Evaluation
The second phase of the PLS-SEM analysis is structural model evaluation. Structural model
depicts the interdependences and relationships that exist amongst the outer (measurement)
models and the structural model. It encompasses the causal influence of the independent
constructs on the dependent variable thereby enabling the test of research hypotheses and
achieving the research objectives (Hair et al., 2014; Lowry and Gaskin, 2014). The aim of
structural models evaluation is to determine the quality of the models based on its ability to
predict the endogenous construct (Jeo F Hair et al., 2014). This quality criteria involves the
evaluation of the path coefficient which indicate the individual influence of each path
(measurement model) on the endogenous construct; the coefficient of determination (R2)
which explains the level of model variance explained by the exogenous constructs; the effect
size (f2) which reveals the individual size of effect that each exogenous construct has on the
endogenous construct; the predictive relevance (Q2) based on cross-validated redundancy;
and the Goodness-of-Fit (GoF) which shows the overall goodness of the structural model (Hair
et al., 2014; Hair et al., 2011; Henseler and Sarstedt, 2012; Lowry and Gaskin, 2014; Memon
and Rahman, 2013; Vinzi et al., 2010; Wong, 2016). Figure 3 shows the structural model.

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Figure 3: Structural model
Table 4 shows the structural model evaluation results. As shown in the Table Strategy
Formulation reported a significant positive effect on Organisational Performance (β = 0.216;
t = 5.321; p < 0.05). Similarly, the effect of Strategy Evaluation on Organisational Performance
reported a statistically significant effect (β = 0.160; t = 3.751; p < 0.05) while Strategy
Implementation shows a negative but non-statistically significant effect on Organisational
Performance (β = -0.013; t = 0.295; p > 0.05). Regarding the remaining direct effects in the
model, all the path coefficients reported beta values that are statistically significant.
In the case of the indirect effects, the result shows that all the indirect effect of the
three dependent variables (Strategy Formulation, Strategy Implementation and Strategy
Evaluation) are positive and statistically significant with exception of the path SMI -> OCM ->
OPM which reported non-significant effect (β = -0.030; t = 1.847; p > 0.05).
The R2, which measures the overall performance of the model reported a value of 0.858.
Based on the recommended benchmark for interpreting r-square in social and management
sciences the R2 of 0.858 is considered large (Mohammed and Sulaiman, 2018). The R2 value
of 0.858 implies that about 86% variation in Organisational Performance is accounted for by
the Strategy Formulation, Strategy Implementation, Strategy Evaluation, Teamwork and
Organisational Commitment.
On the other hand, the f2 statistics measures the contribution of individual independent
variable on the R2. The magnitude of the contribution is assessed using the effect size
proposed by Cohen (1998). Effect sizes of 0.02, 0.15 and 0.35 are considered small, medium
and large respectfully. The result of the effect sizes of the respective independent variables is
shown in Table 4. As shown in the Table only Teamwork reported large effect size on the
model’s overall performance, that is the R2. The other variables have negligeable or small
effect sizes.

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The last criterion for evaluating structural equation model is assessment of predictive
relevance which is assessed using the Stone-Geisser’s Predictive relevance (Q2). The decision
rule for testing Q2 is for the Cross-validated redundancy value to be greater than 0. As sown
in Table 4, all the Q2 values reported are greater than 0, hence indicative of the achievement
of predictive relevance.
Table 4
Structural model evaluation
Statistics
Path Coefficients
SMF -> OPM
0.216* (5.321)
SMI -> OPM
-0.013 (0.295)
SME -> OPM
0.160* (3.751)
OCM -> OPM
0.117* (2.160)
TMW -> OPM
0.526* (9.615)
SMF -> OCM
0.266* (5.094)
SMI -> OCM
0.259* (4.190)
SME -> OCM
0.395* (6.053)
SMF -> TMW
0.334* (6.895)
SMI -> TMW
0.331* (4.631)
SME -> TMW
0.280* (4.193)
Specific Indirect Effects
SMF -> OCM -> OPM
0.031* (1.984)
SMI -> OCM -> OPM
0.030* (1.847)
SME -> OCM -> OPM
0.046* (2.022)
SME -> TMW -> OPM
0.147* (3.768)
SMI -> TMW -> OPM
0.174* (4.189)
SMF -> TMW -> OPM
0.176* (5.556)
Dependent Variables
R2
Organisational Performance
0.858
Effect Size
Organisational Commitment
0.026
Strategy Evaluation
0.046
Strategy Formulation
0.126
Strategy Implementation
0.000
Teamwork
0.466
Predictive Relevance (Q2)
Organisation Commitment
0.536
Organisational Performance
0.682
Teamwork
0.490
OCM = Organisational Commitment; OPM= Performance; SME = Strategy Evaluation; SMF=
Strategy Formulation; SMI = Strategy Implementation; TMW =Teamwork

