Organizational structure, agility, and public value-driven innovation performance in the UAE public services

➢Examining public sector agility in UAE.➢Organizational structure's impact in innovation.➢Change readiness influences organizational agility.➢UAE public service innovation dynamics analyzed.➢Formalization and centralization effects explored.➢Public value enhancement via managerial constructs.➢Emergence of public value and its managerial requisites.➢Interplay between CR, OA, OS, and PVDIP.➢CR, OA, OS: pivotal for public values' advancement.➢Empirical framework elucidates PVDIP influences.➢Technological demands and public service response.➢SEM models examine centralized and formalized OS.➢Six hypotheses tested in the study's comprehensive scope.➢SmartPLS 4 utilized to model OS in distinct forms. Existing public sector management literature requires an empirical examination of the relationship between change readiness, organizational agility, and public value-driven innovation performance. Moreover, how organizational structure moderates these relationships in the public sector context is still being determined. This study aims to address this gap by collecting data from 421 top management respondents working in public services in the United Arab Emirates. The hypotheses are tested using a structural equation model. The study's findings confirm that change readiness positively influences organizational agility and reveals the positive effects of organizational agility on public value-driven innovation performance in public service organizations. Additionally, this study highlights that change readiness directly affects public value-driven innovation performance. Simultaneously, organizational structure (formalization and centralization) affects the relationships between change readiness and public value-driven innovation performance, and organizational agility and public value-driven innovation performance. Finally, this study shows that organizational structure (centralized and formalized) impacts the relationship between change readiness and organizational agility. This study contributes substantially to the existing knowledge on the relationships between change readiness, organizational agility, organizational structure, and public value-driven innovation performance. Existing public sector management literature requires an empirical examination of the relationship between change readiness, organizational agility, and public value-driven innovation performance. Moreover, how organizational structure moderates these relationships in the public sector context is still being determined. This study aims to address this gap by collecting data from 421 top management respondents working in public services in the United Arab Emirates. The hypotheses are tested using a structural equation model. The study's findings confirm that change readiness positively influences organizational agility and reveals the positive effects of organizational agility on public value-driven innovation performance in public service organizations. Additionally, this study highlights that change readiness directly affects public value-driven innovation performance. Simultaneously, organizational structure (formalization and centralization) affects the relationships between change readiness and public value-driven innovation performance, and organizational agility and public value-driven innovation performance. Finally, this study shows that organizational structure (centralized and formalized) impacts the relationship between change readiness and organizational agility. This study contributes substantially to the existing knowledge on the relationships between change readiness, organizational agility, organizational structure, and public value-driven innovation performance.