Al-Shami, Ali Mohammed; Al-Nashmi, Mu ad Mohammed
A icle
Analyzing he impac o excellence p ac ices on
o ganiza ional pe o mance: knowledge managemen as a
media o in mobile ne wo k ope a o s
Cogen Business & Managemen
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Sugges ed Ci a ion: Al-Shami, Ali Mohammed; Al-Nashmi, Mu ad Mohammed (2024) : Analyzing
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Analyzing he impac o excellence p ac ices
on o ganiza ional pe o mance: knowledge
managemen as a media o in mobile ne wo k
ope a o s
Ali Mohammed Al-Shami & Mu ad Mohammed Al-Nashmi
To ci e his a icle: Ali Mohammed Al-Shami & Mu ad Mohammed Al-Nashmi (2024) Analyzing
he impac o excellence p ac ices on o ganiza ional pe o mance: knowledge managemen as
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ManageMen | ReseaRch aR icle
Cogen Business & ManageMen
2024, VoL. 11, no. 1, 2397565
Analyzing he impac o excellence p ac ices on o ganiza ional
pe o mance: knowledge managemen as a media o in mobile
ne wo k ope a o s
ali Mohammed al-shamia and Mu ad Mohammed al-nashmib
aCen e o Business adminis a ion, sana’a uni e si y, sana’a, Yemen; badminis a i e sciences, uni e si y o science and
echnology, sana’a, Yemen
ABSTRACT
he pu pose o his s udy is o analyze he impac o he eFQM excellence model in
e ms o he di ec ional and execu ional excellence p ac ices ( he DePs and eePs) on
o ganiza ional pe o mance (OP). i also aims o analyze he media ion ole o knowledge
managemen p ocesses (KMPs) be ween excellence p ac ices and OP. a su ey as an
empi ical da a-collec ion ins umen was deployed and dis ibu ed o mid and high-le el
managemen pa icipan s ac oss ou mobile ne wo k ope a o s (MnOs) in Yemen. a
da ase o 219 alid ques ionnai es we e used o analysis. his pape employs he
s uc u al equa ion modelling (seM) disjoin wo-s age app oach o alida e he esea ch
model using sma Pls so wa e. he esul s showed a complemen a y media ion by
KMPs in he ela ionship be ween he DePs and OP, and in e es ingly, a ull KMPs
media ion be ween he eePs and OP. he indings indica e ha KMPs p omo e he
impac o he DePs on OP while hey educe he in luence o he di ec impac o he
eePs on OP. Fu he mo e, o he bes o he au ho s knowledge, he s udy ep esen s a
dis inc i e in es iga ion in he ela ionship be ween he DePs, eePs, and OP by inclusion
o KMPs as a media o in MnOs, which con ibu es o he unde de eloped li e a u e
pe aining o hese cons uc s.
1. In oduc ion
in an inc easingly u bulen en i onmen , o ganiza ions s i e o achie e high pe o mance and gain
compe i i e ad an age by cul i a ing s a egic esou ces (Da , 2021). hey shi om being comple ely
elian on physical esou ces o being dependen on knowledge (no h & Kum a, 2018). Unde pinning
his ans o ma ion is he knowledge-based iew (KBV), which emphasizes knowledge as a key esou ce
(g an , 1996) ha can imp o e o ganiza ional compe i i eness (Ba ney, 1991) and o e all o ganiza ional
pe o mance (OP) (Payal e al., 2019). achie ing his objec i e manda es e icien u iliza ion o knowledge
as a esou ce.
Knowledge managemen (KM) ep esen s an in angible asse ha is c ucial o compe i i e ad an age
(lim e al., 1999). i in ol es sys ema ic p ocesses like c ea ion, sha ing, and applica ion o knowledge by
indi iduals, eams, and en i e o ganiza ions, o manage knowledge esou ces (Pinho e al., 2012; Payal
e al., 2019). hese p ocesses ac as enable s o o ganiza ions o achie e s a egic goals (no h & Kum a,
2018) and compe i i e ad an age (Ooi, 2014). and his in e ac ion canno be dis ega ded by o ganiza-
ions especially ha ex ensi e empi ical esea ch has consis en ly demons a ed hei de imen al impac
on o ganiza ional pe o mance. i is e iden ha o ganiza ions lacking e ec i e knowledge managemen
p ocesses may ail o le e age hei alue c ea ion and o ganiza ional success (Payal e al., 2019; co dei o
e al., 2021). and o gain a comp ehensi e unde s anding o knowledge dynamics in o ganiza ions, i is
c i ical o de elop a KM amewo k ha in eg a es di e se p ocesses wi hin an o ganiza ion (no h &
© 2024 he au ho (s). Published by in o ma uK Limi ed, ading as aylo & F ancis g oup.
CONTACT ali Mohammed al-shami [email p o ec ed]e, [email p o ec ed] Cen e o Business adminis a ion, sana’a
uni e si y, sana’a, Yemen
h ps://doi.o g/10.1080/23311975.2024.2397565
his is an open access a icle dis ibu ed unde he e ms o he C ea i e Commons a ibu ion License (h p://c ea i ecommons.o g/licenses/by/4.0/), which
pe mi s un es ic ed use, dis ibu ion, and ep oduc ion in any medium, p o ided he o iginal wo k is p ope ly ci ed. he e ms on which his a icle has been
published allow he pos ing o he accep ed Manusc ip in a eposi o y by he au ho (s) o wi h hei consen .
