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The main purpose of this study is to examine the collective effect of leadership, continuous improvement and benchmarking on organizational performance. In addition, the study also investigates the intervening mechanism of EOC as a mediator between leadership, continuous improvement and benchmarking from one side and organizational performance on the other side.

Hypotheses for testing have been generated using primary data gathered through a survey questionnaire. A total of 355 questionnaires were returned from amongst 565 when data was gathered from the Dubai police organization. The data was analyzed using the Structural Equation Modelling (SEM) method and SmartPLS.

Most of the hypotheses in the study’s model were found to have a significant effect on organizational performance. Statistical findings using SEM-PLS also confirmed the mediating role of EOC as a mechanism between leadership, continuous improvement, benchmarking and organizational performance.

Findings reported many valuable implications. The study has theoretical implications to close the gap in the existing body of knowledge and practical implications to consider the study’s variables to enhance the overall performance through considering entrepreneurial culture as an intervening mechanism.

The collective role of leadership, continuous improvement, benchmarking, EOC and organizational performance is studied as one of the most important empirical studies which bring original contribution to the existing body of knowledge.

The purpose of this study is to study the collective effect of leadership, strategic planning and entrepreneurial organizational culture (EOC) on organizational excellence.

Using primary data obtained through a survey questionnaire, hypotheses have been developed for testing. Out of a total of 565 questionnaires, only 355 questionnaires were returned where data were collected from the Dubai police organization. The structural equation modelling (SEM) approach was used to analyse the collected data.

Statistical findings using SEM-partial least square confirmed the full mediating role of strategic planning as a mechanism between leadership and organizational excellence. In addition, the results reported a significant effect of leadership on strategic planning besides its impact on organizational excellence.

Results reported many valuable implications. The outcomes of this study have practical implications that will help managers, decision-makers and practitioners to consider the study’s variables to enhance the overall performance through achieving excellence.

The collective role of leadership, strategic planning, EOC and organizational excellence is studied as one of the most important empirical studies which bring original contribution to the existing body of knowledge.

Police agencies are under pressure to improve their performance and provide outstanding services for the community. In response, academics and practitioners have called to adopt effective methods that help these agencies to achieve their goals. Studies reported that benchmarking has a role to improve organisational performance. However, poor evidence of using benchmarking within police agencies and very few studies examine the relationship between it and police performance. Motivated by this gap, this study aims to explore and examine this relationship under the mediating role of innovation culture.

A quantitative methodology was utilised in this study. Data used to examine the hypotheses were obtained from the departments and stations of the Dubai Police Force (DPF), and the population comprised head section officers. A total of 338 questionnaires were distributed to respondents, 252 of which were returned. The hypothesised relationships were tested with the data collected by SPSS and SmartPLS statistical software.

Findings clearly show that benchmarking is directly and indirectly associated with the organisational performance of the DPF through innovation culture. Results support the notion that innovation culture facilitates the implementation of proper benchmarking projects in the DPF, which positively affects different aspects of its performance.

This study includes several limitations. Specifically, the generalisability of the findings should be considered. The analysis applies only to the DPF in the UAE. Thus, investigating and analysing variables in different police agencies in the UAE or internationally would be valuable.

Several recommendations are provided in relation to the obtained results to assist managers and decision makers in the DPF and other police agencies. This study includes suggestions for improving police performance by establishing an innovation culture and adopting benchmarking practices.

Although several contributions indicated that benchmarking and innovation culture is a key determinant of success, the literature lacks empirical studies investigating this link in the police field. This study is the only one to date that examined this relationship in police services. Accordingly, this study seeks to bridge this gap and delivers empirical evidence and theoretical insight to better understand this relationship.

Strategic planning and strategy implementation are proposed to impact overall performance. However, the purpose of this study is to empirically examine the mediating effect of organisational excellence on the relationship between strategic planning, strategy implementation and organisational performance (OP).

Hypotheses have been developed for testing using primary data obtained through a survey questionnaire. The data were gathered from the Dubai police organisation. Out of a total of 500 questionnaires, only 244 questionnaires were returned. For measurement and structural models, the structural equation modelling (SEM) approach was used to analyse the data.

All proposed hypotheses were supported and confirmed the positive and significant relationships between strategic planning, strategy implementation, organisational excellence and OP. Statistical findings using SEM-partial least square also confirmed the mediating role of organisational excellence as a mechanism between strategic planning, strategy implementation and OP.

Results discussed many valuable implications. The outcomes will help managers, decision-makers and practitioners to consider organisational excellence strategy when implementing strategic planning process to achieve the best performance.

The current study is one of the most important empirical studies to analyse and examine the relationships between strategic planning, strategy implementation organisational excellence and business performance. In addition, this study is one the rare studies that involve excellence as a practice when implementing strategic planning process.

Limited use of Kaizen practices in police agencies, together with very few studies that investigated the link between it and police performance, gives a gap and good indication to conduct this study. Thus, this study seeks to explore and examine this relationship through the lens of innovation culture as a mediating factor.

This paper was based on a survey with 352 effective participants, including the head section officers of the Dubai Police in the UAE. A structural equation modelling technique was used for statistical analysis.

Results indicate that Kaizen was positively associated with police performance. Innovation culture also plays a mediating role in the relationship between Kaizen and police performance.