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Hypotheses Testing
Strategic Management Practices and Organisational performance
The first research objective sought to examine the impact of strategic management practices
on organisational performance in UAE public organisations. In order to achieve this research
objective, three hypotheses were formulated and tested. The overall hypothesis postulates
that strategic management practices (strategy formulation, strategy implementation and
strategy evaluation) have significant influence on organisational performance. Accordingly,
three sub-hypotheses were formulated as follows
H1a: Strategic management practice of strategy formulation has significant positive effect on
organisational performance
H1b: Strategic management practice of strategy implementation has significant positive
effect on organisational performance
H1c: Strategic management practice of strategy evaluation has significant positive effect on
organisational performance.
Table 5 shows the result of H1a hypothesis testing. The result shows that strategy formulation
practice has significant impact on organisational performance of UAE public organisations (β
= 0.216, t statistics = 5.321, p < .001). Thus, the hypothesis that “Strategic management
practice of strategy formulation has significant positive effect on organisational performance”
is accepted. It shows that any 1 unit change in strategy formulation practice directly changes
smart government outcome by 0.216 unit. In other words, 100 per cent improvement in
strategy formulation practice improves organisational performance by about 20 per cent.
On the other hand, the result shows that strategy implementation practice does not
have significant impact on organisational performance of UAE public organisations (β = -
0.013, t statistics = 0.295, p = 0.768). Thus, the hypothesis that “Strategic management
practice of strategy implementation has significant positive effect on organisational
performance” is rejected.
Furthermore, the result shows that strategy evaluation practice has significant impact on
organisational performance of UAE public organisations (β = 0.160, t statistics = 3.751, p <
.001). Thus, the hypothesis that “Strategic management practice of strategy evaluation has
significant positive effect on organisational performance” is accepted. It shows that any 1 unit
change in strategy evaluation practice directly changes organisational performance by 0.16
unit. In other words, 100 per cent improvement in strategy evaluation practice improves
organisational performance by about 20 per cent.
Table 5
Hypotheses (H1) Testing
Path Weight
Standard Error
T Statistics
P Values
Remark
H1a
SMF -> OPM
0.216
0.041
5.321
0.000
Accepted
H1b
SMI -> OPM
-0.013
0.046
0.295
0.768
Rejected
H1c
SMF -> OPM
0.160
0.043
3.751
0.000
Accepted
Strategic Management Practices, Teamwork and Organisational Performance
The second group of hypotheses relates teamwork to strategic management practices and
organisational performance. The achieve in parts objective two and three of the study which
sought to establish the influence of teamwork on organisational performance and the