ARTICLE HISTORY
Recei ed 13 Decembe
2023
Re ised 19 July 2024
accep ed 22 augus 2024
KEYWORDS
O ganiza ional excellence
p ac ices; eFQM;
knowledge managemen
p ocesses; o ganiza ional
pe o mance; Pa ial
leased squi e-s uc u e
equa ion Modelling
SUBJECTS
in o ma ion / Knowledge
Managemen ; Quali y
Managemen ;
Managemen &
O ganiza ion
2 a. M. al-shaMi anD M. M. al-nashMi
Kum a, 2018). hese s anda ds and p ocesses e oke he spi i o ‘in sea ch o excellence,’ as deno ed by
Pe e s and Wa e man (1982). O ganiza ional excellence (Oe), acco ding o he ame ican socie y o
Quali y (asQ, 2022), is he consis en high pe o mance ha exceeds he expec a ions o s akeholde s.
Oe p ac ices encompass he me hods u ilized by o ganiza ions o achie e high pe o mance. he la es
e sion o he eu opean Founda ion o Quali y Managemen excellence Model (eFQM-eM) in oduces a
mul idimensional app oach, ema kably he di ec ion and execu ion dimensions (eFQM, 2021). he di ec-
ion dimension se es as a p ima y elemen in p o iding guidance o o ganiza ions along hei pa h o
he success jou ney h ough he use o he di ec ional excellence p ac ices (DePs) (eFQM, 2021). While
he execu ional excellence p ac ices (eePs) ocus on he implemen a ion o he o ganiza ion’s s a egic
di ec ions, add essing ‘how does i in end o deli e on i s s a egy?’ (eFQM, 2021). howe e , he li e a-
u e has elucida ed he in eg a ion o excellence managemen p ac ices wi h knowledge managemen as
undamen al d i e s o sus ainable compe i i e ad an age and o ganiza ional pe o mance (c iado-ga cía
e al., 2020; Bocoya-Maline e al., 2023). he in eg a ion o DePs and eePs o he eFQM dimensions p o-
ide a comp ehensi e app oach o o ganiza ional excellence ha aligns s a egic objec i es wi h ope a-
ional capabili ies, hus con ibu ing o managemen li e a u e on s a egic managemen and o ganiza ional
de elopmen .
Despi e he syne gies su ounding he in eg a ion o o ganiza ional excellence p ac ices o KMPs in
he pu sui o ou s anding o ganiza ional pe o mance (c iado-ga cía e al., 2020), he exis ing li e a u e
emains no ably de icien in es ablishing a clea nexus be ween he dimensions o he ecen e sion o
he eFQM-eM in oduced in 2020 and OP h ough KMPs. Mos p e ious s udies ha e ocused on in es i-
ga ing a limi ed se o a iables cen e ed a ound ei he he impac o KMPs and OP (gup a & chop a,
2018; Payal e al., 2019; co dei o e al., 2021), o used he ea lie e sions o he eFQM dimensions and
hei impac on OP ( ickle e al., 2016; cal o-Mo a e al., 2020). concep ually, he e is a need o explo e
how hese dimensions in e ac wi hin he MnOs, pa icula ly in de eloping economies like Yemen gi en
hei economic signi icance.
MnOs play in coun ies’ economy, adding $4.5 illion o global economic alue in 2021 (gsMa, 2022) and
an a e age o 7% o Yemen’s economic ou pu be ween 2015 and 2018 (Fadhl & sacche o, 2023). howe e ,
he MnOs ma ke in Yemen con on s di e en pe o mance challenges wi h pene a ion below he egional
a e age a es which has d opped by 11% since 2015, ep esen ing a loss o access o elecom se ices o
ci izens (in e na ional elecom Union [i U], 2018; Fadhl & sacche o, 2023). his indica es a de iciency in s a-
egic o ien a ion aligned wi h alue c ea ion o s akeholde s. howe e , he in eg a ion o excellence manage-
men p ac ices encompassing s a egic ocus (as delinea ed in he eFQM DePs), s akeholde s’ alue pe cep ion
(as delinea ed in he eFQM eePs), alongside KMPs, se es as undamen al d i e s o sus ainable compe i i e
ad an age and o ganiza ional pe o mance (c iado-ga cía e al., 2020; Bocoya-Maline e al., 2023). his in e-
g a ion, as sugges ed in his s udy, is acili a ed h ough s akeholde s’ knowledge sha ing ha enable hem
o wo k cohesi ely owa ds a uni ied ision o imp o e o ganiza ional excellence in MnOs.
While p e ious s udies examine he nexus o o ganiza ional excellence p ac ices and knowledge man-
agemen om di e en pe spec i es, such as he eFQM-KM issues and OP (c iado-ga cía e al., 2020;
Bocoya-Maline e al., 2023), his s udy dis inguishes i sel by inco po a ing he wo enabling dimensions
o he ecen eFQM e sion, i.e. he di ec ional excellence p ac ices (DePs) and execu ional excellence
p ac ices (eePs) ( u iso á e al., 2021), along wi h KMPs and OP a iables in a single comp ehensi e
model. speci ically, his s udy a emp s o add ess he ollowing esea ch ques ions (RQs):
RQ1. is he e an impac o eFQM-eM DePs and/o eePs on KMPs?
RQ2. Do KMPs in luence OP?
RQ3. is he e an impac o eFQM-eM DePs and/o eePs on OP?
