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When Assurance Management System Matters: Global Industry Performance

Level of Implementation of the Assurance Management System for Critical
Asset; A Mixed Methods Study

Preprint · March 2021

DOI: 10.31124/advance.14134964.v1

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 When Assurance Management System Matters: Global Industry Performance
Level of Implementation of the Assurance Management System for Critical Asset;
A Mixed Methods Study

Joseph A. Tubil 1,1 Alexander S. Acosta 2,1 Imee C. Acosta 3,1 Ivy Corazon Mangaya-ay 4,1, Mary
Jane Alvero 5,1 Eduardo P. Malagapo 6,1
1
Philippine Christian University Abu dhabi, UAE, 2Philippine School Doha, Qatar, 3Virginia
Commonwealth University, Qatar, 4Bohol Island State University, Phil., 5Prime Group, Dubai, UAE,
6
EPM & Associates, Dubai, UAE
1
[email protected]
2
[email protected]
3
[email protected]
4
[email protected]
5
[email protected]
6
[email protected]

Abstract: The sequential explanatory mixed-methods design best fits in this research. This study
contributes to mixed methods research as the tool to redefine assurance management system of critical
asset in the industry, as evidenced in the results of both the quantitative and qualitative phases. In the
quantitative phase, the result revealed only one significant predictor of assurance management system
utilized in crafting interview questions. In contrast, the qualitative phase utilizing phenomenology as its
research design captures the people's lived experiences purposefully chosen for the research study.
Furthermore, this mixed-methods study uncovers the global industry's newest contribution in the critical
asset management adopting the Cyclical Assurance Management System of Critical Asset (CAMSCA)
process and Assurance Management System for Critical Asset Framework (AMSCAF).

Keywords: Performance, Assurance Management System, Critical Asset, Mixed Methods, Sequential
Explanatory, Global Industry.

1. Introduction
In today's increasingly dynamic integrated markets, performance depends on higher consumer
satisfaction or lower-cost activity (Maletič & et al., 2017). Moreover, critical assets are gateways to the
company, both from an organizational and a security perspective (Samimi & et al., 2020; Wittkop, 2016).
Thus, it is considered as the key element of services essential to the sustainability of goods, utilities, and
communications (Maliszewski, & et al., 2012). Finding on critical assets research further explained that
272 of the 773 occurrences include a breakdown of equipment, 13 of which have direct human
implications (Păunescu & et al. 2018). Therefore, critical assets' efficient positioning can theoretically
occur within the spatial optimization models dealing with security, operation, coverage, equity, and risk
(Maliszewski & et al., 2012).
Arguably, Transportation (2017) stressed that performance measurement has repeatedly illustrated
that achieving performance targets alone does not guarantee that an organization is making the best long-
term decisions, but it is also necessary to achieve the Physical Asset Management domain (Maletič & et
al., 2017) that involves overall efficiency of equipment as an acceptable measure of industry performance
(Eckhardt & Shane, 2011). However, the lack of technical support activities has led to inadequate
strategic planning and oversight of the asset management system's programs that negatively impact
expense, productivity and quality, and, ultimately, business performance (El-Akruti et al., 2013).
With the plethora of research findings on critical assets and performance on assurance management,
this research study provides the belief that assets will work as planned and helps one to understand its
relationship between the actual performance of an asset and the expected efficiency (Modrouvanos, 2015).
In light of the discussions and observations, the researcher would like to reinforce industry
performance to ensure critical assets functionality through reliability and business continuity. On the one
hand, the quantitative part of this study addresses the relevant factors that influence industry performance
as to the various system and approach implementation for asset management system, mainly on the
critical asset with the related assurance management predictor related to the integrated maintenance
management system (IMMS). On the other hand, in the qualitative phase, the generative process,
competitive process, and preventive process are the essential themes that further explain in determining
the worldview and the lived experiences of the purposefully selected respondents. Therefore, structuring
the best practices in the industry to achieve high performance in the assurance management system
implementation for the critical asset is determined by the generative process; a capacity development
through a competitive enhancement program as a preventive process for high-level performance. The
result of which is that the mixed-methods sequential explanatory approach reveals new insight as an
approach to guiding stakeholders in the industry in the implementation of their assurance management
system of the critical asset.

