Urban Local Government Coordination in Bangladesh with Reference to Four City Corporations

Urban Local Government Coordination in Bangladesh with Reference to Four City Corporations | Research Square window.SnipcartSettings = { analytics: { enabled: false } }; (function() { var accessVector = localStorage.getItem('access_vector') || ''; window.dataLayer = window.dataLayer || []; if (accessVector) { window.dataLayer.push({ user: { profile: { profileInfo: { snid: accessVector } } } }); } })(); (function(w,d,s,l,i){w[l]=w[l]||[];w[l].push({'gtm.start':new Date().getTime(),event:'gtm.js'});var f=d.getElementsByTagName(s)[0],j=d.createElement(s),dl=l!='dataLayer'?'&l='+l:'';j.async=true;j.src='https://www.googletagmanager.com/gtm.js?id='+i+dl;f.parentNode.insertBefore(j,f);})(window,document,'script','dataLayer','GTM-K279D39R'); Browse Preprints In Review Journals COVID-19 Preprints AJE Video Bytes Research Tools Research Promotion AJE Professional Editing AJE Rubriq About Preprint Platform In Review Editorial Policies Our Team Advisory Board Help Center Sign In Submit a Preprint Cite Share Download PDF Research Article Urban Local Government Coordination in Bangladesh with Reference to Four City Corporations Mohammed Mahin Uddin, Md. Zia Uddin, Zahedul Islam, Mojammel Hoque, and 2 more This is a preprint; it has not been peer reviewed by a journal. https://doi.org/ 10.21203/rs.3.rs-8123974/v1 This work is licensed under a CC BY 4.0 License Status: Posted Version 1 posted You are reading this latest preprint version Abstract This scholarly inquiry seeks to understand the coordination challenges that urban local governments in Bangladesh face. The study examines the coordination variables that influence the efficacy of service delivery between city corporations and other developmental organizations within urban areas in Bangladesh. Empirical data was gathered from 384 respondents distributed across four city corporations—namely, Dhaka North City Corporation, Dhaka South City Corporation, Chattogram City Corporation, and Cumilla City Corporation—utilizing a purposive sampling technique and structured questionnaire on a five-point Likert scale. Subsequently, a survey questionnaire was disseminated to collect the requisite research data, with the ensuing data analysis conducted through the application of SPSS and AMOS software versions 25 and 21. The findings of this investigation underscore that both task interdependence and trust exhibit a positive correlation with service delivery, while resource sharing functions as a moderating variable in the interplay between task interdependence, trust, and service delivery. Coordination City Corporation TMS Service Delivery Resource Sharing Bangladesh Figures Figure 1 Figure 2 1. Introduction Bangladesh operates under a unitary form of government (Huq, 1973 ). The governance structure of Bangladesh involves two specific categories of local government systems: rural local government and urban local government. The rural local government bodies encompass Union Parishads, Upazila Parishads, and Zila Parishads, while the urban local government tier consists of Pourashavas and City Corporations. Bangladesh has 340 urban local government bodies, comprising 12 City Corporations and 328 Pourashavas (Tanny, 2021 ). These urban local government organizations, namely Pourashavas and City Corporations, aim to boost the accessibility of urban services for residents (Panday & Panday, 2008 ). Moreover, to address the needs of urban residents, the government has established several development bodies, such as the Public Works Department (PWD), Urban Development Directorate (UDD), Local Government Engineering Department (LGED), and Department of Public Health Engineering (DPHE), as well as a few special-purpose authorities, including the Water and Sewerage Authority (WASA), Dhaka Electric Supply Company Limited (DESCO), etc. These entities oversee urban infrastructure, utilities, and strategic planning throughout Bangladesh (Kabir & Salam, 2001 ). The study further asserts that in Bangladesh's capital city, over 16 government, independent, and semi-independent bodies, along with 30 other affiliated organizations, are directly or indirectly active in urban development activities. Therefore, urban governance bodies—such as city corporations and Pourashavas—must collaborate with these specialized government entities to effectively address the needs of urban residents (Panday & Panday, 2008 ). Coordination is the systematic relationship between actions that prevent unfavourable outcomes and promote participant success (Etzioni, 1966 ). Conversely, a lack of coordination can lead to inefficiencies, causing efforts to become ineffective and work to be duplicated (Khan, 1997 ). Additionally, in public service delivery, it is common for citizens to repeatedly spend extra time and money to obtain a single service (Bernard, 2018 ). Poor coordination results in substandard decision-making, reduced productivity, and decreased efficiency within the government (Afridi, 2017 ). Globally, each government has multiple autonomous organizations responsible for providing a wide range of services such as the construction of roads and bridges, sewerage and drainage, waste disposal, water, gas, and electricity supply, slum improvements, and traffic control, which perform in a coordinated manner and are supervised by a central authority (Humphreys, 1998 ; Lægreid et al., 2008 ; UN Women, 2015 ). City corporations and other government agencies in Bangladesh face challenges in working together effectively due to issues related to central-local relations, mayoral influence, and operational diversity (Kamal et al., 2020 ; Moinuddin, 2010 ; Panday & Jamil, 2011 ). Moreover, the lack of coordination between city corporations and other organizations results in substandard services and the squandering of public funds (A. H. M. Ahsan, 2010 ; Jamil & Panday, 2012 ; Panday, 2007 ; Vangen et al., 2015 ). Previous studies have demonstrated a lack of appropriate coordination among Bangladesh's municipal entities in providing services such as sewerage and drainage, water, gas and power supply, road construction, maintenance of street lighting, urban planning, slum improvements, and traffic control (A. H. M. Ahsan, 2010 ),(Panday & Panday, 2008 ; M. A. U. Rahman, 2015 ; Weldeyes, 2018 ). Previous research has also indicated a lack of proper coordination in urban service delivery in Bangladesh(Panday & Panday, 2008 ; M. A. U. Rahman, 2015 ; Weldeyes, 2018 ). In the context of urban governance in Bangladesh, it is argued that contradictory policies, incompatible processes, and power imbalances create a perceived lack of coordination, leading to substandard inter-organizational performance (A. H. M. K. Ahsan & Panday, 2023 ; Islam & Haque, 2016 ; Mu et al., 2019 ; ZAHID, 2015 ). Furthermore, research indicates that weak organizational coordination leads to project delays, increased expenses, absence of established rules and laws, financial mismanagement, and insufficient public service delivery (Panday, 2007 ; M. M. Rahman et al., 2018 ). Poor coordination among city corporation stakeholders can lead to corruption and inefficiency, which are major obstacles to the effective implementation of city corporation policies (Hasan, 2013 ; Jamil & Panday, 2012 ). Consequently, urban authorities face overlapping tasks, accountability issues, lack of coordination, political influences, and restricted inter-organizational collaboration, ultimately affecting their regular service delivery (Karim, 2023 ). Dhaka City is divided into Dhaka South and Dhaka North City Corporations, which are responsible for development activities and civic amenities. Forty-two development authorities within these city corporations are involved in urban development. However, due to a lack of coordination, many development projects remain incomplete midway (Khan, 1997 ). In addition, fifty-six organizations provide services to these city corporations' populations, but the level of service is unclear due to poor coordination (Chowdhury, 2019 ; Jugantor, 2019 ). Waterlogging is a long-lasting and untold suffering for Chattogram's inhabitants. The Chattogram City Corporation, Water Development Board, and Chattogram Development Authority work together to resolve this problem. However, allegations have been made that these three bodies have failed to reach a sustainable remedy due to a lack of coordination (Bhorerkagoj, 2023 ; Prothom Alo, 2023). Similarly, traffic congestion in Cumilla City Corporation (CuCC) is a substantial and recurring issue, and the recent water overflow due to increased urbanization has led residents to attribute these problems to a lack of coordination among multiple departments, especially CuCC (Karim, 2023 ). All previous literature identified inter-organizational coordination challenges. This study investigates the factors influencing coordination that impact service delivery. In addition, previous studies have focused on poor coordination, limited accountability, poor services, and resource wastage (Karim, 2023 ). Moreover, these papers have primarily focused on qualitative approaches. Therefore, we assert that no empirical studies have been conducted on the coordination challenges within Bangladesh's local urban government context. Furthermore, prior research has not adequately addressed how resource sharing moderates the relationship between service delivery and coordination factors. Hence, this study also investigates the coordination factors that impact service delivery and examines the moderating role of resource sharing in task interdependence, trust, communication, and service delivery in Bangladesh's four selected city corporations. Therefore, the research questions are as follows: 1. To what extent do the city corporations and other agencies trust one another during service delivery? 2. How are the city corporations and other agencies reciprocally interdependent in in-service delivery? 3. Do city corporations and development authorities communicate about service delivery issues? 4. How does resource sharing influence the service delivery of city corporations and other development agencies? 5. How does resource sharing mediate the relationship between task interdependence, trust, communication, and service delivery? 