RQ4. Do KMPs media e he ela ionship be ween he eFQM-eM dimensions and OP?
he s udy commences wi h a heo e ical ounda ion o comp ehend he in e ac ions among he
a iables and de elop he esea ch hypo heses. he esea ch design sec ion p o ides de ails on he
me hodology and measu es o he s udy. subsequen ly, he esul s sec ion p esen s he empi ical ind-
ings showing how he eFQM-eM dimensions in luence OP h ough KMPs, con ibu ing o ad ancemen s
cOgen BUsiness & ManageMen 3
in quan i a i e esea ch ela ed o he KM ield. he pape concludes wi h a discussion o he implica-
ions, limi a ions, and p ospec s o u u e esea ch, ensu ing ha he con ibu ions a e signi ican
bo h heo e ically and p ac ically. By adop ing his s uc u e, his s udy p o ides a minimum o ou
heo e ical and p ac ical con ibu ions o ela ed li e a u e. i p o ides pionee ing empi ical e idence
ha a icula es he unde lying p ocesses o KM by which hey media e he ela ionship be ween he
wo eFQM enable s, i.e. DePs and eePs, and OP. his con ibu ion deepens insigh s and expands upon
he s udies by cal o-Mo a e al. (2015) and Bocoya-Maline e al. (2023), and he unde explo ed dimen-
sions wi hin he exis ing li e a u e. his s udy also esponds o calls o a comp ehensi e analysis o
he mechanisms by which di e se knowledge managemen p ocesses exe hei in luence on o gani-
za ional pe o mance (Migdadi e al., 2017; Payal e al., 2019). in addi ion, he s udy heeds Ka e zopoulos
e al.’s (2019) call o dissec he so and ha d eFQM enable s sepa a ely and esponds o Do and Mai’s
(2020) ecommenda ion o u he s udies on high o ganiza ional pe o mance amewo ks.
Fu he mo e, his s udy has he capaci y o include p ac ical con ibu ions o mobile ne wo k ope a-
o s (MnOs) based on he p esen ed esul s. his will ou line oppo uni ies ela ed o Oe op imiza ion
h ough KMPs.
2.Theo e ical ounda ion and hypo heses de elopmen
2.1. Theo e ical unde pinnings
o explain he ela ionship among he a iables o he s udy, he esou ce-based iew (RBV) heo y
(Ba ney, 1991), knowledge-based iew (KBV) heo y (g an , 1996), and he con ingency heo y
(Donaldson, 2001) we e in eg a ed. in his con ex , based on RBV heo y, he di ec ional and execu-
ional excellence p ac ices (DePs and eePs) a e seen as esou ces and capabili ies ha can imp o e
o ganiza ional pe o mance (cal o-Mo a e al., 2020; Raoo e al., 2021). DePs, such as s a egic plan-
ning, cul u e, and leade ship; along wi h eePs, like s akeholde engagemen , c ea ion o sus ainable
alue, and d i ing pe o mance and ans o ma ion (eFQM, 2021), con ibu e in de eloping a s a egic
ad an age. he eliance o he o ganiza ional excellence p ac ices on speci ic s a egic and ope a ional
knowledge di icul o compe i o s o eplica e con ibu es in compe i i e ad an age and high o ga-
niza ional pe o mance (Ba ney, 1991).
he DePs ely on s a egic knowledge o d aw di ec ions; while he eePs depend on ope a ional
knowledge o execu ion o he s a egic di ec ions. in ligh o he knowledge-based iew (KBV) heo y
– an ex ension o he RBV heo y, knowledge managemen p ocesses a e essen ial o acili a e he adop -
abili y and ans o ma ion o knowledge in o s a egic capabili ies (no h & Kum a, 2018). DePs os e a
knowledge-d i en s a egic en i onmen by con inuous explo a ion and sha ing o ends and changes.
and o execu e he new s a egic di ec ions, eePs equi e u iliza ion o he ope a ional knowledge by
engaging s akeholde s, imp o e alue c ea ion, and d i e o ganiza ional pe o mance and ans o ma ion
(eFQM, 2021). he DePs and eePs, based on he KBV heo y, a e key esou ces and capabili ies ha os e
he c ea ion, sha ing, and applica ion o knowledge.
Knowledge managemen p ocesses play a ole in enabling o ganiza ional esou ces and capabili ies
(i.e. he DePs and eePs) o adop in esponse o en i onmen al changes (g an , 1996). Donaldson (2001)
in oduced he con ingency heo y which sugges s ha o ganiza ions shall adop hei s uc u es o he
ex e nal en i onmen , he eby impac o ganiza ional pe o mance. his adap abili y is i al o sus aining
high o ganiza ional pe o mance in dynamic ma ke condi ions like he mobile ne wo k ope a o s. knowl-
edge managemen p ocesses media e he ela ionship be ween o ganiza ional excellence p ac ices and
o ganiza ional pe o mance by ans o ming he knowledge esou ces ha esponds o en i onmen al
changes ensu ing e ec i e c ea ion, acquisi ion, s o age, sha ing, and applica ion o imp o emen in
o ganiza ional pe o mance (Payal e al., 2019; abbas & Kuma i, 2021).
in eg a ing hese heo ies c ea es a obus heo e ical ounda ion o unde s anding how DePs and
eePs media ed by knowledge managemen p ocesses impac on o ganiza ional pe o mance. he RBV
heo y highligh s he impo ance o esou ces and capabili ies o achie e o ganiza ional pe o mance
(Ba ney, 1991), KBV heo y emphasizes he c i icali y o in e nal knowledge esou ces (g an , 1996), while
he con ingency heo y (Donaldson, 2001) s esses o esou ces adop abili y o main ain high
4 a. M. al-shaMi anD M. M. al-nashMi
o ganiza ional pe o mance. his holis ic amewo k no only explains he ela ionships among he a i-
ables o he s udy bu o e s insigh s in o how o ganiza ions can u ilize excellence p ac ices and knowl-
edge managemen p ocesses o a ain supe io pe o mance.