2. Theoretical Perspective
The baseline and approach of the study is based on three theoretical models of asset management
system implementation in the industry; the Asset Life Cycle Phases Model (Maletič & et al., 2017), the
Criticality Optimization Model (Muganyi & et al., 2018), and The Framework of Asset Management
System Activities, Relationships & Mechanism (El-Akruti et al., 2013).
Model-1 Asset life cycle phases. Based on the contingency theory, the results indicate that
contingency is a valuable technique to improve asset management practices and evaluate asset efficiency
(Maletič & et al., 2017). Schuman & Brent's (2005) study's proposed study directs decisions taken during
the early stages of a project to maximize assets' output at reduced life-cycle costs. Simultaneously,
Hipkin's (2001) study indicates that where the maintenance management information system resulted in
higher knowledge levels, higher levels of benefits were achieved. Therefore, incorporating a theoretical
framework brings together many management theories to understand the asset management activities
found in the standards and guidelines (Alhazmi, 2018).
Model-2 Criticality optimization model. Criticality optimization for managing physical assets is
intended to guarantee the processing plant's high plant reliability. It is a positive attribute that, due to
incorrect maintenance priorities, most industrial establishments discount and calamitous consequences are
usually experienced, such as decreased reliability of installed equipment (Muganyi & et al., 2018).
Though optimizing resilience by mitigating significant risk resulting in multiple economic, environmental,
and social criteria, the study states a framework for prioritizing waterway infrastructure projects
(Connelly, 2016). Schmit & Roth (1990) study predicted lower cost effects associated with higher
retention levels, larger scale, and less risky industries. Accordingly, when a threat misuses a vulnerability,
it increases the likelihood of attack and leads to risk. In this instance, the identified vulnerabilities could
be a critical component of the risk modeling exercise (Wittkop, 2016; Kassa, 2016).
Model-3 Framework of Asset Management System Activities, Relationships & Mechanism. The
current definition of an asset management (AM) framework focuses on the engineered asset life-cycle,
and little has been done about its relation to organizational strategy in the literature. Evaluating practices,
relationships, and processes that constitute the connection between AM and strategy offers a more AM-
oriented, systemic, and holistic approach (El-Akruti et al., 2013). Hence, asset performance management
is shifting the landscape of how companies are managing their critical asset. When an asset is aging,
critical assets' performance is expected to decline (Borges & et al., 2017; Kolios & Luengo, 2016).
According to Wisner & Fawcett (1991), an efficient performance assessment system will direct an
organization's efforts to achieve its strategic objective. This involved overall efficiency of equipment is
an acceptable measure of industry performance (Eckhardt & Shane, 2011). While most people in the
industry are unsatisfactory, performance evaluations serve various important organizational purposes
(Wiese & Buckley, 1998).
These theories were chosen to support the researcher's overview and understanding of the global
industry's performance's underlying factors. First, the Asset Life Cycle Phases Model, that introduced
enhancement consistent with the ideas of the fundamentals of physical asset management as characterized
by risk management practices, performance appraisal practices, life cycle management practices, and
policy & strategy practices that are integral to strategic thinking for both asset owners and maintenance
teams (Maletič & et al., 2017). Second, the Criticality Optimization Model's showed the relationship of
the key elements of asset management, wherein business impact or performance is enhanced when the
physical assets reach high reliability within the operational boundary, which means improving the critical
asset's reliability, availability, maintainability for its operational sustainability (Muganyi & et al., 2018).
Third, the Framework of Asset Management System Activities, Relationships, and Mechanism Model,
illustrated that the lack of technical support activities have contributed to inadequate strategic planning
and oversight of the asset management system's programs, as the effect of inadequate and missing system
components can negatively impact expense, productivity and quality, and ultimately the business
performance (El-Akruti et al., 2013).

3. Conceptual Framework (Quantitative Phase)

The conceptual framework as shown in figure-1 was structured based on the combination of Maletič
& et al. (2017) model of the asset life cycle phases, the criticality optimization model of Muganyi & et al.
(2018), and the framework of asset management system activities, relationships & mechanism of El-
Akruti et al. (2013) wherein the five predictors of performance are determined as the following;
leadership engagement (LE), operational compliance (OC), business threats and strategy (BTS), human
capital management (HCM), integrated maintenance system (IMS). This study is limited only to the
above predictors based on the researcher's review of related literature, as explained in the following
discussions.

Figure-1: Assurance Management System for Critical Asset Framework (AMSCAF)

(Figure adopted from Maletič & et al., 2017; Muganyi & et al., 2018; El-Akruti et al., 2013)

Research Questions
Quantitative Research Questions (Phase-1)
1) Do the Leadership Engagement, Operational Compliance, Business Threat and Strategy, Human
Capital Management, Integrated Maintenance Management System significantly determine Global
Industry Performance?
Qualitative Research Questions (Phase-2)
2) How do respondents characterize high-performance assurance management systems in Integrated
Maintenance Management System Implementation?
Mixed Methods Question (Central Question)
3) How do respondents determine and characterize high-performance assurance management systems in
Integrated Maintenance Management System Implementation?
4. Research Methodology
Sequential Explanatory Mixed Methods is the research design used in this study. Two distinct phases
consist of the sequential approaches, the quantitative phase preceded by the qualitative approach phase
(Ivankova et al., 2006). The succeeding figure below (Figure 2) shows the graphical presentation of the
sequential explanatory design procedures.

Figure-2: Data gathering Visualization Model – Sequential Explanatory (Mixed Methods)

(Adopted from Creswell and Creswell, 2017)