2. Theoretical Framework The theoretical framework for this study is based on Wegner's Transactive Memory System (TMS) theory. TMS refers to a team's collective knowledge and understanding about who possesses specific information within the group (Hollingshead, 1998 ; Rau, 2005 ; Wegner, 1987 )(Hollingshead, 1998 ; Rau, 2005 ; Wegner, 1987 ). It pertains to a shared system through which individuals in relationships collectively encode, store, and retrieve information across various substantive areas(Hollingshead, 1998 ; Ren & Argote, 2011 ). Wegner posits that individuals engaged in ongoing interpersonal interactions often develop a specialized division of labour concerning the encoding, storage, and retrieval of knowledge from different domains; this concept is known as TMS (Hollingshead, 1998 ; Rau, 2005 ; Wegner, 1987 ). While TMS operates in all types of relationships, it is remarkably robust in intimate personal connections where decisions are made collaboratively, responsibilities are shared, and a broad range of topics are discussed (Hollingshead, 1998 ; Ren & Argote, 2011 ). Additional studies have provided evidence of TMS's positive impact on group performance (Hollingshead, 1998 ). For example, (Faraj & Sproull, 2000 ) explored the effect of expertise coordination on real-world group performance using TMS. (Lewis, 2003 ) indicates that the existence of a Transactive Memory System occurs when team members (1) acquire specialized knowledge, (2) develop transactive relationships and rely on the expertise of others, and (3) integrate knowledge in a coordinated manner. Several empirical studies have measured TMS using the key dimensions of specialization, credibility, and coordination(Chiang et al., 2014 ; Ren & Argote, 2011 ; Zhang et al., 2023 ). Relevant research has also demonstrated that TMS can enhance team performance(Akgun et al., 2005 ; Faraj & Sproull, 2000 ; Peltokorpi, 2004 ; Rau, 2005 ). Furthermore, studies have shown that TMS in workgroups is associated with interpersonal trust (Akgun et al., 2005 ), task interdependence (Zhang et al., 2023 ), and communication (Peltokorpi & Manka, 2008 ). Additionally, specialization reduces the cognitive load when individual knowledge overlaps (Hollingshead, 1998 ). As mentioned earlier, the literature highlights that the TMS dimensions—specialization, trust, task interdependence, and communication — have been utilized in various contexts and are particularly effective in achieving coordinated outcomes. Therefore, this study proposes the following conceptual framework based on TMS. 2.1 Task Interdependence and Service Delivery (SD) Task interdependence (TI) indicates delivering services while interacting with and relying upon other organizations and agencies with similar functions. In urban organizations, service delivery mostly depends on collective performances and task interdependence between small and large organizations (Stein, 1996 ). Moreover, the impact of task interdependence on service delivery within urban government and public sector organizations has been extensively documented (Kuthyola et al., 2017 ; Zhang et al., 2023 ). In addition, task interdependence significantly influences interactions between urban and government organizations in providing citizen services (Tjosvold et al., 2008 ). Furthermore, (Liden et al., 1997 ) supports the idea that task interdependence can influence group performance, leading to either high or low service delivery. The authors conclude that higher levels of task interdependence in urban administration are associated with more favourable service delivery. Collectively, these studies highlight the critical role of task interdependence in enhancing service delivery within urban local government organizations. Therefore, this research proposes the following hypothesis based on the literature reviewed. H 1 Task interdependence positively affects service delivery. 2.2 Trust and Service Delivery Trust (TR) refers to the confidence or reliance between organizations for effective service delivery in this research. Trust is significant in many local government areas, including human relationships, technological progress, ideological shifts, philosophical reflections, and service delivery (Paska & Budnik, 2023 ; Su et al., 2022a ). Moreover, trust between partners is a key component in local government service delivery, and various factors influence it (Mabillard, 2022 ). (Griffin & Halpin, 2002 ) emphasized the importance of urban local governments in cultivating stakeholder transactive relationships to enable effective service delivery. Furthermore, Griffin and Halpin (Griffin & Halpin, 2002 ), and Watt (Watt, 2005 ) argued that trust is a fundamental component in urban administration's ability to provide urban services. Additionally, trust significantly influences organizational performance; however, Ndevu (Ndevu, 2019 ) noted that lacking organizational trust can lead to adverse outcomes, such as reduced service delivery. External institutional trust becomes especially important for delivering e-governance services within human intermediaries (Rajalekshmi, 2007 ). Finally, Christensen et al. (Christensen et al., 2020 ) noted that the level of transactive relationships within a team is a crucial indicator of the effectiveness of service delivery in local government. Similarly, (Herian, 2014 ) revealed that citizen satisfaction with government services is closely linked to the prevailing institutional culture and the level of trust. Therefore, the literature above guided us in proposing the following hypothesis. H 2 Trust positively affects service delivery. 2.3 Communication and Service Delivery Communication (COM) refers to formal and informal interactions between city corporations and other development and special authorities for service delivery, and it is particularly significant in healthcare, urban, and public organizations (Afonja, 2022 ; Pasquier, 2018 ). Effective communication is indispensable for high-quality service delivery and strategic planning in city governments (Brown et al., 2013 ). Moreover, (Matibane, 2010 ) stated that smooth interactions among partners—including local government, development agencies, community-based groups, and non-governmental organizations—positively correlate with service delivery to residents. Additionally, internal communication facilitates efficient services to employees in metropolitan health organizations (Angelopulo & Landman, 2006 ). However, (Alberts, 2011 ) emphasized the importance of communication among urban authorities to ensure the efficient provision of services in the Mangaung Local Municipality. Similarly, in Uganda's local governments, it has been discovered that communication has a constructive influence on the quality of service delivery (Musenze et al., 2013 ). Furthermore, employing communication and information technology may substantially enhance the transparency and effectiveness of public service delivery (Nugraha et al., 2019 ). Finally, (Борисова et al., 2022 ) highlighted the significant role of communication activities in shaping the reputation of municipal service providers, particularly in urban transportation. Therefore, the following hypothesis has been proposed in light of the literature above. H 3 Communication positively affects service delivery. 2.4 Moderating Effect of Resource Sharing This study proposes a moderating framework based on existing literature, where resource sharing (RS) moderates the relationship between service delivery and task interdependence, trust, and communication. While several studies have demonstrated that resource sharing is essential in boosting organizational service delivery (Deng et al., 2020 ; Wang et al., 2021 ), there is still insufficient research on the possible moderating effects of resource sharing on service delivery and task interdependence, trust, and communication. However, in the context of urban governance's coordination, sharing resources among competing organizations can contribute to optimizing service delivery [92]. Firstly, the importance of task interdependence and resource sharing in promoting citizen-based service delivery was highlighted by Hobson et al. (Hobson et al., 2011 ). In addition, Ochonogor and Amah (Ochonogor & Amah, 2021 ) underscored the importance of task interdependence and information exchange in achieving high-quality service delivery. Secondly, particularly in urban governmental institutions, resource sharing is crucial for establishing trust among partnerships, ultimately providing standard service (Yang et al., 2023 ). Subsequently, sharing resources among various departments at the municipal level also enhances communication mechanisms for service delivery (Hobson et al., 2011 ). (Hofmann & Heierhoff, 2012 ) emphasized the importance of resource sharing and accessible communication in facilitating effective e-government services. Therefore, the authors proposed the following hypotheses. H 4 Resource sharing moderates the relationship between task interdependence and service delivery. H 5 Resource sharing moderates the relationship between trust and service delivery. H 6 Resource sharing moderates the relationship between communication and service delivery. 