Disaster resilience has become a major priority in contemporary disaster management, particularly in urban settings exposed to environmental, social, and institutional risks. However, limited empirical evidence exists regarding the role of disaster education in enhancing coping capacity and disaster resilience within the United Arab Emirates (UAE) context. To address this gap, this study examined the effects of disaster education on coping capacity and disaster resilience from the perspectives of Civil Defence Officers in the UAE. Quantitative research design was adopted, and data were collected through a structured questionnaire administered to Civil Defence Officers in Abu Dhabi. A total of 363 valid responses were retained for analysis. The data were analysed using Partial Least Squares Structural Equation Modelling (PLS-SEM) to assess the measurement model and test the hypothesised relationships. The findings indicated that the measurement model achieved satisfactory reliability and validity. The structural model revealed that disaster education has a significant positive effect on both coping capacity and disaster resilience. Disaster education was found to be a strong predictor of coping capacity and a significant contributor to disaster resilience, highlighting the importance of knowledge, awareness, and preparedness in strengthening disaster-related capabilities. The study contributes to the disaster management literature by providing empirical evidence on the role of disaster education in enhancing coping capacity and resilience within the UAE context. The findings also offer practical insights for policymakers and emergency management agencies seeking to strengthen disaster preparedness and resilience through education and capacity-building initiatives.
Employee performance is essential to public sector effectiveness, yet limited research has examined how employee engagement shapes the relationship between talent management practices and performance in the United Arab Emirates (UAE). This study investigates the moderating role of employee engagement in the relationships between talent acquisition, talent retention, talent development, and employee performance within the UAE Federal Authority for Identity, Citizenship, Customs and Port Security (ICP). The study employed a quantitative research design based on 318 valid responses from ICP employees. Data were analysed using SPSS and Partial Least Squares Structural Equation Modeling (PLS-SEM). The findings indicate that talent retention (β = 0.674) and talent development (β = 0.317) positively influence employee performance, whereas talent acquisition (β = −0.103) and employee engagement (β = −0.098) have significant negative direct effects. Employee engagement strengthens the effects of talent acquisition (β = 0.060) and talent retention (β = 0.283) on employee performance but weakens the effect of talent development (β = −0.194). These findings demonstrate that the effectiveness of talent management practices is contingent on employee engagement and that different talent management practices may produce varying performance outcomes. The study contributes to public sector talent management literature and provides practical insights for aligning talent management and employee engagement strategies to enhance workforce performance in the UAE.
This study examines the relationship between perceived governance practices and employee-perceived organizational effectiveness, as well as the mediating role of ethical leadership in UAE port organizations. Although governance reforms have gained increasing attention in the UAE, limited research has explored how employees’ perceptions of governance practices influence organizational effectiveness through leadership. A quantitative research design was adopted, and data were collected from operational and supervisory employees at DP World and Abu Dhabi Ports Group using a structured questionnaire. A total of 192 valid responses were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The results indicate that perceived governance practices have a significant positive effect on employee-perceived organizational effectiveness and ethical leadership. Ethical leadership also positively influences employee-perceived organizational effectiveness and partially mediates the relationship between perceived governance practices and organizational effectiveness. These findings suggest that governance practices are more effective when reinforced by ethical leadership that promotes transparency, accountability, and fairness. The study contributes to the governance and leadership literature by integrating Agency Theory and Social Learning Theory within an employee perception framework. Practically, the findings provide insights for managers and policymakers seeking to strengthen governance practices and ethical leadership to enhance organizational effectiveness and support the long-term competitiveness of UAE port organizations.
The increasing adoption of Artificial Intelligence (AI) has transformed organizational operations, positioning AI capability as a strategic resource for enhancing organizational performance. However, evidence from the United Arab Emirates (UAE) Ministry of Education suggests that investments in AI have not consistently translated into improved organizational outcomes, highlighting the importance of complementary organizational capabilities. This study examines the effect of AI capability on organizational performance and investigates the mediating roles of transformational and transactional leadership. A quantitative research design was employed using survey data collected from 281 managers, heads of departments, and supervisors within the UAE Ministry of Education. The data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The results indicate that AI capability has a significant negative direct effect on organizational performance. However, both transformational and transactional leadership significantly mediate this relationship, with transformational leadership exhibiting the stronger mediating effect. These findings suggest that the organizational value of AI capability is realized through effective leadership rather than technological capability alone. The study extends Resource-Based Theory by demonstrating that complementary leadership capabilities are essential for translating AI resources into organizational value. Furthermore, it contributes empirical evidence from the UAE public education sector, where research on AI capability and leadership remains limited. The findings provide practical insights for policymakers and educational leaders by emphasizing the importance of integrating AI investments with leadership development, employee digital readiness, and changing management to achieve sustainable organizational performance.
Artificial Intelligence (AI) is increasingly recognized as a transformative force in enhancing employee performance and organizational effectiveness. However, its impact remains contingent on the integration of complementary organizational capabilities rather than standalone technological adoption. Therefore, this study examines the relationship between AI infrastructure capability and employee performance in the UAE construction industry, while investigating the mediating role of employee empowerment. A quantitative survey design was employed, with 350 valid responses collected from project managers, construction managers, site engineers, and architects across construction companies in Abu Dhabi, Dubai, and Sharjah. Data was analyzed using the Statistical Package for the Social Sciences (SPSS) and Partial Least Squares Structural Equation Modeling (PLS-SEM). The findings indicate a significant relationship between AI infrastructure capability and employee performance, while employee empowerment has a significant positive relationship with employee performance. Furthermore, employee empowerment significantly mediates the relationship between AI infrastructure capability and employee performance. The study extends the Resource-Based View and Social Exchange Theory by demonstrating the importance of employee empowerment in translating AI capability into improved employee performance. Practically, the findings suggest that construction organizations should complement AI investments with employee empowerment initiatives, including participation in decision-making, communication, trust, and motivation, to maximize the benefits of AI adoption and improve employee performance.