Research Design
As shown in figure-2 adopting Creswell and Creswell (2017) mixed methods model on sequential
explanatory mixed methods, this quantitative phase used a survey design that provides a quantitative
numerical explanation by using the survey questionnaire. In contrast, the qualitative phase of the study
used a phenomenological design in which the researcher determines the essence of a phenomenon's
human experiences as described by the respondents (Acosta & Acosta, 2017).
Respondents of the Study
Quantitative (Phase-1). As part of the quantitative phase, data were collected from 102 respondents
from different industry practitioner in the United Arab Emirates (UAE), through an online survey
questionnaire using Google form along with the written informed permission to contribute to the study
and ensuring confidentiality, then collected and analysed to get the results (Gelo, 2008).
Qualitative (Phase-2). Once the result is obtained as part of (ph-1), a qualitative semi-structured
questionnaire based on the quantitative results has been formulated (Bowen et al., 2017). The researcher
used purposeful sampling, wherein 11 technical experts were chosen from phase 1 to be interviewed to
further support or elaborate on the quantitative findings via an online zoom interview.
A. Quantitative Phase
1) Quantitative Data Collection
Data were obtained through an online platform survey questionnaire (Google form). The survey
questionnaire was self-crafted, and the survey items were provided based on the study of the literature
review and other data backup sources, such as books, news articles, and journals. The survey links were
attached to emails, WhatsApp, and via Facebook messages sent to randomly selected practitioners from
various industries. The designed survey questionnaire (SQ) was divided into three segments: (1) The first
segment is the respondents' demographic profile, (2) The second segment is the identified independent
variables for the level of implementation of assurance management to determine performance, and (3) the
third segment is the dependent variable which determines performance as a result. The three parts of the
survey questionnaire used a five-point Likert scale within the range between strongly agree (5) to (1)
strongly disagree.
2) Quantitative Data Analysis and Statistical Treatment
Data collected have been analyzed by descriptive, frequency, correlation, and bootstrap regression
using the Software Statistical Package (SPSS V21x64). The statistical tools used were done in various
phases: first, descriptive statistics were employed when the socio-demographic data was measured based
on all respondents. The main goal was to evaluate the essential variables in the global industries' output
using the R-software sequence of step-by-step bootstrap regression analyses. The bootstrap approach
provides the benefits of probabilistic and parametric methods of estimating a confidence set's
performance and robust jack-knife evaluation, variance, and prejudice projections or estimations (Sonmez,
2008; Beran, 1986). In this study, the respondents' sampling was based in the UAE and was focused on
the population where they worked.

B. Qualitative Phase
1) Qualitative Data Collection
A semi-structured questionnaire based on the quantitative results has been formulated (Bowen et al.,
2017). Eleven (11) technical experts with at least 15 years of working experience from different
industries were purposefully chosen from phase 1 to be interviewed via zoom. During transcription of
responses and data analysis phases, the participants were contacted via messenger and zoom for
clarification, further elaboration, and verification of the information's accuracy (Onwuegbuzie & Collins
2007; Acosta & Acosta, 2017) and to make decisions on the final transcript to be submitted, the results
must be triangulated (Rosenthal, 2016).
2) Qualitative Data Analysis
The study methodology is empirically observed using the following process in data analysis after
respondents were purposefully selected to be interviewed; (1)interview using the semi-structured
questionnaire with an open-ended question; (2) transcription of data from audio to text; (3) profiling of
the respondents using robotfoto; (4) transcribing from emic to etic transcription by reading and re-reading
the transcript records to find out the essence of the phenomenon; (5) conduct cool and warm analysis; (6)
coding the data by segmenting with proper identification and grouping (7) thematizing to find the
emerging themes with similar grouping in the code (8) creating simulacrum to reflect the relationship of
the emerging themes; (9) reviewing of data through analyzing of themes until the appropriate theme
arrived; (10) thorough verification of themes through consistency check to ensure its reliability. A
member checking approach (McWilliam et al., 2009) has been done through peer review and
quadrangulation as part of the research validation, verification, and auditing protocol to increase the
qualitative findings' reliability and consistency.
5. Results and Discussion
Phase-1 Quantitative Result
Research findings, the interpretation, and the result of the study further demonstrate the extent of
implementation of the Critical Assets Assurance Management System across the respondents' socio-
demographic profile using the randomly chosen global service provider company within the United Arab
Emirates in terms of gender, age, highest educational achievement, years of experience, and place in the
company. It also shows the predictors of the success of global industries found in the report.
1) Socio-Demographic Information
The result indicated the frequency when clustered according to sex and the percentage distribution of
the respondents. As seen, most respondents are male, with (83%) of the total population and the
remainder of the respondents being female (17%). Most (42.2%) were between the ages of 41 and 50
years. The age ranged from 31 to 40, which included 31.4% of the respondent's population.
The (65.7%) of respondents were from large companies with more than 501 workers, followed by (13
.7%) from companies with 51 to 100 employees. Whereas most of the respondents (41.2%) worked in
support services, followed by the oil and gas sector (16.7%), construction (13.7%), and manufacturing
(12.7%). This result suggests that when the survey was conducted, most of the respondents came from
support systems. These individuals had completed a college degree (72.5%), and 24.5% had a master's
degree, and just a few (1.0%) of the respondents had PhDs and vocational certificates. The more trained,
the more likely employee is to get hired, and the more likely to earn more.
The majority of respondents were company managers with (13.7%), followed by engineers and
supervisors (10.8%), followed by Sr. Engineer with (9.8%), Superintendent with (8.8%), and others with
Technician/mechanic and other designations (7.8%). It showed from the result that (59.8%) of
respondents were from the middle level of the company and (21.6%) from employees at the lower work
professional level, and (18.6%) from top management. The majority of the automated maintenance
system used SAP with (39.2%), followed by (18.6%) using manual excel, other applications with (14.7%)
and Maximo with (8.8%).
2) Regression Analysis
Table-1- Regression Analyses
(Bootstrap for Coefficients)
Model Estimates (B) Std. Error T value Sig.

