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This study aims to empirically examine the relationship between Six Sigma and organisational performance of the Dubai Police Force (DPF). Moreover, this study further explores the role of innovation culture as a mediating variable between this relationship.

A questionnaire survey was conducted to collect research data. The population of the study was composed of head section officers of the DPF. A total of 388 questionnaires were distributed amongst respondents in which 252 of them were returned. Structural equation modelling was performed to test the hypothesised model.

Central findings confirmed the effect of Six Sigma and innovation culture on organisational performance. Additionally, innovation culture was found to partially mediate the effects of Six Sigma on organisational performance.

Findings from this study may enlighten managers, practitioners and academicians on the importance of using Six Sigma in the policing field. This study advocates taking into account preparing appropriate culture when implementing Six Sigma projects given its role in facilitating the implementation of these projects and achieving success. Six Sigma with innovation culture provides a key opportunity for the creation of uniqueness and has the potential to significantly influence organisational performance.

This study adds to the current knowledge on the role of Six Sigma on organisational performance of police agencies. This study is the first to provide empirical evidence on the mediating role of innovation culture on the relationship between Six Sigma and organisational performance in policing context.

The purpose of this study is to examine empirically the joint effect of innovation and strategic planning on organizational performance of Dubai Police.

To examine the hypothesized model of the study, a survey questionnaire was used. The data were collected from the general department of total quality of the Dubai Police. The total number of questionnaires distributed was 150, out of which only 95 usable questionnaires were returned and ready for analysis. The regression approach through SPSS was used to analyze the data and test the hypotheses.

The statistical results confirm the effect of strategic planning and innovation on the organizational performance of Dubai Police.

Further details and valuable implications are discussed throughout the study. The results have many practical implications, in that it can help managers to make proper decisions when deciding to implement innovation and strategic planning in their organizations.

This study is a rare and unique empirical study that examines the effect of innovation and strategic planning on the organizational performance of Dubai Police.

The purpose of this paper is to examine the combined roles that perceived usefulness (PU), perceived ease of use, perceived security and hedonic motivation play on the adoption of e-banking. It also aims to determine the ability of hedonic motivation to transfer the effect of other determinants of e-banking adoption.

In order to empirically test the conceptual model of this study, data were collected from the users of e-banking in Nigeria. A total of 266 questionnaires were analyzed using partial least square structural equation modeling.

The empirical results revealed a significant and positive relationship between PU, perceived security and e-banking adoption. The same result was found to be applicable to the relationship between PU, perceived ease of use, perceived security and hedonic motivation. However, support was not found for the relationship between perceived ease of use and adoption of e-banking. Hedonic motivation plays a mediating role between PU, perceived security and e-banking adoption. The study did not find a mediating effect of hedonic motivation between perceived ease of use and e-banking adoption.

The results of this study provide insights for banking practitioners to know which aspect of e-banking to improve and to aid with policies that will increase adoption. Furthermore, improvements in hedonic motivation will also significantly increase adoption of e-banking.

This study is one of the pioneer studies that tests the mediating influence of hedonic motivation.

The purpose of this paper is to investigate the relationship between enterprise resource planning (ERP) and organizational performance through examining the mediating effect of total quality management (TQM) and organizational excellence and the moderating effect of entrepreneurial organizational culture (EOC).

A survey questionnaire was used to collect the data from Dubai Police Departments. Out of the questionnaires distributed, 320 completed usable were returned and used for the analysis which employed partial least squares structural equation modelling methodology.

The results showed that there are positive and significant relationships between ERP, organizational excellence, TQM, and organizational performance. In addition, TQM was found to partially mediate the effect of ERP on organizational performance, where organizational excellence was found to fully mediate the effect on the same relationship. However, the moderating role of EOC on the ERP, TQM, and organizational performance was not confirmed.

Several practical implications have been gained from this study. It will increase the awareness of managers and decision makers to consider the constructs test to enhance the overall organizational performance in their organizations. The role of TQM and organizational excellence to facilitate the implementation of ERP is very critical. In addition, this research will increase the awareness of different stakeholders such as customers, supplier, and shareholders to integrate the proposed constructs examined to enhance the overall organizational performance.

The current study is one of the few or the only empirical study that examines the joint effect of ERP, TQM, organizational excellence, and EOC on organizational performance.

The purpose of this paper is to examine the joint effect of entrepreneurial orientation (EO) and total quality management (TQM) on the organizational performance. In addition, this study aimed to examine the ability of TQM to transmit the effect of EO on the organizational performance.

To examine the hypothesized model of the study, the survey questionnaire research design was employed. The data were collected from Dubai police department. The total number of questionnaires distributed was 320 out of which only 111 usable questionnaires were returned. The structural equation modeling partial least squares approach was used.

The statistical results confirmed the effect of EO and TQM on the organizational performance. In addition, TQM was found to partially mediate the effect of EO on organizational performance.

Further details and valuable implications of this study were discussed throughout the study. The results of this study have many practical implications. The results will help managers to make the proper decisions when deciding to implement TQM in their organizations. TQM can help managers with strong EO to achieve maximum performance in organizations and to remain competitive in the market.

This study is a rare and unique empirical study that examines the effect of EO on TQM and the mediating effect of TQM on the EO-performance relationship.

The purpose of this paper is to examine whether organizational rewards are able to improve knowledge sharing and have an impact on employee performance moderated by organizational culture type in Ternate Municipal Government.

The design for data collection a uses survey approach, that is a form of research conducted to obtain facts about the phenomena that exist in regional government organizations to seek more factual and systematic information. The research was conducted in Ternate Municipal Government area of North Maluku Province, Indonesia. The organizations of regional apparatus are public sector agencies responsible for providing services to the public. The population in this study is echelon IIb‒IVb officials in regional apparatus organizations and certain structural officials. The units of analysis that are focused on in this research are the head of local agency, body, and office; the secretary of local agency, body and office; the head of board, the head of division, the head of the sub-board and the head of sub-division.

Organizational rewards in the form of giving economic rewards as remuneration, such as employee performance allowance, significantly affect individual attitudes in knowledge sharing. The interaction between the variable of remuneration with clan culture has a significant effect on knowledge sharing; these findings suggest that clan culture is a pure moderation variable that strengthens the relationship between remuneration and knowledge sharing. The result of this research proves that the interaction between the variable of remuneration with adhocracy culture has no significant effect on knowledge sharing. The interaction between the variable of remuneration with hierarchical culture has a significant negative effect on knowledge sharing. Market culture is not proven to moderate the relationship between remuneration and knowledge sharing. However, market culture variables directly and significantly affect knowledge sharing.

This research is the development of a research model conducted by Durmusoglu et al. (2014). The previous model uses organizational culture with a knowledge-sharing culture instrument, whereas this research develops organizational culture by using the type of organizational culture by Cameron and Quinn (1999), namely clan culture, adhocratic culture, hierarchical culture, and market culture. This type of organizational culture as a moderating variable can be expected to play a role in strengthening organizational rewards toward sharing knowledge and also impacting employee performance. Howell et al. (1986) revealed that organizational culture can strengthen the relationship between organizational rewards and disseminated knowledge. Hence, organizational culture moderates the relationship between organizational rewards for knowledge sharing to build upon Durmusoglu et al. (2014).