2.2. O ganiza ional excellence p ac ices and knowledge managemen p ocesses
O ganiza ional excellence, is a s a egy linked o decisions, cus ome ocus, quali y, e hics, o ganiza ional
cul u e, social esponsibili y, and sus ainabili y (las ado, 2018). he eFQM-eM, in oduced in 1991, has
eme ged as a globally adop ed amewo k o enhancing quali y and pe o mance (las ado, 2018). he
la es e sion o he eFQM-eM 2020 embodies a mul idimensional model encompassing he di ec ion and
execu ion dimensions (eFQM, 2021). he di ec ion dimension o he eFQM-eM includes he s a egy, cul u e
and leade ship subdimensions, i guides o ganiza ions along hei pa h o he success jou ney h ough he
u iliza ion o he di ec ional excellence p ac ices (DePs) (eFQM, 2021). con e sely, he execu ion dimension
includes engaging s akeholde s, c ea e sus ainable alue, and d i e pe o mance and ans o ma ion (eFQM,
2021), which ep esen he execu ional excellence p ac ices (eePs). howe e , o ganiza ional excellence
amewo ks a e i al in in eg a ing knowledge managemen ini ia i es (no h & Kum a, 2018).
he concep o knowledge managemen , in oduced by nonaka and akeuchi (1995), e ol es a ound
he u iliza ion o knowledge asse s. his concep has been app oached om a ious pe spec i es (lim
e al., 1999; Pinho e al., 2012; no h & Kum a, 2018). KM ep esen s an in angible asse ha is ex emely
di icul o eplica e, making i a aluable compe i i e ad an age (lim e al., 1999). While he e is no
consensus ega ding knowledge managemen p ocesses in li e a u e, o he pu pose o his s udy, he
ocus inco po a ed i e essen ial KMPs in p e ious esea ch: c ea ion, acquisi ion, s o age, sha ing, and
applica ion o knowledge (Dona e & Pablo, 2015; na ei, 2016; Obeso e al., 2020; co dei o e al., 2021;
abbas & Kuma i, 2021).
in line wi h analogous managemen sys ems, success ul KM equi es a amewo k ha in eg a es di e se
p ocesses wi hin an o ganiza ion (no h & Kum a, 2018). his s udy posi s ha he di ec ional excellence
p ac ices (DePs) a e con ingen a iables o he KMPs. P e ious esea ch shows a co ela ion and syne gy
be ween KMPs and he dimensions o DePs, such as s a egic planning (Yoshikuni e al., 2024) and o gani-
za ional cul u e and leade ship (aldulaimi, 2015; sap a e al., 2021). Mo eo e , syne gy also eme ges be ween
KM and eePs, such as engaging s akeholde s (shahzad e al., 2020a).
P e ious s udies ha e highligh ed he syne gies be ween eFQM-KM issues and KMPs (c iado-ga cía
e al., 2020; Bocoya-Maline e al., 2023). he eFQM-eM p omo es knowledge managemen wi hin an
o ganiza ion, wi h e idence p esen ing ha o ganiza ions wi h quali y ce i ica es end o manage hei
knowledge (lee and Wong, 2015). in ligh o he KBV heo y, an ex ension o he RBV heo y, o ganiza-
ional excellence p ac ices (i.e. DePs and eePs) a e conside ed aluable in e nal esou ces and capabili ies
and mainly ely on knowledge. hese esou ces a e linked o KMPs, he eby acili a ing he ans o ma-
ion o knowledge esou ces in o s a egic capabili ies (g an , 1996), which, in u n, enhances pe o -
mance and compe i i eness (Ba ney, 1991).
DePs can signi ican ly in luence KMPs. Fo ins ance, a cul u e ha alues knowledge sha ing is mo e
likely o os e e ec i e knowledge managemen (Payal e al., 2019). eePs can also a ec KMPs by engag-
ing s akeholde s in c ea ion and sha e o knowledge. he in e ac ions wi h cus ome s, supplie s, o
esea ch cen e s can lead o enhanced knowledge. he eby imp o ing an o ganiza ion’s knowledge eco-
sys em. hence, he ollowing hypo heses a e o mula ed:
H1. The e is a signi ican impac o he DEPs on KMPs.
H2. The e is a signi ican impac o he EEPs on KMPs.
2.3. Knowledge managemen p ocesses and o ganiza ional pe o mance
in he ealm o ma ke dynamics, he in e sec ion o KMPs and OP plays a ocal ole. guided by he
knowledge-based iew, hese p ocesses ha ness ans o med in e nal esou ces (g an , 1996) o imp o ed
OP (Payal e al., 2019).
cOgen BUsiness & ManageMen 5
Resea ch sugges s a ela ionship be ween KMPs and OP (abbas & Kuma i, 2021). Fo ins ance, KM
enhances employees’ capaci y o mu ual lea ning when exchanging in e nal and ex e nal esou ces,
he eby inc easing ope a ional e iciency and enhancing o ganiza ional pe o mance (Bece a-Fe nandez
& sabhe wal, 2015). P e ious s udies ha e con i med a co ela ion be ween KMPs and OP (co dei o e al.,
2021; Payal e al., 2019). howe e , Obeso e al. (2020) e ealed ha knowledge s o age has no di ec
impac on pe o mance. gi en hese di e en iewpoin s and suppo i e e idence, he ollowing hypo h-
esis was de eloped:
H3. The e is a signi ican impac o KMPs on OP.