(Constant) 0.213 0.2308 0.917 0.361

0.125 .094 1.371 .174
Leadership Engagement
0.0770 .098 .778 .439
Operational Compliance
0.104 .118 .904 .368
Business Threat and Strategy
0.0881 .113 .744 .459
Level of Human Capital Management
0.554 .121 4.552 .000
Integrated Maintenance Management System
(IMMS)

R Squared = 0.785; Adjusted R = 0.774; p value of 0.000

The findings showed using bootstrap regression analysis through R-software, as among the five
predictors, only the Integrated Maintenance Management System (IMMS) is a single predictor with a
determination coefficient of 0.554, which crafted a model for the performance is (P) = 0.554*IMMS,
which means that, for every increase in IMMS, there is a 0.554 point increase in the Performance
achievement. The result implies that the output of performance is accounted for by implementing the
Integrated Maintenance Management System that predicts 55.4% of the variance. Therefore, more than
half of the convincing reasons for an organization to improve its performance level contributed by the
Implementation of Integrated Maintenance Management System. The maintenance system's efficacy and
reliability play a vital role in the company's performance and survivability, characterized as the process
by which a company achieved (Bititci et al., 1997). Additionally, to remain competitive and cost-effective
in business, each company should measure its maintenance performance to achieve business target.
Meanwhile, companies using an integrated, balanced Preventive Maintenance system perform better
than those not testing their performance. Measuring the value generated by maintenance, justifying
expenditure, revising resource allocations, health, Safety and environmental (HSE) concerns,
concentrating on knowledge management, adjusting to emerging developments inactivity and
maintenance policy, and organizational, systemic changes are the essential factors behind criteria for
measuring maintenance management system performance (Murthy, 2002; Kennerley and Neely, 2003;
Kaplan and Norton, 2001
While integrated maintenance management systems (IMMS) mostly support performance
improvement, the above findings argued with the study of Muchiri et al. (2010), which claimed that there
was no direct correlation between the maintenance targets sought and the key performance indicator (KPI)
used. Finally, the study of Tätilä et al. (2014) showed that inspection, improvement, and motivation were
the critical use behaviors that contributed to improved performance and not the maintenance management
system phase, as seen in the results, emphasizing motivation as an essential behavioral element that is
accomplished through the use of performance assessment systems and relates to improved performance.

6. Hypothesis
The hypothesis stated in this study that the Integrated Maintenance Management System (IMMS)
would significantly determine Global Industry Performance. This means that the higher the Integrated
Maintenance Management System's implementation, the higher the performance score.
A. Phase-2 Qualitative Result
Capturing the lived experiences of the target participants, this phenomenological design uncovers
three emerging themes that led to answer the central question: "How do respondents characterize high-
performance assurance management system in Integrated Maintenance Management System
Implementation?" namely the generative process; discusses the systematic maintenance management
program implementation, the competitive process; talks about hiring the right people and equipping the
maintenance team with their competency level, the preventive process; elaborates more on performance
measurement and system improvement.
Simulacrum