3. Methodology This quantitative study employed a deductive research method to investigate the coordination factors influencing service delivery in urban local government settings in Bangladesh. The data collection period extended from September 2023 to March 2024, encompassing four purposively selected city corporations: Dhaka North City Corporation (DNCC), Dhaka South City Corporation (DSCC), Chattogram City Corporation (CCC), and Cumilla City Corporation (CuCC)—representative urban zones experiencing rapid development and complex coordination challenges (see Fig. 1 ). We offered a research area map below. In addition to these city corporations, the research incorporated data from 32 development and special-purpose agencies operating within the four cities. The total sample size was 384. Specifically, 16 respondents were selected from each city corporation and 10 respondents from each agency. A purposive sampling technique was employed to ensure the participants possessed relevant knowledge and decision-making authority related to inter-agency coordination and service delivery (Azad et al., 2022 ). A list of the city corporations, agencies, and employees is provided below (See Table 1 ). Table 1 List of city corporations, agencies, and employees City Corporation's Name City Corporation's Officers Number of Res. Development Authorities' Name Number of Res. Dhaka North City Corporation (DNCC) Mayor, Chief Executive Officer, Secretary, Chief Engineer, Chief Health Officer, Chief Waste Management Officer, Chief Estate Officer, Chief Revenue Officer, Chief Store & Purchase Officer, Chief Account Officer, General Manager (Transport), Chief Urban Planner, Chief Social Welfare & Slum Development Officer, Zonal Executive Officer, Public Relations Officer, Audit Officer, Law Officer 16 Dhaka Water Supply and Sewerage Authority (DWASA) 10 Titas Gas Transmission & Distribution Company Limited (TGTDCL) 10 Rajdhani Unnayan Kartripakkha (RAJUK) 10 Public Works Department (PWD) 10 Dhaka Transport Coordination Authority (DTCA) 10 Dhaka Mass Transit Company Limited (DMTCL) 10 Dhaka Power Distribution Company Limited (DPDC) 10 Dhaka Electric Supply Company Limited (DESCO) 10 Dhaka South City Corporation (DSCC) DO 16 DO 80 Chattogram City Corporation (CCC) Mayor, Chief Executive Officer, Secretary, Councilor, Chief Engineer, Superintending Engineer, Chief Health Officer, Chief Revenue Officer, Chief Account Officer, Public Relations Officer, Audit Officer, Law Officer, Tax Officer, Executive Magistrate, Medical Officer, Education Officer, Programmer 16 Chattogram Development Authority (CDA 10 Chattogram Port Authority (CPA) 10 Chattogram Water Supply and Sewerage Authority (CWASA) 10 Bangladesh Power Development Board, Chattogram (BPDB) 10 Chattogram Hill Tracts Development Board (CHTDB) 10 Public Works Department (PWD 10 Chattogram Fire Service and Civil Defense 10 Karnaphuli Gas Distribution Company Ltd. 10 Cumilla City Corporation (CuCC) Mayor, Chief Executive Officer, Secretary, Councilor 1, Councilor 2, Councilor 3, Councilor 4, Councilor 5, Chief Engineer, Store Officer, Administrative Officer, Chief Account Officer, Tax Officer, License Officer, Medical Officer, Waste Management Officer, Education Officer 16 Public Works Department 10 Bakhrabad Gas Distribution Company Ltd. 10 Roads & Highway Department 10 SP Office, Cumilla 10 Upazila Livestock Department & Veterinary Hospital 10 Department of Environment, Cumilla 10 Civil Surgeon Office, Cumilla 10 Local Government Engineering Department (LGED) 10 64 320 Total 384 To facilitate data collection, 25 trained undergraduate and postgraduate students were deployed under the supervision of the co-authors. Weekly coordination meetings were conducted to maintain consistency, address challenges in the field, and ensure adherence to the study's protocols. A structured questionnaire was applied, with respondents answering 25 items. The survey was administered face-to-face, mostly during office hours, allowing participants to complete the questionnaires independently. Where necessary, enumerators offered clarifications to aid respondent comprehension. The original English-language questionnaire was translated into Bengali to accommodate respondents' linguistic preferences. The study measured the construct items using a five-point Likert scale ranging from 1 (strongly disagree) to 5 (strongly agree). The questionnaire was composed of five constructs: task interdependence (Kiggundu, 1983 ), trust (Cooper & Kleinschmidt, 1987 ), communication (Chiang et al., 2014 ), resource sharing (Balcik et al., 2010 ; Xu & Beamon, 2006 ), and service delivery (Hong et al., 2020 ), all of which were measured based on previous literature. The content validity and alignment of the measurement items with the target population were ensured through expert validation by two renowned professors from Comilla University, specialists in urban local government. In this study, the researchers used the statistical tools SPSS (Version 25) and AMOS (Version 21) to evaluate the data. The paper applied descriptive statistics for diverse objectives, including Cronbach's alpha, multiple correlation, and exploratory factor analysis. Moreover, structural equation modelling examined the relationship between exogenous and endogenous constructs. Furthermore, to validate the questionnaire items and assess internal consistency, the study measured discriminant validity, convergent validity, and composite reliability. Additionally, the chi-square test was conducted to illustrate response bias. Lastly, hierarchical regression analysis was performed to explore the moderating effect of RS. 4. Analysis and Result Age, gender, and education constituted the primary demographic characteristics examined in this study (See Table 2 ). Individuals in the 41–50 age bracket were notably more prevalent than those in other age groups, representing 44.6% of the sample. Nevertheless, males, who accounted for 66.00%, were approximately twice as prevalent as females, who comprised 34.00%. A previous study identified a similar pattern (Babagana et al., 2019 ). Respondents with bachelor's and master's degrees collectively represented 46.4% of the sample. Non-response bias refers to discrepancies in survey responses between participants and non-participants (Mentzer & Lambert, 2015 ). A multivariate chi-square test was employed to evaluate the impact of non-response bias by comparing 50 early responders (received questionnaires before reminders, within one month of distribution) with 50 late responders (received questionnaires after 30 days). The analysis revealed no significant differences between early and late responders (confidence level of 95%, P-value = 0.05) (See Table 3 ). Table 2 Demographic Characteristics of the Respondents Respondent Distribution Frequency Percent (%) Age 18–30 18 4.6 31–40 74 19.1 41–50 173 44.6 51 -above 123 31.7 Gender Female 132 34 Male 256 66 Education Secondary 6 1.5 Higher Secondary 12 3.1 Bachelor 39 10.1 Master's 141 36.3 Others 190 49 Table 3 χ2 Test between Early and Late Respondents Respondent Distribution Early Response Late Response Chi-square Significance Gender Female 12 18 10.397 0.167 Male 38 32 Age 18–30 2 2 25.927 0.209 31–40 11 4 41–50 19 29 51 -above 18 15 Education Secondary 6 10 9.440 0.801 Higher Secondary 4 5 Bachelor 16 15 Master's 14 9 Above 10 11 Confirmatory factor analysis (CFA) was used to assess the validity and reliability of the research (See Table 4 ). Convergent validity was evaluated through factor loadings, composite reliability, and average variance extracted (Dwivedi et al., 2013 ). The initial stage of item screening was administered with factor analysis. The maximum factor loadings were found to be above 0.70, with a range from .67 to .92; hence, the application of the SEM technique was allowed (Hair, 2009 ). In terms of the reliability examination, it was ascertained that Cronbach's alpha value surpassed .79, indicating a satisfactory level of scale reliability (Babin & Svensson, 2012 ; Fornell & Larcker, 1981 ). The composite reliability values for the variables exceeded .86, signifying that the items for all proposed constructs were dependable and effectively represented their respective constructs (Hair, 2009 ; Wu, 2010 ). AVE values exceeding 0.50 indicate convergent validity for the survey instrument (Fornell & Larcker, 1981 ). As per (Smith & Barclay, 1993 ), a substantial square root value of the AVE compared to the correlations across all constructs demonstrates strong convergent validity; thus, the AVE value in the current study aligns with this requirement (See Table 5 ). Table 4 Convergent Validity and Reliability Test Construct Items Factor Loadings Cronbach's alpha(α) Composite Reliability Average Variance Extracted TI TI1 0.76 0.858 0.9 0.644 TI2 0.76 TI3 0.72 TR TR2 0.68 0.892 0.92 0.698 TR3 0.67 TR4 0.72 COM COM2 0.92 0.794 0.889 0.622 COM3 0.82 COM5 0.85 SD SD2 0.85 0.754 0.863 0.566 SD3 0.84 SD5 0.87 RS RS2 0.76 0.932 0.93 0.728 RS4 0.78 RS5 0.76 Table 5 Correlation, mean and standard deviation, AVE Square root (values on diagonals in bold) Construct Mean Std. Deviation RS TR TI COM SD RS 3.310 1.237 0.853 TR 3.956 0.981 0.012 0.835 TI 3.442 0.996 0.076 -0.137* 0.803 COM 3.925 0.904 0.085 -0.103† -0.004 0.789 SD 4.034 0.853 0.029 -0.092† 0.012 0.013 0.752 Based on the theoretical framework and existing literature, the path diagram visually represents the hypothesized relationships between the variables (See Fig. 2 ). This path diagram outlines the direct and indirect effects of coordination on service delivery's effectiveness and also depicts how resource sharing influences these relationships as a moderating variable. Each path in the diagram corresponds to a specific hypothesis, which has been tested to assess the strength and direction of the relationships. The model in this study fulfils the requirements for CMIN/DF, NFI, IFI, CFI, RMSEA, GFI, AGFI, and PGFI (See Table 6 ). The CMIN/DF value is 1.293, which is below the approved threshold of 3.00 (Kline, 2018 ). The CFI value is 0.98, the NFI value is 0.94, the IFI value is 0.98, the GFI value is 0.92, and the AGFI value is 0.91. These values were considered acceptable in a prior study by (Schreiber et al., 2006 ). Nevertheless, the results of .027 for RMSEA and .595 for PGFI meet the suggested thresholds of 0.5, respectively (Schermelleh-Engel et al., 2003 ). Based on these statistics, it may be inferred that the indices are compatible with the structural model. The findings from the hypothesis evaluation and path analysis are summarized in Table 7 . Hypotheses H 1 , H 2 , H 4 , and H 5 were confirmed and approved, while H 3 and H 6 were not accepted. The variables TI (β = ***, p < 0.01) and TR (β = ***, p < 0.01) demonstrated a positive correlation with SD. Additionally, the variables TI→SD (β = ***, p < 0.01) and TR→SD (β = ***, p 0.01) and SD, nor between COM→SD (β = 0.058, p < 0.01) and RS. Consequently, H 3 and H 6 were considered unacceptable. Table 6 Summary of the Structural Model Indices Result Criterion Interpretation Chi-Square/Degree of freedom (CMIN/DF) 1.293 Between 1 and 3 Excellent Comparative fit index (CFI) 0.987 > 0.95 Excellent Root mean square error of approximation (RMSEA) 0.027 0.9 Excellent Incremental Fit Index (IFI) 0.987 > 0.9 Excellent Goodness-of-fit index (GFI) 0.928 > 0.9 Excellent Adjusted goodness-of-fit index (AGFI) 0.917 > 0.9 Excellent Parsimony Goodness of fit index (PGFI) 0.595 > 0.5 Excellent Table 7 Hypothesis Evaluation and Path Analysis Constructs