2.4. O ganiza ional excellence p ac ices and o ganiza ional pe o mance
he eFQM-eM p emised on achie ing excellen pe o mance esul s (al-Da maki & al-Dhaa i, 2018;
al-Dhaa i e al., 2016; cal o-Mo a e al., 2020; Raoo e al., 2021; ickle e al., 2016). he in e ac ion
be ween o ganiza ional excellence p ac ices (i.e. DePs and eePs) and OP assumes a mul i- heo e ical pe -
spec i e. acco ding o he esou ce-based iew, DePs a e belie ed o shape esou ces ha p omo e sus-
ainable compe i i e ad an age (Ba ney, 1991) in e ms o o ganiza ional s a egy (geo ge e al., 2019;
cal o-Mo a e al., 2020; emami e al., 2022), cul u e (Paschal and nizam, 2016; ghumiem e al., 2023),
and leade ship (cal o-Mo a e al., 2020; sandhu & al naqbi, 2023). he eePs, om he RBV heo y,
encompass he capabili ies o a ain high o ganiza ional pe o mance.
addi ionally, guided by he esou ce-based heo y, eePs a e essen ial capabili ies o u ilizing o gani-
za ional esou ces o achie e supe io pe o mance. o achie e his goal, o ganiza ions engage s akehold-
e s (Fe o-so o e al., 2018), c ea e sus ainable alue (cal o-Mo a e al., 2020; ilyas and Osiye skyy, 2022),
and d i e pe o mance and ans o ma ion (De Waal & heij el 2016; sousa-Zome e al., 2020). Fu he mo e,
s akeholde heo y (F eeman, 1984) in e p e s he link be ween DePs, eePs, and OP h ough s akeholde
engagemen and alue c ea ion. s udying his in e play is highly signi ican o unde s and how DePs and
eePs a e linked o OP, shedding ligh on s a egic alignmen , s akeholde in ol emen , and in eg a ed
app oaches o alue c ea ion o d i e cu en pe o mance while d awing he pa h o u u e
ans o ma ion.
gi en hese a ying pe spec i es and suppo i e e idence, he ollowing hypo heses we e p oposed
o empi ically examine he ela ionships be ween iden i ied excellence p ac ices (i.e. DePs and
eePs) and OP:
H4. The e is a signi ican impac o The DEPs on OP.
H5. The e is a signi ican impac o The EEPs on OP.
2.5. Knowledge managemen p ocesses as a media o be ween he ela ionships o di ec ional
and execu ional excellence p ac ices and o ganiza ional pe o mance
empi ical e idence sugges s ha a signi ican ela ionship be ween Oe and OP has been ex ensi ely
explo ed in he li e a u e, wi h he consensus ha highe le els o Oe can esul in OP (al-Da maki &
al-Dhaa i, 2018; al-Dhaa i e al., 2016; cal o-Mo a e al., 2020; ickle e al., 2016). addi ionally, p e ious
s udies ha e also highligh ed he link and syne gies be ween KMPs and excellence p ac ices (na ei, 2016;
c iado-ga cía e al., 2020; Bocoya-Maline e al., 2023). Knowledge managemen has also been ecognized
as a ac o in enhancing OP (co dei o e al., 2021; Payal e al., 2019).
his s udy del es in o he s a egic alue o esou ces (i.e. he di ec ional excellence p ac ices) and
capabili ies (i.e. he execu ional excellence p ac ices) and how hey con ibu e o o ganiza ional pe o -
mance and compe i i e ad an age h ough he o ganiza ion’s aluable esou ces (i.e. knowledge). he
esou ce-based iew heo y o e s aluable lenses o in e p e he link be ween excellence p ac ices (i.e.
DePs and eePs) ha in luence KMPs as a media o a iable, which in u n impac s OP. DePs and eePs a e
conside ed aluable esou ces and capabili ies ha can posi i ely d i e o ganiza ional pe o mance
( ickle e al., 2016; al-Da maki & al-Dhaa i, 2018; cal o-Mo a e al., 2020). e ec i e KMPs can enhance
he alue and u iliza ion o his esou ce (abbas & Kuma i, 2021).
6 a. M. al-shaMi anD M. M. al-nashMi
KMPs, as a media o , e lec he ocus o he RBV heo y on how esou ces and capabili ies a e in e-
g a ed and u ilized o o ganiza ional pe o mance and compe i i e ad an age. Fu he mo e, om he
con ingency heo y pe spec i e (Donaldson, 2001), KMPs a e essen ial o econ igu ing o ganiza ion’s
esou ces and capabili ies in esponse o changes which, in e u n, impac o ganiza ional pe o mance.
KMPs enable he in eg a ion o s a egic o ien a ion and cul u e ( he DePs pe spec i e) and e icien
execu ion o s a egies ( he eePs pe spec i e) (Bece a-Fe nandez & sabhe wal, 2015). his in eg a ion is
achie ed by sha ing expec a ions ha enable s akeholde s o wo k cohesi ely owa ds a uni ied ision
and s a egies ha lead o imp o ed quali y o se ice and isk managemen o complex ma ke s, such
as MnOs.
o add ess his esea ch gap, he cu en s udy seeks o in es iga e he ole o KMPs cons uc as
media o s wi hin he nexus o he impac o DePs and eePs on OP. he esea ch model used in his s udy
is illus a ed in Figu e 1. hence, he ollowing hypo heses a e o mula ed o b idge hese domains:
H6: The e is a signi ican media ing ole o KMPs be ween he DEPs and OP.