Fig. 3 Shows the Cyclical Assurance Management System of Critical Asset (CAMSCA) Process
(This is SIMULACRUM figure derived from the generated emerging themes of the qualitative phase)
 1) Generative process
Success factors in maintenance management system implementation depend on the system's adequacy
in the maintenance process. One of the specialists supported this statement that systematic maintenance
program implementation boosts its reputation, as he said, "This is to ensure good performance and
readiness of the critical assets. In order to protect the property, employee's safety and also to ensure
business continuity." (SE-6)
The systematic implementation of a maintenance management program ensures the reliability of the
critical asset in operation. This was stipulated by the response of one of the specialists when asked about
his experience:
"We track and monitor our maintenance management system through the use of our CMMS like
one ERP. The system will automatically generate a result based on its frequency, like weekly,
fortnightly, monthly, bi-monthly, semi-annually, and annually. This will be generated within the
system, and the assigned chief engineer will be notified through his email. The concerned
Technical superintendent is responsible for following up if the job was carried out based on the
schedule." (SE-8)
The use of the Supervisory Control and Data Acquisition system in remote monitoring tracks the
critical asset away from its location safely, and the failure is identified immediately from the control room.
The company ensures critical asset safety by conducting scheduled performance and functionality testing
through its competent personnel. One of the responses from the specialist are confirmed when they are
asked to describe their knowledge.
"We do have a real-time monitoring system. We have already incorporated the critical assets
through the use of the internet of things (IoT). We have here in Abu Dhabi, one plant in Al-ain,
and one plant in India. We can operate either of the plants from each other. Wherein we can
control the other plant 150 km away from the central control center in real-time. We can see what
is happening in that plant, and we can visualize if any abnormalities happened there. We can
bring the 150 km plant closer to our eyesight." (SE-10)
Articulations of the respondents ascertain that the maintenance program has been implemented by
using an automated system; needed to ensure critical asset readiness and business continuity in the global
industry.
2) Competitive process
The critical asset is vital to ensure its operational steadiness that should be managed and maintained
by a competent team. It provides the management necessary resources to hire the right team before
starting any operation following the checklist of competencies as averred by one maintenance specialist,
"So one way is the training and experience we have already acquired. That is why training comes which
is very important as reflected on the training plan requirement from the maintenance team." (SE-1). This
elucidates that training provides practical value to either internal or external parties approved by the
company to gain the needed knowledge and skills.
Furthermore, the required training process has been documented through a training procedure aligned
with the department's training and development plan. When the maintenance specialists asked how the
management team equips themselves to maintain their competence, two respondents articulated:
"We have training for our staff, and they are exposed locally and internationally to help them
boost their learning through our HR department. In our learning and development program, we
have also implemented the in-house training based on the needs of the technician." (SE-3)
Without proper training of the maintenance personnel, the competency gap on the maintenance team's
limited knowledge and skills is evident. It may compromise the critical asset that is considered the heart
of the operation that equips the team to manage its implementation.
3) Preventive Process
Every organization has a different maintenance strategy implemented, which each may think is the
most efficient methodology. Some of these strategies are focused more on corrective purposes and on
increasing the team's output by looking more at the operational condition than its economic value as
mused by one of the specialists, "Because we can see that the payback of our investment is more than our
initial cost, so it means prior to the replacement of the equipment, we conducted some studies ahead of
that with justification to the management."
Ideally, its technical availability can measure the critical asset's effectiveness with quantifiable results
through KPI and target. Ironically, implementing the required procedure in the maintenance management
program is sometimes ignored, and the gap is not given importance in this area. This was evident when
the technical team conducted a management audit to verify the gap that the maintenance team did not
notice as averred by these specialists.
"Since we are maintaining the asset in the hospital, the critical asset effectiveness are more which
can be seen in bio-medical equipment in the way how we serve more patients as evidenced in the
results of their diagnostics of which utilities are secondary only." (SE-9)
Summarily, the performance measurement process is the driver of growth that quantifies the
maintenance program's cost-effectiveness. The evidence saw to it that overall implementation of the
maintenance management's preventive process fills the system's gaps necessary for the global industry to
determine whether or not the existing practice is still useful for necessary improvement.

B. Themes Discussion
1) Generative Process
Companies contemplate integrating the management system by creating generative descriptions,
thoughts, metaphors, and visual representations with two effects in the integrated framework. (Boussuge
et al., 2014; Hakim, 2007; Goodman et al., 2012; Giannantoni, 2006; Wittrock, 1989; Banfi et al., 2017;
Bushe, 2013) which is referred to in this research context as a generative process. It is frequently
considered characteristic of written composition, which can form a graph and significantly enhance the
adequacy to satisfy the user's application needs, driven within a reasonable timeframe by a step-by-step
procedure. It further describes the dynamic movement that follows complexity and sustainability
principles, which is a significant factor in implementing the maintenance management system (Hakim,
2007).
Its dynamism contributes to the maintenance system as a Strategy and Operations applied to support
maintenance decisions (Milana et al., 2020). It is recognized as a key business driver for achieving
competitive advantage (Narayan, 2012) that reflects the strong relationship according to McKone et al.
(2001) that must be established between and among maintenance decisions (Sankararaman, 2015; Nahas
& Nourelfath, 2018). Relatively, Moubray (2001) asserts that the generative process in maintenance
program effectiveness can be expressed to ensure that every physical asset continues to do what its users
want it to do. The Niu et al. (2010) study results established optimized maintenance efficiency that can be
further accomplished with good generality.
2) Competitive Process
The capacity for resilience of a company is built by strategically managing human resources to build
skills among core employees (Lengnick-Hall et al., 2011). On the one hand, evaluating the areas for
improvement among employees to become an asset of the company needs training that requires an
analysis of both the industries and the employees (Laguador, 2015; Batterham, 2016). On the other hand,
finding broad-based skills and general knowledge of technology and work for an organization, continuous
learning processes are required (Telljohann, 2010) necessary for excellent interpersonal requirements and
performance (Gillard, 2009) achieves competitive success. They can identify its goals concerning its
external environment as a company. (Rai & Tang, 2010).
Significantly, human assets are one of the most valuable tools available to any company and
employee competence (Vathanophas, 2007). Thus, a critical issue that can affect future competitiveness
and the efficiency of a company is the employee assessment and selection mechanism (Golec & Kahya
2007) that balance the individual's interests, which are likely to contribute to higher levels of satisfaction,
commitment, and success (Coetzee & Martins 2007). In the detailed training procedure, concentrating on
knowledge management and transition initiatives is the key to every succession planning initiative
(Helton & Jackson, 2007) as further elaborated from the study of Sabuhari et al. (2020), that competency
has a significant impact on the performance of employees and its success in achieving them are ultimately
determined by commitment (Vathanophas, 2007). Indeed, competitive performance is an evolving
characteristic of a competitive process, and competition is fundamental to growth. (Metcalfe et al., 2002)
Finally, this phenomenological study indicates that three dimensions of expertise describe employee
competency; ability, attitude, and organizational commitment, which has a clear relationship between
training and development, employee performance, and competitive advantage (Martini et al., 2018; Falola
et al., 2014). Thus the need for assurance management system implementation through the Cyclic process
of the assurance management system of critical asset (CAMSCA) approach is timely and pressing. As
illumined by Metcalfe & Ramlogan (2008), the competitive process maintains an order open to entrants
and acknowledges that abnormal returns are more likely to result from temporary creative dominance.
3) Preventive Process
In maintenance management practices, the preventive process is to test and repair the equipment
regularly to prevent breakdowns (Onawoga & Akinyemi, 2010). As a whole preventive process,
employees' direct and active participation in safety matters is the deciding parameter for optimal
preventive action control (Carpio-de Los Pinos & González-García, 2020). There are emerging
preventive strategies for making evidence-based practice policies for companies that assess and quantify
their business practices' performance efficiency regularly. This improvement of the efficiency and
effectiveness comes from an initial preventive maintenance program simultaneously; the optimization of
maintenance preparation and scheduling is doable. It is essential for benchmarking to connect
organization objectives (Muganyi et al., 2018; Feizizadeh, 2012; Rincon et al., 2017; Harris et al., 2001;
Uday et al., 2009).
Arguably, the study of Onawoga & Akinyemi (2010) claimed that the wrong methods of maintenance
could waste time, money, and resources and often has no impact on improving or sustaining critical
equipment availability. Similarly, a cost analysis of the life cycle in maintenance management is essential
when making capital equipment decisions to manage assets in the most optimized while sustaining these
assets' value (Campbell & Jardine 2001; Alyami, 2017). Thus, functional class and cost components are
affected by the maximum cost efficiency and the corresponding amount of annualized maintenance
(Alyami, 2017; Maletič et al., 2017). Therefore, systematic research efforts aim to solidify theoretical
constructs and encourage more realistic implementations that require maintenance performance and
management (Simões et al., 2011).
Indeed, each company has a different approach to implementing preventive processes, which one
believes to be the most successful technique in managing critical asset assurance. This form of approach
includes proactive measures by using different methods to evaluate and eliminate possible causes of
equipment failure to ensure device reliability to prevent the re-occurrence of potential defects or non-
compliance.
On the one hand, technical availability may calculate the critical asset's effectiveness through KPI and
objective, with quantifiable results. On the other hand, this type of process is most likely to improve the
management's confidence in minimizing critical asset failure. Thus, an internal audit is needed by
Feizizadeh (2012) to demonstrate its productivity. Thus, preventive maintenance tasks are required to
ensure that the equipment functions appropriately, mitigate the defects, and minimize the associated risks
with potential failures and downtimes (Hernández-Chover, 2020; Bostani et al., 2018).
7. Integration of Result and Discussion (QUAN+QUAL)
A. Mixing of data results and elaboration