Hypothesis Path coefficient, β Result Moderation TI→ SD H 1 *** Significance TR→SD H 2 *** Significance COM→SD H 3 0.369 Insignificance TI→RS→SD H 4 *** significance Full TR→RS→SD H 5 *** Significance Full COM→RS→SD H 6 0.058 Insignificance Partial Moderating Effect of Resource Sharing Figure 3 illustrates the unstandardized regression coefficients for the independent and dependent variables and the interaction effects of the moderating and independent variables. Hierarchical regression is a valuable tool for evaluating interaction effects because it facilitates researchers to assess the worth of variables based on their fundamental application (Cohen et al., 2013 ). Table 8 shows the unstandardized regression coefficients for the moderating effect of TI, TR, and COM on RS. The results of the analysis show a significant positive association between RS and TI (β = 0.427, p < 0.01), RS and TI, TR (β = 0.675, p < 0.01), and RS and TI, TR, COM (β = 0.403, p < 0.01). Consequently, hypotheses H 4 , H 5 , and H 6 are deemed acceptable. Table 8 Hierarchical Regression Analysis Constructs Model-1 Model-2 Model-3 Task interdependence (TI) × Resource sharing (RS) 0.427 Task interdependence (TI), Trust (TR)× Resource sharing (RS) 0.675 Task interdependence (TI), Trust (TR), Communication (COM), ×Resource sharing (RS) 0.403 F 0.631 0.176 0.702 R square 0.002 0.002 0.004 5. Discussion This study explores the coordination factors that impact the service delivery of city corporations and other development agencies in Bangladesh, focusing on task interdependence, trust, communication, and resource sharing. The study's key findings indicate that task interdependence and trust play a significant positive role in service delivery, while resource sharing influences their relationship. On the other hand, another independent variable -communication - does not affect service delivery in these urban bodies, and no negative relationship was found in the findings. Additionally, the moderating role of resource sharing in communication and service delivery remained inactive. It was found through statistical analysis that task interdependence had a strong direct relationship with service delivery, aligning with findings from various prior studies (Kuthyola et al., 2017 ; Stein, 1996 ; Zhang et al., 2023 ). Path coefficients analysis confirmed that trust was favourable to service delivery, consistent with earlier studies (Christensen et al., 2020 ; Herian, 2014 ; Paska & Budnik, 2023 ; Su et al., 2022b ). However, hypothesis testing and path analysis indicated that communication did not have an impact on service delivery, which contradicts conclusions drawn in numerous empirical studies (Alberts, 2011 ; Brown et al., 2013 ; Musenze et al., 2013 ; Борисова et al., 2022 ). The study's key findings indicate that task interdependence and trust play a significant positive role in service delivery, while resource sharing influences their relationship. On the other hand, another independent variable -communication - does not affect service delivery in these urban bodies, and no negative relationship was found in the findings. Additionally, the moderating role of resource sharing in communication and service delivery remained inactive. Moderating effects are observed in the relationship between task interdependence, trust, communication, and service delivery through resource sharing. Firstly, the empirical results from path analysis and hierarchical regression analysis validated the moderating function of resource sharing in relation to task interdependence and service delivery; the finding aligns with prior studies (Crick, 2019 ). Subsequently, results from hierarchical regression analysis, hypothesis testing, and path analysis supported the idea that resource sharing moderates the interaction between trust and service delivery, a finding aligned with some existing studies (Yang et al., 2023 ). However, findings from the literature review indicated that resource sharing favourably moderates the relationship between communication and service delivery. Contradicting previous research, the findings found no significant moderation between resource sharing and communication (Hofmann & Heierhoff, 2012 ). Nevertheless, only hierarchical regression analysis revealed a positive moderating relationship between resource sharing and communication, while this moderating relationship was prevalent collectively with task interdependence and trust (see Table 8 ). The first research question inquired about the degree of trust between city corporations and other agencies during service delivery. The statistical findings proved that positive mutual trust exists between the organizations above when providing services to citizens. The second research question sought to measure the reciprocal dependency of these urban bodies on similar service delivery. The findings revealed that task interdependence strongly influences service delivery. Additionally, the study's result demonstrated that communication between city corporations and development organizations has no mentionable impact on service delivery. Because hierarchical decision-making and power dynamics in Bangladeshi governance may reduce the effect of communication on practical service delivery, for instance, a 'top-down' culture might prioritize orders over collaborative communication. Hence, respondents were reluctant to highlight communication as the determinator of the coordination activities between the city corporation and the development organization. The final research question looked into how resource sharing moderates task interdependence, trust, communication, and service delivery: findings disclosed that besides a direct relationship between trust and task interdependence to service delivery, resource sharing could influence their relationship; however, concerning communication and service delivery, resource sharing has no influence. Hence, the study's findings align entirely with the research objectives and questions. One more: the research problem - coordination problems during service delivery of four particular city corporations of Bangladesh - has been numerically proved by this study because its findings pointed out that trust and task interdependence are positively associated with service delivery. Existing literature indicates that coordination factors are crucial in the services provided to urban citizens across different country contexts. More remarkably, our empirical results demonstrated that mutual trust and task interdependence between city corporations and other development bodies contributed to the success of service delivery in the city corporations of Bangladesh. For the first time, the study revealed that resource sharing – a moderating variable – affects the relationship between trust, task interdependence, and service delivery. Regarding the coordination aspect, the concept of TMS refers to sharing resources, information, and memory in a coordinated manner for collective outcomes. Our research findings showed that factors related to the TMS, including trust and task interdependence, influenced how well the Dhaka, Chittagong, and Cumilla city corporations handle their services, especially when working collaboratively with other development agencies. It is statistically demonstrated that service delivery, mainly when numerous organizations provide collective services, can be examined through TMS theory. 6. Conclusion This study's findings offer significant policy and practical implications in Bangladesh's urban governance landscape, which is characterized by institutional fragmentation, resource constraints, and coordination failures. The empirical evidence demonstrates that task interdependence and trust among city corporations and development agencies are crucial in improving service delivery. Notably, the study introduces resource sharing as a key moderating factor that enhances these relationships, a dimension previously underexplored in the Bangladeshi context. The study addresses a critical gap in local governance research by grounding its analysis in the realities of four major city corporations. It provides actionable insights to strengthen inter-agency collaboration, optimize public resources, and improve urban service outcomes across Bangladesh. 7. Theoretical Contributions and Practical Implications This study makes two key theoretical contributions. First, it extends the application of the Transactive Memory System (TMS) theory to the context of urban local governance in a developing country, demonstrating how task interdependence and trust significantly influence service delivery. Second, it introduces resource sharing as a moderating variable within the TMS framework—an empirical advancement not previously explored in the existing literature—thereby enriching the understanding of coordination mechanisms in multi-agency urban settings. This study offers critical practical implications for urban governance. It highlights the need for city corporations and development agencies to strengthen task interdependence and build mutual trust to enhance service delivery. Additionally, it underscores the critical role of resource sharing as a coordination mechanism, suggesting that institutional frameworks and policies should prioritize shared planning, budgeting, and infrastructure to improve inter-agency collaboration and service outcomes in urban settings. 