H7:The e is a signi ican media ing ole o KMPs be ween he EEPs and OP.
3. Resea ch design
3.1. Resea ch me hodology
his s udy employs a quan i a i e esea ch app oach o explo e and explain he ela ionships
be ween a iables (hai e al., 2019) using quan i a i e da a (seka an & Bougie, 2016). P io o con-
duc ing da a analysis, p elimina y s eps p epa ing da a o analysis we e conduc ed like s anda d
de ia ion o he da a (collie , 2020) and common me hod bias (Podsako e al., 2012). hese s eps
we e conduc ed o ensu e he accu acy, comple eness, and app op ia eness o he da a o analysis
(seka an & Bougie, 2016). Di e en s a is ical me hods we e employed using he s a is ical Package
o he social sciences (sPss®) and sma Pa ial leas squa es (sma Pls®) so wa e. Pa ial leased
squi e-s uc u e equa ion Modelling (seM-Pls) allows o simul aneous media ion es ing by employ-
ing a wo-s age p ocess ha comp ises he di ec and indi ec impac s (hai e al., 2019). he
wo-s age app oach is an al e na i e o he epea ed-indica o app oach (hai e al., 2022). in his
s udy, he disjoin app oach was used.
o es he s udy model and hypo heses, wo phases using sma Pls® we e ollowed. he i s
phase was he assessmen o he measu emen model. in his phase, he eliabili y and con e gen
alidi y o he i s -o de measu emen cons uc s we e conduc ed. hen, he assessmen o he
second-o de measu emen cons uc s was pe o med o examine he alidi y o he highe -o de
cons uc s. he second phase in ol ed he assessmen o he s uc u al model. c i e ia o assessing
s uc u al model we e explana o y powe , p edic i e powe , pa h coe icien s’ signi icance. Building on
esul s o he pa h coe icien s, hypo heses es ing was pe o med o he main and media ing e ec s
analysis.
Figu e 1. Resea ch Model.
cOgen BUsiness & ManageMen 7
his s udy was au ho ized by he ins i u ional Re iew commi ee (iRc) o he cen e o Business
adminis a ion (Re . no.: 000-164, da e: 14 no embe 2022). he s udy pa icipan s we e in o med abou
he s udy’s p ocedu es, con iden iali y and o he pe inen de ails a head o pa icipa ion. Only pa ici-
pan s who explici ly g an ed hei consen we e allowed o pa icipa e in his s udy.
3.2. Popula ions and da a collec ion
in his s udy, he o ganiza ion was examined as he uni o analysis. Da a we e collec ed om ou
MnOs in Yemen h ough employees a mid and high managemen le els. employees a his le el yp-
ically hold esponsibili y o managemen sys ems and o ganiza ional pe o mance. he a ge popula-
ion consis ed o 256 employees wi hin ou MnOs in Yemen. he census me hod was used (seka an
& Bougie, 2016). a o al o 256 ques ionnai es we e p o ided and 236 comple ed ques ionnai es we e
collec ed om each o ganiza ion. Minimal esea che in e e ence was ensu ed. he esea che p ima -
ily ocused on dis ibu ing he ques ionnai es o o ganiza ions o pa icipan s and add essing inqui ies
aised by esponden s.
o de e mine whe he esponden s engaged in misbeha io , an addi ional me hod was sugges ed o
examine he s anda d de ia ion o he da a. acco ding o collie (2020), esponses wi h a s anda d de i-
a ion below 0.25 a e subjec o case emo al due o he low a iance among esponses h oughou he
ques ionnai e. howe e , esponden s wi h a s anda d de ia ion o less han 0.25 we e se en een.
he emaining 219 o he 236 ques ionnai es we e alid o u he analysis, ep esen ing 86% o he
popula ion.
3.3. Measu es
he ques ionnai e design inco po a ed he scales es ablished in p e ious s udies and was alida ed
by a panel o 11 academic expe s. i was e ined acco ding o he eedback p o ided by he panel.
he s udy adop ed a se en-i em like scale o six y-six i ems (see able 1). he di ec ional and
execu ional excellence p ac ices we e measu ed using 16 and 19 i ems, espec i ely, adap ed om
he eFQM (2021) di ec ion and execu ion dimension c i e ia (Fonseca e al., 2021), while knowledge
managemen p ac ices we e measu ed using 21 i ems ha had been adap ed om p e ious s udies
(Dona e & Pablo, 2015; na ei, 2016; co dei o e al., 2021; abbas & Kuma i, 2021). O ganiza ional
pe o mance was measu ed using 10 i ems adap ed om he eFQM (2021) esul dimension c i e ia
(Fonseca e al., 2021).
3.4. Common me hod bias
common me hod bias (cMB) is a po en ial conce n in which sys ema ic a ia ion among a iables occu s
because o he da a collec ion me hod (Podsako e al., 2012). o es cMB, ha man’s es o a single
ac o was pe o med. he esul o he single ac o con ibu ion es was 37.13%. acco ding o Podsako
e al. (2012), i e en a single ac o con ibu es less han 50% o he en i e a iance, i sugges s ha cMB
signi ican ly in luence he o e all esul s. he e o e, i can be concluded ha common me hod bias is
absen in he s udy.