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mediation role of teamwork on the influence of strategic management practices and
organisational performance respectively. The second hypotheses three sub-hypotheses. The
first sub-hypothesis states that “Strategic management practices have significant positive
effect on teamwork”. The hypothesis insinuates that the level of teamwork is influenced by
strategic management practices. The result of the hypothesis test is presented in Table 6.
Table 6 shows the result of H2a hypothesis testing. The result shows that the strategic
management practices of strategy formulation (β = 0.334, t statistics = 6.895, p < 0.01),
strategy implementation (β = 0.331, t statistics = 4.631, p < 0.01), and strategy evaluation (β
= 0.280, t statistics = 4.193, p < 0.01) have significant positive impact on teamwork in UAE
public organisations. Thus, the hypothesis that “Strategic management practices have
significant positive effect on teamwork” is accepted.
In addition, the result shows that teamwork has significant impact on organisational
performance of UAE public organisations (β = 0.526, t statistics = 9.615, p < .001). Thus, the
hypothesis that “Teamwork has significant positive effect on organisational performance” is
therefore accepted. It shows that any 1 unit change in teamwork directly changes
organisational performance by 0.526 unit. In other words, 100 per cent improvement in
teamwork improves organisational performance by about 53 per cent.
Table 6
Hypotheses (H2) Testing
Path Weight
Standard Error
T Statistics
P Values
Remark
H2a
SMF -> TMW
0.334
0.048
6.895
0.000
Accepted
SMI -> TMW
0.331
0.071
4.631
0.000
Accepted
SME -> TMW
0.280
0.067
4.193
0.000
Accepted
H2b
TMW -> OPM
0.526
0.055
9.615
0.000
Accepted
Mediating effect of Teamwork in the relationship between strategic management practices
and organisational performance
The third sub-hypothesis states that “Teamwork significantly mediates the relationship
between strategic management practices and organisational performance”. The mediation
effect is determined through the specific indirect effect of the strategic management
practices on organisational performance through teamwork. The result of this hypothesis is
presented in Table 7.
Table 7 shows the result of H2c hypothesis testing. The result shows that team work
significantly mediates the impact of strategic management practices of strategy formulation
(β = 0.176, t statistics = 5.556, p < 0.01), strategy implementation (β = 0.174, t statistics =
4.189, p < 0.01), and strategy evaluation (β = 0.147, t statistics = 3.768, p < 0.01) on
organisational performance of UAE public organisations. Thus, the hypothesis that
“Teamwork significantly mediates the relationship between strategic management practices
and organisational performance” is accepted.

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Table 7
Hypothesis (H2c) Testing
Path
Weight
Standard
Error
T
Statistics
P
Values
Remark
SME -> TMW -> OPM
0.147
0.039
3.768
0.000
Accepted
SMF -> TMW -> OPM
0.176
0.032
5.556
0.000
Accepted
SMI -> TMW -> OPM
0.174
0.042
4.189
0.000
Accepted
Strategic Management Practices, Organisational Commitment and Organisational
Performance
The third group of hypotheses relates organisational commitment to strategic management
practices and organisational performance. They achieve in parts objective two and three of
the study which sought to establish the influence of organisational commitment on
organisational performance and the mediation role of organisational commitment on the
influence of strategic management practices and organisational performance respectively.
The third hypothesis has three sub-hypotheses. The first sub-hypothesis states that “Strategic
management practices have significant positive effect on organisational commitment”. The
hypothesis insinuates that the level of organisational commitment is influenced by strategic
management practices. Table 8 shows the result of the hypothesis test.
The result shows that the strategic management practices of strategy formulation (β
= 0.266, t statistics = 5.094, p < 0.01), strategy implementation (β = 0.259, t statistics = 4.190,
p < 0.01), and strategy evaluation (β = 0.395, t statistics = 6.053, p < 0.01) have significant
positive impact on organisational commitment in UAE public organisations. Thus, the
hypothesis that “Strategic management practices have significant positive effect on
organisational commitment” is accepted.
As shown in the Table the result revealed that organisational commitment has significant
impact on organisational performance of UAE public organisations (β = 0.117, t statistics =
2.160, p = .031). Thus, the hypothesis that “Organisational commitment has significant
positive effect on organisational performance” is therefore accepted. It shows that any 1 unit
change in organisational commitment directly changes organisational performance by 0.117
unit. In other words, 100 per cent improvement in organisational commitment improves
organisational performance by about 11.7 per cent.
Table 8
Hypotheses (H3) Testing
Path Weight
Standard Error
T Statistics
P Values
Remark
H3a
SME -> OCM
0.395
0.065
6.053
0.000
Accepted
SMF-> OCM
0.266
0.052
5.094
0.000
Accepted
SMI-> OCM
0.259
0.062
4.190
0.000
Accepted
H3b
OCM -> OPM
0.117
0.054
2.160
0.031
Accepted
Mediating effect of Organisational commitment in the relationship between strategic
management practices and organisational performance
The mediation effect is determined through the specific indirect effect of the strategic
management practices on organisational performance through organisational commitment.
The result of this hypothesis test is presented in Table 9.