8. Limitations and Future Directions This study has several limitations. First, it focused only on three TMS theory constructs—task interdependence, trust, and communication—excluding other relevant factors like specialization, credibility, and knowledge integration. Second, the findings are based on data from four city corporations, which may not fully represent the diversity of coordination dynamics across all twelve city corporations in Bangladesh. Lastly, the structured questionnaire limited the capture of nuanced perspectives, which could have been enriched through qualitative methods such as interviews or focus groups. Future research should consider expanding the theoretical scope by incorporating additional TMS constructs such as specialization, credibility, and knowledge integration to analyze coordination dynamics comprehensively. Broader geographic coverage, including all twelve city corporations or even Pourashavas, would enhance the generalizability of findings across varying urban contexts. Furthermore, adopting mixed-method approaches—combining surveys with interviews or focus groups—could yield richer insights into the complexities of inter-organizational coordination and service delivery in urban governance. Declarations Author's Contribution Mohammed Mahin Uddin prepared the minuscript, and analyzed the data Md. Zia Uddin developed the theoretical and conceptual framework Zahedul Islam gathered primary and secondary data and analyzed them. Mojammel Hoque gathered primary and secondary data Dr Monirul Islam reviewed the minuscript. Mohammad Al Amin gathered primary and secondary data Research ethics and participants' consent The study was based on primary data and strictly complied with ethical standards. Ethical approval was gained from the Comilla University Research Ethics Committee (CoUREC) under the approval number ERC2024-0416. Before the study initiation, all participants were provided with comprehensive information regarding the research aims and the measures implemented to confirm confidentiality and privacy. The participants' identities and any other discernible information were assured to remain confidential. Participants were also apprised of their entitlement to withdraw from the research at any point without the necessity of providing any rationale. Engagement in the study was entirely voluntary, and written informed consent was acquired from each participant before the commencement of the interviews. Statement of the funding The study received no specific grant from public, private, or other not-for-profit funding organizations. Statement of the author's interest The authors have declared that they have no conflict of interest. Statement of the data availability Data will be accessible upon request. Acknowledgement We sincerely acknowledge everyone who supported us in accomplishing this research project effectively. First and foremost, we would like to convey our sincere gratitude to Zahedul Islam and Mojammel Hoque for their teams for their tireless efforts in collecting the extensive data that was required for this study. We express profound gratitude to all the research participants, especially officers of four city corporations and development agencies, for their significant efforts. We are grateful to our co-researchers for their indispensable collaboration and assistance during the research process. We deeply appreciate Professor Dr. Mashiur Rahman's invaluable guidance and expertise in assuring the content validity of our research questions. Finally, we thank Comilla University and its administrative staff for providing essential resources and support in facilitating this research. References Afonja, A. F. (2022). 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06:11:22","extension":"xml","order_by":21,"title":"","display":"","copyAsset":false,"role":"acdc-reference","size":198875,"visible":true,"origin":"","legend":"","description":"","filename":"4a5c3e7a49b5452a987052069df79b821structuring.xml","url":"https://assets-eu.researchsquare.com/files/rs-8123974/v1/ca06f15b42b6f67d9768026e.xml"},{"id":96964316,"identity":"4b177c8c-ef29-4cdb-9cae-a9d67a14394f","added_by":"auto","created_at":"2025-11-28 06:11:22","extension":"html","order_by":22,"title":"","display":"","copyAsset":false,"role":"acdc-reference","size":211494,"visible":true,"origin":"","legend":"","description":"","filename":"earlyproof.html","url":"https://assets-eu.researchsquare.com/files/rs-8123974/v1/4f94309a305e71ff8b4ca94b.html"},{"id":97136476,"identity":"1c00d33f-97c4-41d4-be8f-5c828661915e","added_by":"auto","created_at":"2025-12-01 09:56:37","extension":"png","order_by":1,"title":"Figure 1","display":"","copyAsset":false,"role":"figure","size":294798,"visible":true,"origin":"","legend":"\u003cp\u003eResearch area map\u003c/p\u003e","description":"","filename":"1.png","url":"https://assets-eu.researchsquare.com/files/rs-8123974/v1/36edfa56c8cd470fa409eb46.png"},{"id":96964291,"identity":"5905e619-ba52-4553-9b29-98ca3123fcb1","added_by":"auto","created_at":"2025-11-28 06:11:21","extension":"png","order_by":2,"title":"Figure 2","display":"","copyAsset":false,"role":"figure","size":36770,"visible":true,"origin":"","legend":"\u003cp\u003eStructural Equation Modeling with Moderation Results\u003c/p\u003e","description":"","filename":"2.png","url":"https://assets-eu.researchsquare.com/files/rs-8123974/v1/c14d1f2b5b634e723968afca.png"},{"id":102205594,"identity":"d2c46572-9e79-4ae6-85ac-ebde544d363b","added_by":"auto","created_at":"2026-02-09 11:43:10","extension":"pdf","order_by":0,"title":"","display":"","copyAsset":false,"role":"manuscript-pdf","size":1673377,"visible":true,"origin":"","legend":"","description":"","filename":"manuscript.pdf","url":"https://assets-eu.researchsquare.com/files/rs-8123974/v1/4bd16c90-b381-4088-997a-6447868a4fae.pdf"},{"id":96964293,"identity":"272677ac-ebee-431b-9125-ef45ef6a0347","added_by":"auto","created_at":"2025-11-28 06:11:21","extension":"docx","order_by":1,"title":"","display":"","copyAsset":false,"role":"supplement","size":16086,"visible":true,"origin":"","legend":"","description":"","filename":"AuthorBio.docx","url":"https://assets-eu.researchsquare.com/files/rs-8123974/v1/c771a4b4b6406548209f1d9b.docx"}],"financialInterests":"No competing interests reported.","formattedTitle":"Urban Local Government Coordination in Bangladesh with Reference to Four City Corporations","fulltext":[{"header":"1. Introduction","content":"\u003cp\u003eBangladesh operates under a unitary form of government (Huq, \u003cspan citationid=\"CR35\" class=\"CitationRef\"\u003e1973\u003c/span\u003e). The governance structure of Bangladesh involves two specific categories of local government systems: rural local government and urban local government. The rural local government bodies encompass Union Parishads, Upazila Parishads, and Zila Parishads, while the urban local government tier consists of Pourashavas and City Corporations. Bangladesh has 340 urban local government bodies, comprising 12 City Corporations and 328 Pourashavas (Tanny, \u003cspan citationid=\"CR77\" class=\"CitationRef\"\u003e2021\u003c/span\u003e). These urban local government organizations, namely Pourashavas and City Corporations, aim to boost the accessibility of urban services for residents (Panday \u0026amp; Panday, \u003cspan citationid=\"CR60\" class=\"CitationRef\"\u003e2008\u003c/span\u003e). Moreover, to address the needs of urban residents, the government has established several development bodies, such as the Public Works Department (PWD), Urban Development Directorate (UDD), Local Government Engineering Department (LGED), and Department of Public Health Engineering (DPHE), as well as a few special-purpose authorities, including the Water and Sewerage Authority (WASA), Dhaka Electric Supply Company Limited (DESCO), etc. These entities oversee urban infrastructure, utilities, and strategic planning throughout Bangladesh (Kabir \u0026amp; Salam, \u003cspan citationid=\"CR39\" class=\"CitationRef\"\u003e2001\u003c/span\u003e). The study further asserts that in Bangladesh's capital city, over 16 government, independent, and semi-independent bodies, along with 30 other affiliated organizations, are directly or indirectly active in urban development activities. Therefore, urban governance bodies\u0026mdash;such as city corporations and Pourashavas\u0026mdash;must collaborate with these specialized government entities to effectively address the needs of urban residents (Panday \u0026amp; Panday, \u003cspan citationid=\"CR60\" class=\"CitationRef\"\u003e2008\u003c/span\u003e).\u003c/p\u003e\u003cp\u003eCoordination is the systematic relationship between actions that prevent unfavourable outcomes and promote participant success (Etzioni, \u003cspan citationid=\"CR23\" class=\"CitationRef\"\u003e1966\u003c/span\u003e). Conversely, a lack of coordination can lead to inefficiencies, causing efforts to become ineffective and work to be duplicated (Khan, \u003cspan citationid=\"CR42\" class=\"CitationRef\"\u003e1997\u003c/span\u003e). Additionally, in public service delivery, it is common for citizens to repeatedly spend extra time and money to obtain a single service (Bernard, \u003cspan citationid=\"CR12\" class=\"CitationRef\"\u003e2018\u003c/span\u003e). Poor coordination results in substandard decision-making, reduced productivity, and decreased efficiency within the government (Afridi, \u003cspan citationid=\"CR2\" class=\"CitationRef\"\u003e2017\u003c/span\u003e). Globally, each government has multiple autonomous organizations responsible for providing a wide range of services such as the construction of roads and bridges, sewerage and drainage, waste disposal, water, gas, and electricity supply, slum improvements, and traffic control, which perform in a coordinated manner and are supervised by a central authority (Humphreys, \u003cspan citationid=\"CR34\" class=\"CitationRef\"\u003e1998\u003c/span\u003e; L\u0026aelig;greid et al., \u003cspan citationid=\"CR46\" class=\"CitationRef\"\u003e2008\u003c/span\u003e; UN Women, \u003cspan citationid=\"CR79\" class=\"CitationRef\"\u003e2015\u003c/span\u003e).