Quantitative Results Qualitative Follow- How Qualitative Findings Explain Further

up Interviews the Quantitative Results
Explaining
Quantitative Results
 Integrated Maintenance Themes How does the company create a systematic
Management System Generative process approach that further explains the
(IMMS) Reliability process quantitative results?
The clearer the Automated process  Implementing a generative process
Systematic Approach of Systematic inventory explains further how this approach can lead
a company, the better its process to better global industry performance.
global industry Interface process
performance. Programmatic
process
Pre-detection
process
The better the company Themes How does the company create a capacity
handles Capacity Competitive process
development, as further explains the
Development leads to Training &
quantitative results?
enhanced global industry 
retraining process
Implementing a Competitive process
performance. explains further how this approach can lead
to better global industry performance.
Effective Themes How does the company create an
implementation of the Preventive process enhancement program as further explains
Enhancement Program Strategic process the quantitative results?
leads to better global Performance  Implementing a Preventive process
industry performance. management process explains further how this approach can lead
System improvement to better industry performance.
process

Table-2 Shows the integration of the quantitative results and the qualitative results through a joint display
The purpose of this sequential explanatory mixed-method is to establish a broader view of the
influences that predict the performance of the selected global industry in the United Arab Emirates at the
level of implementation of the critical asset assurance management system as interpreted and relayed by
the specialist in different industries as scientifically treated for quantitative analysis (ph-1) and supported
by qualitative (ph-2) follow up. The findings revealed in the quantitative phase using bootstrap regression
analysis through R-software, as among the five predictors, only the Integrated Maintenance Management
System (IMMS) is a single predictor with a determination coefficient of 0.554, which crafted a model for
the performance is (P) = 0.554*IMMS, which means that, for every increase in IMMS, there is a 0.554
point increase in the Performance achievement. The result implies that the output of performance is
accounted for by implementing the Integrated Maintenance Management System that predicts 55.4% of
the variance.
B. Meta Inference Diagram
The follow-up aspect revealed that the generative process, the competitive process, and the preventive
process are fundamental themes that signify the global industries' performance in the United Arab
Emirates (UAE) by implementing the assurance management system for critical assets. These qualitative
results cover the methodology of the respondent's more in-depth perception, which is beyond the
empirical measures of measured predictors.
 Figure-4 Shows the integration of the quantitative and the qualitative display through a diagram
(Adopted from Tashakkori and Teddlie, 2008)