4. Da a analysis and esul s
4.1. Measu emen Model – Assessmen o i s -o de measu emen cons uc s
4.1.1. Cons uc eliabili y and con e gen alidi y
he indings sugges ha mos indica o s ha e loadings exceeding 0.708 (see able 1), excep o Ksh1,
sOP4, and Oc2, which had loadings o 0.663, 0.696, and 0.699, espec i ely. hese alues exceed he
loading signi icance h eshold o 0.50 (hai e al., 2019), indica ing an accep able associa ion be ween
he cons uc s and hei espec i e indica o s (hai e al., 2019). able 1 illus a es he assessmen o he
measu emen model o he i s -o de cons uc s. he esul s showed ha all composi e eliabili y (cR)
14 a. M. al-shaMi anD M. M. al-nashMi
esul s e ealed ha he eePs had an insigni ican e ec on OP. hese indings unde sco e he ope a-
ional na u e o he eePs, indica ing ha hei impac on OP is con ingen upon mani es a ion o o he
a iables. his discussion is he answe o he hi d ques ion o his s udy.
5.1.1. The media ing ole o knowledge managemen p ocesses be ween he excellence p ac ices
and o ganiza ional pe o mance
Fu he o he assessmen o he di ec ela ionships, his s udy e eals in e es ing esul s on KMPs a iable
as a media o on he ela ionship be ween he di ec ional and execu ional excellence p ac ices, and o ga-
niza ional pe o mance. he esul s e ealed a complemen a y pa ial media ing ole in he ela ionship
be ween DePs and OP. On hei way o achie ing OP, he DePs equi e he p esence o KMPs. he signi i-
can media ion o KMPs sugges s hei acili a ion ole in he ela ionship be ween he s a egic p ac ices
o he DePs and o ganiza ional pe o mance. he KMPs enable he e ec i e u iliza ion o knowledge, sha -
ing o in o ma ion, and lea ning wi hin MnOs, leading o imp o ed o ganiza ional pe o mance. Wi hou
e ec i e knowledge managemen , o ganiza ions may no ully le e age hei DePs o achie e high pe o -
mance (Payal e al., 2019; co dei o e al., 2021). he complemen a y media ion esul s imply ha KMPs play
a suppo i e ole in he ela ionship be ween he DePs and OP in MnOs. his means ha he mo e e ec-
i e he KMPs a e wi hin he o ganiza ion, he mo e signi ican is he posi i e impac o he DePs on o ga-
niza ional pe o mance. KMPs unc ion as complemen a y o enable ac o s o he e ec s o he DePs on
OP. hese esul s imply ha he signi ican impac o he DePs on KMPs can suppo MnOs na iga e chal-
lenges and capi alize on oppo uni ies in hei dynamic and highly compe i i e ma ke .
al e na i ely, eePs on hei way o achie e OP equi e he in ol emen o KMPs. he ull KMPs media ion
be ween he eePs and OP signi ies ha knowledge enable he smoo h execu ion o he execu ional p ac-
ices, which in u n, esul in imp o ed OP (Bece a-Fe nandez & sabhe wal, 2015; no h & Kum a, 2018).
hese esul s unde sco e he ope a ional na u e o he eePs, indica ing ha enhancing OP is con ingen
upon hei mani es a ion h ough KMPs. he e o e, o MnOs, s a egic ocus on KMPs is essen ial o high
o ganiza ional pe o mance. he indings align wi h he p inciples o he RBV heo y by conside ing knowl-
edge as a s a egic esou ce o d i e o ganiza ional pe o mance and compe i i e ad an age. Fu he mo e,
iewed h ough he lens o con ingency heo y, KMPs imp o e in o ma ion low and p omo e he align-
men and adap a ion o DePs and eePs o sui he con ex o he o ganiza ion (Donaldson, 2001).
in summa y, he a ious ypes o media ion elucida ed in his s udy p o ide aluable insigh s in o
MnOs. and, p io i izing he dimensions o DePs, eePs, and KMPs eme ges as a s a egic impe a i e o
imp o e OP. he abo e discussion p o ides an answe o he ou h ques ion o his s udy.
5.2. Conclusion and implica ions
his s udy in es iga ed he di ec ional and execu ional excellence p ac ices (DePs and eePs), knowledge
managemen p ocesses (KMPs), and o ganiza ional pe o mance (OP) in he con ex o mobile ne wo k
ope a o s (MnOs) in Yemen. he seM-Pls me hod was used o analyze he da a u ilizing sma Pls so -
wa e. he s udy esul s show ha he di ec ional and execu ional excellence p ac ices ha e a signi ican
impac on KMPs. in addi ion, KMPs had a signi ican impac on OP. Meanwhile, in con as o he indings
o he media ion ole in he ela ionship be ween DePs and OP, he di ec e ec o eePs and OP (wi h
a ailabili y o KMPs) showed insigni ican esul s. he indings show a complemen a y media ion ole o
KMPs in he ela ionship be ween he DePs and OP, while his media ion is ull in he ela ionship
be ween he eePs and OP. hese indings sugges ha he insigni ican di ec impac o he eePs on OP
is coun e ac ed by he p esence o KMPs. his emphasizes ha knowledge esou ces, a co e RBV concep
(Ba ney, 1991; conne & P ahalad, 1996), a e c ucial s a egic asse s ha enable o ganiza ions o gain and
sus ain a compe i i e ad an age (g an , 1996). hese indings sugges ha ocusing solely on he eePs
may no be su icien o enhance o ganiza ional pe o mance. Fu he mo e, his s udy embodies an
ad ance in quan i a i e esea ch ela ed o KMPs ha can ac as bo h complemen a y pa ial media o s
and ull media o s, dis inguishing be ween hem aligns wi h he b oade li e a u e on media ion analysis
(Zhao e al., 2010; hai e al., 2022). he complemen a y pa ial media ion in his s udy sugges s ha
KMPs enhance he posi i e impac o DePs on OP, whe eas he ull media ion indica es ha KMPs ampli y
cOgen BUsiness & ManageMen 15
he impac o eePs on OP. his dis inc ion, along wi h p edic i e modelling echniques, emphasizes he
impo ance o unde s anding he in e ac ions be ween di e en a iables in his s udy. hey suppo
decision-making ela ed o u u e o ganiza ions’ ho izons and ans o ma ion (Me e al., 2023).