\u003c/p\u003e\u003cp\u003eCity corporations and other government agencies in Bangladesh face challenges in working together effectively due to issues related to central-local relations, mayoral influence, and operational diversity (Kamal et al., \u003cspan citationid=\"CR40\" class=\"CitationRef\"\u003e2020\u003c/span\u003e; Moinuddin, \u003cspan citationid=\"CR52\" class=\"CitationRef\"\u003e2010\u003c/span\u003e; Panday \u0026amp; Jamil, \u003cspan citationid=\"CR59\" class=\"CitationRef\"\u003e2011\u003c/span\u003e). Moreover, the lack of coordination between city corporations and other organizations results in substandard services and the squandering of public funds (A. H. M. Ahsan, \u003cspan citationid=\"CR3\" class=\"CitationRef\"\u003e2010\u003c/span\u003e; Jamil \u0026amp; Panday, \u003cspan citationid=\"CR37\" class=\"CitationRef\"\u003e2012\u003c/span\u003e; Panday, \u003cspan citationid=\"CR58\" class=\"CitationRef\"\u003e2007\u003c/span\u003e; Vangen et al., \u003cspan citationid=\"CR80\" class=\"CitationRef\"\u003e2015\u003c/span\u003e). Previous studies have demonstrated a lack of appropriate coordination among Bangladesh's municipal entities in providing services such as sewerage and drainage, water, gas and power supply, road construction, maintenance of street lighting, urban planning, slum improvements, and traffic control (A. H. M. Ahsan, \u003cspan citationid=\"CR3\" class=\"CitationRef\"\u003e2010\u003c/span\u003e),(Panday \u0026amp; Panday, \u003cspan citationid=\"CR60\" class=\"CitationRef\"\u003e2008\u003c/span\u003e; M. A. U. Rahman, \u003cspan citationid=\"CR66\" class=\"CitationRef\"\u003e2015\u003c/span\u003e; Weldeyes, \u003cspan citationid=\"CR84\" class=\"CitationRef\"\u003e2018\u003c/span\u003e). Previous research has also indicated a lack of proper coordination in urban service delivery in Bangladesh(Panday \u0026amp; Panday, \u003cspan citationid=\"CR60\" class=\"CitationRef\"\u003e2008\u003c/span\u003e; M. A. U. Rahman, \u003cspan citationid=\"CR66\" class=\"CitationRef\"\u003e2015\u003c/span\u003e; Weldeyes, \u003cspan citationid=\"CR84\" class=\"CitationRef\"\u003e2018\u003c/span\u003e). In the context of urban governance in Bangladesh, it is argued that contradictory policies, incompatible processes, and power imbalances create a perceived lack of coordination, leading to substandard inter-organizational performance (A. H. M. K. Ahsan \u0026amp; Panday, \u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e2023\u003c/span\u003e; Islam \u0026amp; Haque, \u003cspan citationid=\"CR36\" class=\"CitationRef\"\u003e2016\u003c/span\u003e; Mu et al., \u003cspan citationid=\"CR53\" class=\"CitationRef\"\u003e2019\u003c/span\u003e; ZAHID, \u003cspan citationid=\"CR88\" class=\"CitationRef\"\u003e2015\u003c/span\u003e). Furthermore, research indicates that weak organizational coordination leads to project delays, increased expenses, absence of established rules and laws, financial mismanagement, and insufficient public service delivery (Panday, \u003cspan citationid=\"CR58\" class=\"CitationRef\"\u003e2007\u003c/span\u003e; M. M. Rahman et al., \u003cspan citationid=\"CR67\" class=\"CitationRef\"\u003e2018\u003c/span\u003e). Poor coordination among city corporation stakeholders can lead to corruption and inefficiency, which are major obstacles to the effective implementation of city corporation policies (Hasan, \u003cspan citationid=\"CR28\" class=\"CitationRef\"\u003e2013\u003c/span\u003e; Jamil \u0026amp; Panday, \u003cspan citationid=\"CR37\" class=\"CitationRef\"\u003e2012\u003c/span\u003e). Consequently, urban authorities face overlapping tasks, accountability issues, lack of coordination, political influences, and restricted inter-organizational collaboration, ultimately affecting their regular service delivery (Karim, \u003cspan citationid=\"CR41\" class=\"CitationRef\"\u003e2023\u003c/span\u003e).\u003c/p\u003e\u003cp\u003eDhaka City is divided into Dhaka South and Dhaka North City Corporations, which are responsible for development activities and civic amenities. Forty-two development authorities within these city corporations are involved in urban development. However, due to a lack of coordination, many development projects remain incomplete midway (Khan, \u003cspan citationid=\"CR42\" class=\"CitationRef\"\u003e1997\u003c/span\u003e). In addition, fifty-six organizations provide services to these city corporations' populations, but the level of service is unclear due to poor coordination (Chowdhury, \u003cspan citationid=\"CR16\" class=\"CitationRef\"\u003e2019\u003c/span\u003e; Jugantor, \u003cspan citationid=\"CR38\" class=\"CitationRef\"\u003e2019\u003c/span\u003e). Waterlogging is a long-lasting and untold suffering for Chattogram's inhabitants. The Chattogram City Corporation, Water Development Board, and Chattogram Development Authority work together to resolve this problem. However, allegations have been made that these three bodies have failed to reach a sustainable remedy due to a lack of coordination (Bhorerkagoj, \u003cspan citationid=\"CR13\" class=\"CitationRef\"\u003e2023\u003c/span\u003e; Prothom Alo, 2023). Similarly, traffic congestion in Cumilla City Corporation (CuCC) is a substantial and recurring issue, and the recent water overflow due to increased urbanization has led residents to attribute these problems to a lack of coordination among multiple departments, especially CuCC (Karim, \u003cspan citationid=\"CR41\" class=\"CitationRef\"\u003e2023\u003c/span\u003e). All previous literature identified inter-organizational coordination challenges. This study investigates the factors influencing coordination that impact service delivery. In addition, previous studies have focused on poor coordination, limited accountability, poor services, and resource wastage (Karim, \u003cspan citationid=\"CR41\" class=\"CitationRef\"\u003e2023\u003c/span\u003e).\u003c/p\u003e\u003cp\u003eMoreover, these papers have primarily focused on qualitative approaches. Therefore, we assert that no empirical studies have been conducted on the coordination challenges within Bangladesh's local urban government context. Furthermore, prior research has not adequately addressed how resource sharing moderates the relationship between service delivery and coordination factors. Hence, this study also investigates the coordination factors that impact service delivery and examines the moderating role of resource sharing in task interdependence, trust, communication, and service delivery in Bangladesh's four selected city corporations. Therefore, the research questions are as follows: 1. To what extent do the city corporations and other agencies trust one another during service delivery? 2. How are the city corporations and other agencies reciprocally interdependent in in-service delivery? 3. Do city corporations and development authorities communicate about service delivery issues? 4. How does resource sharing influence the service delivery of city corporations and other development agencies? 5. How does resource sharing mediate the relationship between task interdependence, trust, communication, and service delivery?\u003c/p\u003e"},{"header":"2. Theoretical Framework","content":"\u003cp\u003eThe theoretical framework for this study is based on Wegner's Transactive Memory System (TMS) theory. TMS refers to a team's collective knowledge and understanding about who possesses specific information within the group (Hollingshead, \u003cspan citationid=\"CR32\" class=\"CitationRef\"\u003e1998\u003c/span\u003e; Rau, \u003cspan citationid=\"CR69\" class=\"CitationRef\"\u003e2005\u003c/span\u003e; Wegner, \u003cspan citationid=\"CR83\" class=\"CitationRef\"\u003e1987\u003c/span\u003e)(Hollingshead, \u003cspan citationid=\"CR32\" class=\"CitationRef\"\u003e1998\u003c/span\u003e; Rau, \u003cspan citationid=\"CR69\" class=\"CitationRef\"\u003e2005\u003c/span\u003e; Wegner, \u003cspan citationid=\"CR83\" class=\"CitationRef\"\u003e1987\u003c/span\u003e). It pertains to a shared system through which individuals in relationships collectively encode, store, and retrieve information across various substantive areas(Hollingshead, \u003cspan citationid=\"CR32\" class=\"CitationRef\"\u003e1998\u003c/span\u003e; Ren \u0026amp; Argote, \u003cspan citationid=\"CR70\" class=\"CitationRef\"\u003e2011\u003c/span\u003e). Wegner posits that individuals engaged in ongoing interpersonal interactions often develop a specialized division of labour concerning the encoding, storage, and retrieval of knowledge from different domains; this concept is known as TMS (Hollingshead, \u003cspan citationid=\"CR32\" class=\"CitationRef\"\u003e1998\u003c/span\u003e; Rau, \u003cspan citationid=\"CR69\" class=\"CitationRef\"\u003e2005\u003c/span\u003e; Wegner, \u003cspan citationid=\"CR83\" class=\"CitationRef\"\u003e1987\u003c/span\u003e). While TMS operates in all types of relationships, it is remarkably robust in intimate personal connections where decisions are made collaboratively, responsibilities are shared, and a broad range of topics are discussed (Hollingshead, \u003cspan citationid=\"CR32\" class=\"CitationRef\"\u003e1998\u003c/span\u003e; Ren \u0026amp; Argote, \u003cspan citationid=\"CR70\" class=\"CitationRef\"\u003e2011\u003c/span\u003e). Additional studies have provided evidence of TMS's positive impact on group performance (Hollingshead, \u003cspan citationid=\"CR32\" class=\"CitationRef\"\u003e1998\u003c/span\u003e). For example, (Faraj \u0026amp; Sproull, \u003cspan citationid=\"CR24\" class=\"CitationRef\"\u003e2000\u003c/span\u003e) explored the effect of expertise coordination on real-world group performance using TMS.\u003c/p\u003e\u003cp\u003e(Lewis, \u003cspan citationid=\"CR47\" class=\"CitationRef\"\u003e2003\u003c/span\u003e) indicates that the existence of a Transactive Memory System occurs when team members (1) acquire specialized knowledge, (2) develop transactive relationships and rely on the expertise of others, and (3) integrate knowledge in a coordinated manner. Several empirical studies have measured TMS using the key dimensions of specialization, credibility, and coordination(Chiang et al., \u003cspan citationid=\"CR15\" class=\"CitationRef\"\u003e2014\u003c/span\u003e; Ren \u0026amp; Argote, \u003cspan citationid=\"CR70\" class=\"CitationRef\"\u003e2011\u003c/span\u003e; Zhang et al., \u003cspan citationid=\"CR89\" class=\"CitationRef\"\u003e2023\u003c/span\u003e). Relevant research has also demonstrated that TMS can enhance team performance(Akgun et al., \u003cspan citationid=\"CR5\" class=\"CitationRef\"\u003e2005\u003c/span\u003e; Faraj \u0026amp; Sproull, \u003cspan citationid=\"CR24\" class=\"CitationRef\"\u003e2000\u003c/span\u003e; Peltokorpi, \u003cspan citationid=\"CR63\" class=\"CitationRef\"\u003e2004\u003c/span\u003e; Rau, \u003cspan citationid=\"CR69\" class=\"CitationRef\"\u003e2005\u003c/span\u003e). Furthermore, studies have shown that TMS in workgroups is associated with interpersonal trust (Akgun et al., \u003cspan citationid=\"CR5\" class=\"CitationRef\"\u003e2005\u003c/span\u003e), task interdependence (Zhang et al., \u003cspan citationid=\"CR89\" class=\"CitationRef\"\u003e2023\u003c/span\u003e), and communication (Peltokorpi \u0026amp; Manka, \u003cspan citationid=\"CR64\" class=\"CitationRef\"\u003e2008\u003c/span\u003e). Additionally, specialization reduces the cognitive load when individual knowledge overlaps (Hollingshead, \u003cspan citationid=\"CR32\" class=\"CitationRef\"\u003e1998\u003c/span\u003e). As mentioned earlier, the literature highlights that the TMS dimensions\u0026mdash;specialization, trust, task interdependence, and communication \u0026mdash; have been utilized in various contexts and are particularly effective in achieving coordinated outcomes. Therefore, this study proposes the following conceptual framework based on TMS.