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The result shows that organisational commitment significantly mediates the impact of
strategic management practices of strategy formulation (β = 0.031, t statistics = 1.984, p =
0.047) and strategy evaluation (β = 0.046, t statistics = 2.022, p = 0.043) on organisational
performance of UAE public organisations except for strategy implementation (β = 0.030, t
statistics = 1.847, p = 0.065) which is not significant. Thus, the hypothesis that “Organisational
commitment significantly mediates the relationship between strategic management practices
and organisational performance” is partly accepted. Thus, it is accepted that organisational
commitment significantly mediates the impact of strategy formulation and strategy
evaluation on organisational performance of UAE public organisations. However, the
postulation that organisational commitment significantly mediates the impact of strategy
implementation on organisational performance of UAE public organisations.
Hypotheses (H3c) Testing
Path Weight
Standard Error
T Statistics
P Values
Remark
SME-> OCM -> OPM
0.046
0.023
2.022
0.043
Accepted
SMF -> OCM -> OPM
0.031
0.016
1.984
0.047
Accepted
SMI -> OCM -> OPM
0.030
0.016
1.847
0.065
Rejected
Discussion of Results
The outcome shows that strategy formulation practice has significant impact on
organisational performance of UAE public organisations. Stern, Dietz and Vandenbergh (2022)
demonstrated a similar finding by displaying that strategy formulation helps public
organizations to better understand their environment and identify opportunities and threats.
This can help public organizations to make more informed decisions about how to allocate
their resources and achieve their goals. Bryson, George and Seo (2022) also confirmed a
comparable finding that shows strategy formulation helps public organizations to develop a
more focused and coherent approach to their work. By having a clear strategy in place, public
organizations can better coordinate their activities and avoid duplication of effort. This can
lead to improved efficiency and effectiveness.
Strategy implementation practice does not have significant impact on organisational
performance of UAE public organisations. Aldhaheri et al (2023) shows a dissimilar result that
shows how UAE public organisations need to focus on improving their strategy
implementation practices. This may involve developing clearer strategies, increasing
resources for strategy implementation, strengthening their organisational cultures to support
strategy implementation, and developing stronger leadership. A study by Mehrajunnisa et al
(2023) found a supportive outcome that shows strategy implementation practices such as
clear communication, employee involvement, and performance measurement had a positive
and significant impact on the performance of UAE public organizations. Another study by
Mustapha (2022) supported the finding by displaying that strategy implementation
influenced organizational performance in UAE public organizations, considering various
factors such as organizational goals, past performance of the business, and projected
performance of other industries.
The study result shows that strategy evaluation practice has significant impact on
organisational performance of UAE public organisations. Nwanekezie, Noble and Poelzer
(2022) reveal a comparable finding that shows strategic evaluation is a systematic process of
assessing the effectiveness of an organization's strategy and making necessary adjustments.
By regularly evaluating their strategies, UAE public organizations can ensure that they are