1) IMMS - Systematic Approach and Generative Process

The systematic approach was one of the basic components of the integrated maintenance management
system (IMMS) in the quantitative phase, as a single indicator that defines the global industry's
performance of the assurance management system implementation for the critical asset. An approach that
starts by identifying a framework for the systematic impact evaluation (Kelly & McDermid, 1999) which
has four systematic aspects of maintenance management that specified as options for service delivery,
structuring of organization and function, the methodology for maintenance, and support systems (Tsang,
2002). Accordingly, it is considered the best practice that leads to outstanding maintenance performance
by implementing maintenance strategies (Raouf & Ben‐Daya, 1995). It opens up a fascinating prospect
(Farahani et al., 2019), a prerequisite for the introduction of a combined assurance process, reliance on
the business risk management process tends to be a condition planning by mythologizing the decision-
making process in terms of organizational goals and limitations (Farahani et al., 2019; Barac & Forte,
2015). The qualitative interview revealed that to successfully implement a systematic approach a
generative process is needed which is a technique that systematically tracks and analyzes the approach
(Radhakrishnan & Divakaran 2007), reflected the efficacy of the maintenance program (Moubray, 2001),
and provide solutions where other processes fail (Mordike, 1997), to satisfy the technical requirements
with the capabilities of the process (Zhao & Baines, 1993), and ensure that any physical asset continues to
do its function as intended (Moubray, 2001).
2) IMMS - Capacity Development and Competitive Process
Another basic component of the integrated maintenance management system (IMMS) is the capacity
development as identified as determinants of the industry's performance in the quantitative phase which is
to increase the total pool of talent available to be sustainable and human-cantered, as an essential
component that rethinks the workforce structure and invests in it (Eade, 1997; Garmise, 2009). These
training-related variables assess training contribution to organizational capability growth, which can gain
a competitive advantage in innovation, problem-solving, and flexible adaptation to an organization
(Maxwell et al., 2007; Amde et al., 2019; Cox & Blake, 1991). In the qualitative follow up, respondents
believed that the competitive process is a crucial function in the management of modern companies
(Stoyanova & Angelova, 2018) that drives businesses, develop professionalism, and translate high
productivity to strengthen the overall performance of the organization (Fernandez, 2003; Barsan et al.,
2012; Lyons, 2005). The direction of growth and ensures organizations contribute to capacity building
and the development of a competitive edge through playing the role of organizational diagnostician
(Li‐Hua, 2007; De Wang & Niu 2010) that includes skills, resources, relationships, and decisions that
enable a business to capitalize on opportunities and escape threats within the industry (Lengnick-Hall,
1988). Truly the capacity development and competitive process must go together to ensure company's
edge over the others.
3) IMMS Enhancement Program and Preventive Process
In the quantitative phase, the enhancement program is the last component of the integrated
maintenance management system (IMMS) which significantly determines the global industry's
performance. It adopts a new advanced maintenance that brings significant savings in operating costs for
large industrial organizations and improve efficiency policy focused on reliability, which seeks to
systematically analyze short-term information to strengthen both conventional maintenance and
organizational key performance indicators (Kobbacy, 1992; De Carlo & Arleo, 2013; Löfsten, 2000;
Erguido et al., 2020). Corollary to this is that the in-depth interview of the participants representing
different industry believed that a preventive process is a practical approach for reliability enhancement
(Yang, 2003). It is essential to consider that the measurement system that bridges the gap and establishes
the relationship between needs to be measured and control to evaluate and improve
the maintenance activities through a dashboard incorporating maintenance and capability enhancement of
which both sides are considered in the entirety instead of inaccessibility (Ng et al., 2011). Undoubtedly,
marrying IMMS Enhancement Program and Preventive Process in both quantitative and qualitative phase
has further ensured that this study underwent strong and rigorous research metrical processes.
8. Contribution to Mixed Methods Research
This study sought to redefine industry performance by finding further explanation of the result in the
quantitative phase. Thus sequential explanatory on mixed methods is employed. Similarly, this research
touches the different facets of realism in the industry world of which the ontological impact is delved on.
While the researcher, being the insider, wishes to capture the lived experiences of the people in the world
of which they lived, this clearly explains the epistemological aspects of the study upon which it anchors
on the philosophy of pragmatism for it offers layers of realities. Pragmatism is claimed to bridge the gap
between the scientific method and structuralist orientation of older approaches and the naturalistic
methods and freewheeling orientation of newer approaches (Creswell 2013; Creswell and Clark 2011). It
is often associated with mixed-methods or multiple-methods (Biesta 2010; Creswell and Clark 2011;
Johnson and Onwuegbuzie 2004; Maxcy 2003; Morgan 2014a; Teddlie and Tashakkori 2009), where the
focus is on the consequences of research and on the research questions rather than on the methods. It may
employ both formal or informal rhetoric (Creswell and Clark 2011). Embracing this view on pragmatism
this study strongly subscribes that reality is not static—it changes at every turn of events. Eventually, the
world is also not static—it is in a constant state of becoming. The world is also changed through
actions—action is the way to change existence. Actions have the role of an intermediary. Therefore,
actions are pivotal in pragmatism (Goldkuhl 2012; Maxcy 2003; Morgan 2014a).
Understandably, mixed methods has earned gradual popularity in the field of research particularly in
the business industry for it passes through the empirical rigor of both the quantitative and qualitative
aspects that makes the research more meaningful and potentially credible. Its applicability and suitability
weeds out the doubt of how the process is done and it also enables to present the authenticity of the study
of which the result can be relied upon. It sought to redefine the meaning of industry performance, as
evidenced by the selected industry's findings and result of this study.
While few researchers have taken a bold step in utilizing mixed-methods study, the product of this
research attempts contributes to strengthen the powerful and meaningful impact in research as an
alternative design in conducting research study in the field of both the business and engineering industries
where the utilization of Cyclical Assurance Management System of Critical Asset (CAMSCA) process
and Assurance Management System for Critical Asset Framework (AMSCAF) are highly recommended as
the newest contribution to critical assurance management system. Mixed methods proved once again that
its tedious and rigorous process can underscore a paradigm shift of building confidence that in today’s
research procedures in business, quantitative metrical treatment can be further sufficed with qualitative
intervention. It revealed new insight as an approach to guiding stakeholders in the industry. It is through
mixed methods that the researcher finds the high value of critical asset management to be monitored in
order to provide check and balance in the dynamics of global business industry. It also opens the reality
that the experiences of the people who lived in the world of work cannot only be treated with
corresponding numeric variables but also seeing beyond what the numbers can tell that may effect a
better change in the perspective of what and how the phenomenon occurred. Most people see the trees but
through mixed methods it redirects the belief of the people by not looking at the trees but the forest itself.
9. Conclusions
This study explains the factors that determine performance among selected industries in implementing
the assurance management system for the critical asset in the United Arab Emirates, employing mixed
methods as its research approach. While performance evaluation would serve as a desire to improve the
implementation methodology and create several approaches and strategies to anticipate the critical asset
potential failure, it also integrates cost-effectiveness, increases productivity, system reliability, and
operational safety leading to end-user trust and a high level of satisfaction. Elucidating how performance
is connected to systematic approach such as the generative process, capacity development through a
competitive process, and enhancement program by the preventive process, there is enough evidence that
the existing industry practices are directed towards utilizing this framework. Systematically, adopting the
Cyclical Assurance Management System of Critical Asset (CAMSCA) process and the Assurance
Management System for Critical Asset Framework (AMSCAF) offers industry stakeholders and top
management the confidence and assurance that critical asset management and the asset management
policy are well maintained, duly monitored, and regularly reviewed and updated.
Moreover, the result of this study provides perception and alternative means in implementing a
critical asset's assurance management system, from the different industries, to enhance their existing asset
management program and adopt appropriate change for the betterment of the industrial organization. To
remain competitive and cost-effective in business, each company should measure its performance to
achieve business target. Meanwhile, companies using an integrated, balanced Integrated Maintenance
Management System (IMMS) perform better as compared to those that do not apply. This simply means
that limitations in conducting this study such as sample size of the industry professional and other
predictors related to leadership engagement, operational compliance, business threat and strategy, and
human capital management were found to be inevitable but have offered ripe research opportunities that
will allow future researchers to conduct similar research attempt employing other research metrical
procedures that could further widen its coverage not just in the United Arab Emirates but to other
neighbouring Middle Eastern Regions as well.
While mixed methods has started gaining its popularity, it is also further encouraged that research
topic should match with research method that ensures applicability, appropriateness, and suitability.
Impliedly, critical assets are vital for supporting the business needs of the service provider company in
the UAE. Its failure is one of the causes of significant business impacts and economic losses of the
company. The results of this study establish impact and predict the performance of the selected global
industry in the United Arab Emirates at the level of implementation of the assurance management system.
This will serve as instruments for other industries to get inspired of and hopefully address some issues
and concerns regarding maintaining high level of performance in critical asset management.
In like manner, it is the strong desire of this study that global industry companies, asset owner, top
management, assurance management team, maintenance team, talent management, Standardization body,
researchers, government regulators, and other interested parties may take serious actions on the following
recommendations.