\u003c/p\u003e\u003cdiv id=\"Sec3\" class=\"Section2\"\u003e\u003ch2\u003e2.1 Task Interdependence and Service Delivery (SD)\u003c/h2\u003e\u003cp\u003eTask interdependence (TI) indicates delivering services while interacting with and relying upon other organizations and agencies with similar functions. In urban organizations, service delivery mostly depends on collective performances and task interdependence between small and large organizations (Stein, \u003cspan citationid=\"CR74\" class=\"CitationRef\"\u003e1996\u003c/span\u003e). Moreover, the impact of task interdependence on service delivery within urban government and public sector organizations has been extensively documented (Kuthyola et al., \u003cspan citationid=\"CR45\" class=\"CitationRef\"\u003e2017\u003c/span\u003e; Zhang et al., \u003cspan citationid=\"CR89\" class=\"CitationRef\"\u003e2023\u003c/span\u003e). In addition, task interdependence significantly influences interactions between urban and government organizations in providing citizen services (Tjosvold et al., \u003cspan citationid=\"CR78\" class=\"CitationRef\"\u003e2008\u003c/span\u003e). Furthermore, (Liden et al., \u003cspan citationid=\"CR48\" class=\"CitationRef\"\u003e1997\u003c/span\u003e) supports the idea that task interdependence can influence group performance, leading to either high or low service delivery. The authors conclude that higher levels of task interdependence in urban administration are associated with more favourable service delivery. Collectively, these studies highlight the critical role of task interdependence in enhancing service delivery within urban local government organizations. Therefore, this research proposes the following hypothesis based on the literature reviewed.\u003c/p\u003e\u003cp\u003e\u003cstrong\u003eH\u003csub\u003e1\u003c/sub\u003e\u003c/strong\u003e\u003cp\u003eTask interdependence positively affects service delivery.\u003c/p\u003e\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec4\" class=\"Section2\"\u003e\u003ch2\u003e2.2 Trust and Service Delivery\u003c/h2\u003e\u003cp\u003eTrust (TR) refers to the confidence or reliance between organizations for effective service delivery in this research. Trust is significant in many local government areas, including human relationships, technological progress, ideological shifts, philosophical reflections, and service delivery (Paska \u0026amp; Budnik, \u003cspan citationid=\"CR61\" class=\"CitationRef\"\u003e2023\u003c/span\u003e; Su et al., \u003cspan citationid=\"CR75\" class=\"CitationRef\"\u003e2022a\u003c/span\u003e). Moreover, trust between partners is a key component in local government service delivery, and various factors influence it (Mabillard, \u003cspan citationid=\"CR49\" class=\"CitationRef\"\u003e2022\u003c/span\u003e). (Griffin \u0026amp; Halpin, \u003cspan citationid=\"CR26\" class=\"CitationRef\"\u003e2002\u003c/span\u003e) emphasized the importance of urban local governments in cultivating stakeholder transactive relationships to enable effective service delivery. Furthermore, Griffin and Halpin (Griffin \u0026amp; Halpin, \u003cspan citationid=\"CR26\" class=\"CitationRef\"\u003e2002\u003c/span\u003e), and Watt (Watt, \u003cspan citationid=\"CR82\" class=\"CitationRef\"\u003e2005\u003c/span\u003e) argued that trust is a fundamental component in urban administration's ability to provide urban services. Additionally, trust significantly influences organizational performance; however, Ndevu (Ndevu, \u003cspan citationid=\"CR55\" class=\"CitationRef\"\u003e2019\u003c/span\u003e) noted that lacking organizational trust can lead to adverse outcomes, such as reduced service delivery. External institutional trust becomes especially important for delivering e-governance services within human intermediaries (Rajalekshmi, \u003cspan citationid=\"CR68\" class=\"CitationRef\"\u003e2007\u003c/span\u003e). Finally, Christensen et al. (Christensen et al., \u003cspan citationid=\"CR17\" class=\"CitationRef\"\u003e2020\u003c/span\u003e) noted that the level of transactive relationships within a team is a crucial indicator of the effectiveness of service delivery in local government. Similarly, (Herian, \u003cspan citationid=\"CR29\" class=\"CitationRef\"\u003e2014\u003c/span\u003e) revealed that citizen satisfaction with government services is closely linked to the prevailing institutional culture and the level of trust. Therefore, the literature above guided us in proposing the following hypothesis.\u003c/p\u003e\u003cp\u003e\u003cstrong\u003eH\u003csub\u003e2\u003c/sub\u003e\u003c/strong\u003e\u003cp\u003eTrust positively affects service delivery.\u003c/p\u003e\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec5\" class=\"Section2\"\u003e\u003ch2\u003e2.3 Communication and Service Delivery\u003c/h2\u003e\u003cp\u003eCommunication (COM) refers to formal and informal interactions between city corporations and other development and special authorities for service delivery, and it is particularly significant in healthcare, urban, and public organizations (Afonja, \u003cspan citationid=\"CR1\" class=\"CitationRef\"\u003e2022\u003c/span\u003e; Pasquier, \u003cspan citationid=\"CR62\" class=\"CitationRef\"\u003e2018\u003c/span\u003e). Effective communication is indispensable for high-quality service delivery and strategic planning in city governments (Brown et al., \u003cspan citationid=\"CR14\" class=\"CitationRef\"\u003e2013\u003c/span\u003e). Moreover, (Matibane, \u003cspan citationid=\"CR50\" class=\"CitationRef\"\u003e2010\u003c/span\u003e) stated that smooth interactions among partners\u0026mdash;including local government, development agencies, community-based groups, and non-governmental organizations\u0026mdash;positively correlate with service delivery to residents. Additionally, internal communication facilitates efficient services to employees in metropolitan health organizations (Angelopulo \u0026amp; Landman, \u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e2006\u003c/span\u003e). However, (Alberts, \u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e2011\u003c/span\u003e) emphasized the importance of communication among urban authorities to ensure the efficient provision of services in the Mangaung Local Municipality. Similarly, in Uganda's local governments, it has been discovered that communication has a constructive influence on the quality of service delivery (Musenze et al., \u003cspan citationid=\"CR54\" class=\"CitationRef\"\u003e2013\u003c/span\u003e).\u003c/p\u003e\u003cp\u003eFurthermore, employing communication and information technology may substantially enhance the transparency and effectiveness of public service delivery (Nugraha et al., \u003cspan citationid=\"CR56\" class=\"CitationRef\"\u003e2019\u003c/span\u003e). Finally, (Борисова et al., \u003cspan citationid=\"CR90\" class=\"CitationRef\"\u003e2022\u003c/span\u003e) highlighted the significant role of communication activities in shaping the reputation of municipal service providers, particularly in urban transportation. Therefore, the following hypothesis has been proposed in light of the literature above.\u003c/p\u003e\u003cp\u003e\u003cstrong\u003eH\u003csub\u003e3\u003c/sub\u003e\u003c/strong\u003e\u003cp\u003eCommunication positively affects service delivery.\u003c/p\u003e\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec6\" class=\"Section2\"\u003e\u003ch2\u003e2.4 Moderating Effect of Resource Sharing\u003c/h2\u003e\u003cp\u003eThis study proposes a moderating framework based on existing literature, where resource sharing (RS) moderates the relationship between service delivery and task interdependence, trust, and communication. While several studies have demonstrated that resource sharing is essential in boosting organizational service delivery (Deng et al., \u003cspan citationid=\"CR21\" class=\"CitationRef\"\u003e2020\u003c/span\u003e; Wang et al., \u003cspan citationid=\"CR81\" class=\"CitationRef\"\u003e2021\u003c/span\u003e), there is still insufficient research on the possible moderating effects of resource sharing on service delivery and task interdependence, trust, and communication. However, in the context of urban governance's coordination, sharing resources among competing organizations can contribute to optimizing service delivery [92]. Firstly, the importance of task interdependence and resource sharing in promoting citizen-based service delivery was highlighted by Hobson et al. (Hobson et al., \u003cspan citationid=\"CR30\" class=\"CitationRef\"\u003e2011\u003c/span\u003e). In addition, Ochonogor and Amah (Ochonogor \u0026amp; Amah, \u003cspan citationid=\"CR57\" class=\"CitationRef\"\u003e2021\u003c/span\u003e) underscored the importance of task interdependence and information exchange in achieving high-quality service delivery. Secondly, particularly in urban governmental institutions, resource sharing is crucial for establishing trust among partnerships, ultimately providing standard service (Yang et al., \u003cspan citationid=\"CR87\" class=\"CitationRef\"\u003e2023\u003c/span\u003e). Subsequently, sharing resources among various departments at the municipal level also enhances communication mechanisms for service delivery (Hobson et al., \u003cspan citationid=\"CR30\" class=\"CitationRef\"\u003e2011\u003c/span\u003e). (Hofmann \u0026amp; Heierhoff, \u003cspan citationid=\"CR31\" class=\"CitationRef\"\u003e2012\u003c/span\u003e) emphasized the importance of resource sharing and accessible communication in facilitating effective e-government services. Therefore, the authors proposed the following hypotheses.\u003c/p\u003e\u003cp\u003e\u003cstrong\u003eH\u003csub\u003e4\u003c/sub\u003e\u003c/strong\u003e\u003cp\u003eResource sharing moderates the relationship between task interdependence and service delivery.\u003c/p\u003e\u003c/p\u003e\u003cp\u003e\u003cstrong\u003eH\u003csub\u003e5\u003c/sub\u003e\u003c/strong\u003e\u003cp\u003eResource sharing moderates the relationship between trust and service delivery.