This paper has theoretical and practical contributions. It is one of the first studies to create and test the direct and indirect associations between Kaizen and police performance, providing evidence on the mediating role of innovation culture with regard to Kaizen and performance in the policing field.

The purpose of this study is to empirically investigate the influence of innovation orientation, information sharing and service innovation in United Arab Emirates (UAE) government institutions.

Using a convenient sample approach, data was obtained from the UAE government agencies. The various constructions were analysed using partial least squares structural equation modelling in SmartPLS.

The results show that innovation orientation has an impact on service innovation. Knowledge sharing also functions as a moderator in the link between innovation orientation and government service innovation.

This paper contributes both theoretically and practically. To the best of the authors’ knowledge, it is one of the first studies to examine direct correlations between innovation orientation and government service innovation, giving evidence of the moderating function of knowledge sharing in innovation orientation and service innovation.

The study aims to examine the joint effect of total quality management (TQM), enterprise resource planning (ERP) and organizational performance on organizational excellence.

To achieve the goal of this study through the hypothesized model, a survey questionnaire research design was employed. The data were collected from a Dubai Police organization. Out of 550 questionnaires, 320 questionnaires were returned. The structural equation modelling (SEM) partial least squares approach was used to analyze the data for measurement and structural models.

The statistical results confirmed the positive and significant effects of TQM, ERP and organizational performance on organizational excellence. The mediation role of organizational performance between TQM, ERP and organizational excellence also was confirmed.

Throughout this study, further details and valuable implications have been discussed. Findings provide several practical implications. Findings also help practitioners and managers make proper decisions when implementing TQM, ERP and excellence practices in their organizations. With the joint effect of TQM, ERP and organizational performance, organizations can achieve maximum strong excellence and remain in a competitive market. This current study presents potential to be used in didactical initiatives.

This study is a unique empirical research that examines the joint effect of TQM, ERP and performance on excellence relationships. In other words, the current study is one of the few studies that investigate the mediating role of organizational performance beside the organizational excellence as the ultimate variable in developing country, specifically in UAE.

The study's goal is to look at how total quality management (TQM), enterprise resource planning (ERP) and organizational performance interact to affect organizational excellence.

A survey questionnaire research design was used to achieve the goal of this study through the hypothesized model. The information was obtained from a Dubai police organization. Out of 550 questionnaires, 320 questionnaires were returned. To analyze the data for measurement and structural models, the structural equation modeling (SEM) partial least squares method was used.

The statistical results confirmed the positive and significant effects of TQM and ERP on organizational performance. The mediation role of organizational performance between TQM, ERP and organizational excellence also was confirmed.

More details and significant consequences have been explored in this study. The findings have a number of practical implications. The findings also assist practitioners and managers in making the best decisions while incorporating TQM, ERP and excellence practices in their organizations. Organizations will achieve optimum strong excellence and stay competitive in a competitive market by integrating the effects of TQM, ERP and organizational performance.

This study is another empirical investigation into the combined impact of TQM, ERP and performance on excellence relationships. In other words, the current study is one of the few that investigates the mediating role of organizational performance as a variable alongside organizational excellence as the ultimate variable in developing countries, specifically in the United Arab Emirates (UAE).

The study aims to examine the joint effect of service design (SD), information and analysis (IA) and organizational performance through the mechanism of organizational excellence.

To achieve the goal of this study through the hypothesized model, a survey questionnaire research design was employed. The data were collected from Dubai Police organization. Out of 550 questionnaires, 320 questionnaires were returned. The partial least square structural equation modeling (PLS-SEM) approach was used to analyze the data for measurement and structural models.

The statistical results confirmed the positive and significant effects of IA on organizational excellence and excellence on organizational performance. The mediation role of organizational excellence between IA and organizational performance was also confirmed.

Throughout this study, further details and valuable implications have been discussed. Findings provide several practical implications. Findings also help practitioners and managers make proper decisions when implementing SD, IA and excellence practices in their organizations. With the joint effect of SD, IA and organizational excellence, organizations can achieve maximum strong performance and remain in a competitive market.

This study is a unique empirical research study that examines the joint effect of SD, IA and excellence on performance relationships within the public sector in general and police organization in particular, which is limited especially in research of Middle East countries.

There is an assumption that innovative culture is considered to contribute to improving human resource management (HRM) practices. However, very little is known about this topic as well as innovations within the context of the government sector. Based on that, this study aims to investigate, theoretically and empirically, the impact of innovative culture on HRM practices with the moderating role of knowledge sharing in this association.

The data was obtained from government agencies in the United Arab Emirates (UAE). This study used structural equation modelling to test the proposed hypotheses and SPSS to perform a preliminary analysis.

The findings show that innovative culture significantly and positively affects HRM practices. Moreover, knowledge sharing plays an important moderating role between innovative culture and HRM.

The findings have several theoretical and practical implications. The study provides useful insights into the significance of innovative culture and knowledge sharing in stimulating HRM. The findings will help government agencies improve their employees’ capabilities by customising knowledge sharing and creating a culture that supports innovative activities within their agencies.

Private-sector organisations are concerned about factors that enhance innovative activities as one of the factors of development, improvement and enhancement of competitive advantage. However, in government, especially in the UAE, research into the part played by innovation remains uncommon, particularly into the role of knowledge sharing and innovative culture in enhancing HRM practices. To the best of the researchers’ knowledge, this is one of the pioneer studies to examine the impact of both innovative culture and knowledge sharing on HRM in a government environment context.