On he o he hand, he con ex ual ele ance o he indings highligh s he impo ance o conside ing spe-
ci ic indus y and o ganiza ional a iables. he indings indica e ha each in es iga ed a iable signi ican ly
alida es a con ibu ion o he pe o mance o MnOs. in addi ion, schola s ha e consis en ly highligh ed he
signi icance o KM in he elecommunica ions sec o , as e idenced by p e ious esea ch (Zayed e al., 2022).
howe e , p e ious s udies ha e no highligh ed he ole o KMPs in he ela ionship be ween DePs, eePs, and
OP. By b idging he knowledge gap, his s udy p esen s empi ical implica ions o MnOs. he indings empha-
size he impo ance o in eg a ing DePs and eePs wi h KMPs o enhance s akeholde engagemen and op i-
mize decision-making p ocesses, p o iding he MnOs in Yemen wi h a amewo k o u ilize hei esou ces and
p ac ices o pe o mance imp o emen in he dynamic elecom indus y. hese esul s sugges ha KMPs play
a pi o al ole in enabling he eePs o d i e OP in MnOs. Managemen in he MnO ma ke should emphasize
d i ing cu en pe o mance o u u e ans o ma ion o ensu e he posi i e impac o he eePs on OP h ough
e ec i e knowledge managemen p ac ices. i is p oposed ha becoming a lea ning o ganiza ion should be a
s a egy o MnOs. MnOs should ocus on in eg a ing knowledge managemen objec i es and p ac ices in o
hei human capi al s a egies. By implemen ing hese ecommenda ions, MnOs can le e age hei o ganiza-
ional excellence p ac ices and knowledge managemen o enhanced o ganiza ional pe o mance.
5.3. Limi a ions and u u e esea ch di ec ions
his s udy has se e al limi a ions which u u e esea ch could add ess. he a ge ed popula ion (i.e. 256
pa icipan s) along wi h ac o s like cul u al dynamics and economic ou look, could limi he gene aliz-
abili y o he indings. Fu he mo e, pe o ming he con e gen alidi y measu emen h ough a global
i em was no conduc ed which could be a limi a ion wo h add essing in u u e s udies. he e o e, i is
ad isable o expand he in es iga ion o di e se popula ions. addi ionally, he s udy is limi ed o one
ac o o he knowledge managemen , i.e. knowledge managemen p ocesses, ano he ac o like knowl-
edge managemen in as uc u e and enable s can be explo ed in u u e s udies. Mo eo e , conside ing
he conclusions d awn om he analyzed da a, his s udy p o ides p ospec s o u u e esea ch. in he
i s ins ance, gi en he complemen a y ole o KMPs in he ela ionship be ween DePs and OP in his
s udy, mo e esea ch should ho oughly analyze he dimensions o KMPs o associa ed a iables such as
o ganiza ional lea ning. second, his s udy in ol ed he analysis o highe -o de cons uc s, and u u e
s udies could ocus on second-o de cons uc s o imp o e esul s in o he con ex s.
Au ho con ibu ions
all au ho s collec i ely con ibu ed o he s udy concep ion and design. Ma e ial p epa a ion was conduc ed by bo h
au ho s, and ali Mohammed al-shami unde ook he da a collec ion. he da a analysis and in e p e a ion we e pe -
o med by bo h au ho s. he i s d a o he manusc ip was w i en by ali Mohammed al-shami, while he
co-au ho p o ided aluable amendmen commen s, c i ically e iewing i o in ellec ual con en . all au ho s ho -
oughly e iewed and app o ed he inal manusc ip . Fu he mo e, each au ho has commi ed o being accoun able,
ensu ing ha issues ela ed o he accu acy o in eg i y a e app op ia ely esol ed.
Disclosu e s a emen
he au ho s a i m ha hey ha e no po en ial con lic s o in e es wi h espec o he esea ch, au ho ship, and
publica ion o he a icle.
Abou he au ho s
Ali Mohammed Al-Shami is a PhD schola a he cen e o Business adminis a ion, sana’a Uni e si y. he ea ned a Mas e ’s
deg ee in Business adminis a ion om Maas ich school o Managemen , he ne he lands, in coope a ion wi h sana’a
Uni e si y. his academic and p o essional pu sui s a e deeply oo ed in o ganiza ional de elopmen , go e nance, ope a-
ional excellence, as well as knowledge and people managemen . [email protected]; [email protected]
16 a. M. al-shaMi anD M. M. al-nashMi
Mu ad Mohammed Al-Nashmi is an associa e P o esso o Business adminis a ion in Uni e si y o science and
echnology, sana’a, Yemen. his esea ch in e es s a e p ima ily ocused on o ganiza ional de elopmen and s a e-
gies, en ep eneu ship, and go e nance. [email p o ec ed]e
ORCID
ali Mohammed al-shami h p://o cid.o g/0009-0009-5142-7753
Mu ad Mohammed al-nashmi h p://o cid.o g/0000-0001-8864-2742
Da a a ailabili y s a emen
he da a ha suppo he indings o his s udy a e a ailable om he co esponding au ho , ali al-shami, upon
easonable eques .
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