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aligned with the changing needs of their stakeholders and the competitive landscape.
Bieńkowska et al (2022) exposes a dissimilar finding that shows the impact of strategy
evaluation practice may be difficult to measure. Organizational performance is often
influenced by a variety of factors, making it difficult to isolate the impact of any one factor.
The second hypothesis of the study was to assess the relationship between
organisational commitment and team work with organisational performance in UAE public
organisations. The result shows that organisational commitment has significant impact on
organisational performance of UAE public organisations. Ridwan and Puspa (2022) supported
this finding by showing reasons why organizational commitment may have a positive impact
on performance. First, committed employees are more likely to go the extra mile and put in
the extra effort to achieve their goals. They are also more likely to be innovative and come up
with new ideas to improve the organization. Second, committed employees are more likely
to stay with the organization, which reduces turnover costs and ensures that the organization
has a stable and experienced workforce. Third, committed employees are more likely to be
positive ambassadors for the organization, which can lead to improved customer satisfaction
and reputation.
The result shows that teamwork has significant impact on organisational performance
of UAE public organisations. Kim, Kim and Koo (2022) supported this finding by revealing that
teamwork can help to create a more positive and supportive work environment for
employees. This can lead to increased employee morale, engagement, and retention, which
are all important factors for organizational performance. Teamwork also allows organizations
to pool the skills and knowledge of their employees to achieve more than they could on their
own. This can lead to improved efficiency, productivity, and innovation.
The third hypothesis based on which the fourth objective is also stated was to
determine the mediation effect of organisational commitment and team work on the impact
of strategic management practices on organisational performance in UAE public
organisations. In order to establish the mediation effect, the direct impact of the independent
variables on the mediators are established as discussed here.
The result shows that the strategic management practices of strategy formulation,
strategy implementation and strategy evaluation have significant positive impact on
teamwork in UAE public organisations. Wójcik-Karpacz et al (2022) discloses a similar finding
that shows findings of the study suggest that strategic management practices can help to
build trust and commitment among team members. When employees feel that their voices
are being heard and that their contributions are valued, they are more likely to be trusting
and supportive of their colleagues. This can create a more positive and productive work
environment.
The result shows that team work significantly mediates the impact of strategic
management practices of strategy formulation, strategy implementation and strategy
evaluation on organisational performance of UAE public organisations. Almansoori and
Ahmad (2023) shows a dissimilar finding that shows the mediating effect of teamwork on the
relationship between strategic management practices and organizational performance is
simply weaker in UAE public organizations than in other types of organizations. This could be
due to a number of factors, such as the different bureaucratic structures and cultures of public
organizations.
The result also shows that the strategic management practices of strategy formulation,
strategy implementation and strategy evaluation have significant positive impact on
organisational commitment in UAE public organisations. Al Awadhi and Alshurideh (2022)

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supported this finding by showing that strategic management practices had a significant
positive impact on organizational commitment in UAE semi-government organizations. The
findings suggest that public sector organizations should focus on creating a positive and
supportive work environment. This includes fostering a culture of trust and respect,
recognizing and rewarding employee achievements, and providing opportunities for
employees to grow and develop.
The outcome also shows that organisational commitment significantly mediates the
impact of strategic management practices of strategy formulation and strategy evaluation on
organisational performance of UAE public organisations except for strategy implementation
which is not significant. The finding of Aggarwal et al (2022) shows a dissimilar finding that
shows mediating effect of organizational commitment is not significant for strategy
implementation. This suggests that strategy implementation may have a direct impact on
organizational performance, regardless of the level of organizational commitment.
Conclusion
It can be concluded that strategy evaluation practice has a significant impact on organisational
performance of UAE public organisations. This means that organisations that regularly and
effectively evaluate their strategies are more likely to perform well than those that do not.
The conclusion of the study on strategic management practices has a significant positive
impact on teamwork in UAE public organizations. This is an important finding, as teamwork is
essential for the success of any organization, but it is especially important in public
organizations, which often face complex challenges and need to be able to work effectively
across different departments and agencies. Similarly, teamwork was found to have significant
impact on the organizational performance of UAE public organizations. This implies that
organizations foster and promote teamwork likely to achieve their goals and objectives in the
study area
Furthermore, the study found that strategic management practices have a significant
positive impact on organizational commitment in UAE public organizations which suggests
that organizations in the UAE implement effective strategic management practices as such
there is tendency to have employees who are committed to their jobs and the organization.
The study finally concludes that organizational commitment mediates the impact of
strategic management practices of strategy formulation and strategy evaluation on
organizational performance of UAE public organizations except for strategy implementation
which is not significant. This means that when employees feel committed to their
organization, they are more likely to be engaged in their work and to perform at a higher
level. This, in turn, leads to improved organizational performance. The study found that this
mediating effect was significant for strategy formulation and strategy evaluation, but not for
strategy implementation.
Acknowledgement
I would like to express our sincere gratitude to Universiti Teknikal Malaysia Melaka for
providing us with the resources and facilities needed to conduct this research. Their support
and encouragement were invaluable in enabling us to complete this paper publication.
Finally, we would like to express our appreciation to our colleagues who provided us with
valuable insights and guidance throughout the research process.

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