1.) On Systematic Approach and Generative Process. It is highly recommended that the asset
management team must generate a systematic and organized program for the maintenance
management system as strict compliance with the asset management policy that links to an automated
system to ensure proper tracking and monitoring of the organizational performance.
2.) Capacity Development and Competitive Process. Organizations' should hire the right talent, empower
individuals from diverse cultural backgrounds, promoting competitive advantages in cost structures,
and retaining qualified employees is significant to organizational growth.
3.) Enhancement Program and Preventive Process. It is essential to consider that the measurement system
that bridges the gap and establishes the relationship between needs to be measured and controlled to
evaluate and improve the maintenance activities. Implementation of cost-effectiveness, performance
management, and process audit is vital to organization performance. Identifying gaps in the
management system through process audits must be implemented on a planned interval to evaluate its
effectiveness.
4.) For a successful implementation of the assurance management system for a critical asset, the
researcher recommends to all the involved parties to adopt the structured approach found in this study
as their guidance and best practices in the organization through the Cyclical Assurance Management
System of Critical Asset (CAMSCA) process and Assurance Management System for Critical Asset
Framework (AMSCAF).
5.) Top management commitment in enhancing the Asset Management Policy is required to successfully
implement the assurance management program that successfully improves organizational performance.
6.) The industry should adopt the new program to benefit from the new opportunities to all the asset
management stakeholders working from different industries to enhance the existing practices to the
international standards and recommended best practices.

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