\u003c/p\u003e\u003c/p\u003e\u003cp\u003e\u003cstrong\u003eH\u003csub\u003e6\u003c/sub\u003e\u003c/strong\u003e\u003cp\u003eResource sharing moderates the relationship between communication and service delivery.\u003c/p\u003e\u003c/p\u003e\u003c/div\u003e"},{"header":"3. Methodology","content":"\u003cp\u003eThis quantitative study employed a deductive research method to investigate the coordination factors influencing service delivery in urban local government settings in Bangladesh. The data collection period extended from September 2023 to March 2024, encompassing four purposively selected city corporations: Dhaka North City Corporation (DNCC), Dhaka South City Corporation (DSCC), Chattogram City Corporation (CCC), and Cumilla City Corporation (CuCC)\u0026mdash;representative urban zones experiencing rapid development and complex coordination challenges (see Fig.\u0026nbsp;\u003cspan refid=\"Fig1\" class=\"InternalRef\"\u003e1\u003c/span\u003e). We offered a research area map below.\u003c/p\u003e\u003cp\u003e\u003c/p\u003e\u003cp\u003eIn addition to these city corporations, the research incorporated data from 32 development and special-purpose agencies operating within the four cities. The total sample size was 384. Specifically, 16 respondents were selected from each city corporation and 10 respondents from each agency. A purposive sampling technique was employed to ensure the participants possessed relevant knowledge and decision-making authority related to inter-agency coordination and service delivery (Azad et al., \u003cspan citationid=\"CR8\" class=\"CitationRef\"\u003e2022\u003c/span\u003e). A list of the city corporations, agencies, and employees is provided below (See Table\u0026nbsp;\u003cspan refid=\"Tab1\" class=\"InternalRef\"\u003e1\u003c/span\u003e).\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab1\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 1\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eList of city corporations, agencies, and employees\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"5\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u003cp\u003eCity Corporation's Name\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003eCity Corporation's Officers\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\"\u003e\u003cp\u003eNumber of Res.\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c4\"\u003e\u003cp\u003eDevelopment Authorities' Name\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c5\"\u003e\u003cp\u003eNumber of Res.\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\" morerows=\"7\" rowspan=\"8\"\u003e\u003cp\u003eDhaka North City Corporation (DNCC)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\" morerows=\"7\" rowspan=\"8\"\u003e\u003cp\u003eMayor, Chief Executive Officer, Secretary, Chief Engineer, Chief Health Officer, Chief Waste Management Officer, Chief Estate Officer, Chief Revenue Officer, Chief Store \u0026amp; Purchase Officer, Chief Account Officer, General Manager (Transport), Chief Urban Planner, Chief Social Welfare \u0026amp; Slum Development Officer, Zonal Executive Officer, Public Relations Officer, Audit Officer, Law Officer\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\" morerows=\"7\" rowspan=\"8\"\u003e\u003cp\u003e16\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eDhaka Water Supply and Sewerage Authority (DWASA)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e10\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eTitas Gas Transmission \u0026amp; Distribution Company Limited (TGTDCL)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e10\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eRajdhani Unnayan Kartripakkha (RAJUK)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e10\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003ePublic Works Department (PWD)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e10\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eDhaka Transport Coordination Authority (DTCA)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e10\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eDhaka Mass Transit Company Limited (DMTCL)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e10\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eDhaka Power Distribution Company Limited (DPDC)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e10\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eDhaka Electric Supply Company Limited (DESCO)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e10\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eDhaka South City Corporation (DSCC)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eDO\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e16\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eDO\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e80\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\" morerows=\"7\" rowspan=\"8\"\u003e\u003cp\u003eChattogram City Corporation (CCC)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\" morerows=\"7\" rowspan=\"8\"\u003e\u003cp\u003eMayor, Chief Executive Officer, Secretary, Councilor, Chief Engineer, Superintending Engineer, Chief Health Officer, Chief Revenue Officer, Chief Account Officer, Public Relations Officer, Audit Officer, Law Officer, Tax Officer, Executive Magistrate, Medical Officer, Education Officer, Programmer\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\" morerows=\"7\" rowspan=\"8\"\u003e\u003cp\u003e16\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eChattogram Development Authority (CDA\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e10\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eChattogram Port Authority (CPA)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e10\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eChattogram Water Supply and Sewerage Authority (CWASA)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e10\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eBangladesh Power Development Board, Chattogram (BPDB)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e10\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eChattogram Hill Tracts Development Board (CHTDB)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e10\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003ePublic Works Department (PWD\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e10\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eChattogram Fire Service and Civil Defense\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e10\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eKarnaphuli Gas Distribution Company Ltd.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e10\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\" morerows=\"7\" rowspan=\"8\"\u003e\u003cp\u003eCumilla City Corporation (CuCC)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\" morerows=\"7\" rowspan=\"8\"\u003e\u003cp\u003eMayor, Chief Executive Officer, Secretary, Councilor 1, Councilor 2, Councilor 3, Councilor 4, Councilor 5, Chief Engineer, Store Officer, Administrative Officer, Chief Account Officer, Tax Officer, License Officer, Medical Officer, Waste Management Officer, Education Officer\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\" morerows=\"7\" rowspan=\"8\"\u003e\u003cp\u003e16\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003ePublic Works Department\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e10\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eBakhrabad Gas Distribution Company Ltd.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e10\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eRoads \u0026amp; Highway Department\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e10\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eSP Office, Cumilla\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e10\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eUpazila Livestock Department \u0026amp; Veterinary Hospital\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e10\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eDepartment of Environment, Cumilla\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e10\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eCivil Surgeon Office, Cumilla\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e10\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eLocal Government Engineering Department (LGED)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e10\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\" morerows=\"1\" rowspan=\"2\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\" morerows=\"1\" rowspan=\"2\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e64\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e320\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eTotal\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e384\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003cp\u003eTo facilitate data collection, 25 trained undergraduate and postgraduate students were deployed under the supervision of the co-authors. Weekly coordination meetings were conducted to maintain consistency, address challenges in the field, and ensure adherence to the study's protocols. A structured questionnaire was applied, with respondents answering 25 items. The survey was administered face-to-face, mostly during office hours, allowing participants to complete the questionnaires independently. Where necessary, enumerators offered clarifications to aid respondent comprehension. The original English-language questionnaire was translated into Bengali to accommodate respondents' linguistic preferences.\u003c/p\u003e\u003cp\u003eThe study measured the construct items using a five-point Likert scale ranging from 1 (strongly disagree) to 5 (strongly agree). The questionnaire was composed of five constructs: task interdependence (Kiggundu, \u003cspan citationid=\"CR43\" class=\"CitationRef\"\u003e1983\u003c/span\u003e), trust (Cooper \u0026amp; Kleinschmidt, \u003cspan citationid=\"CR19\" class=\"CitationRef\"\u003e1987\u003c/span\u003e), communication (Chiang et al., \u003cspan citationid=\"CR15\" class=\"CitationRef\"\u003e2014\u003c/span\u003e), resource sharing (Balcik et al., \u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e2010\u003c/span\u003e; Xu \u0026amp; Beamon, \u003cspan citationid=\"CR86\" class=\"CitationRef\"\u003e2006\u003c/span\u003e), and service delivery (Hong et al., \u003cspan citationid=\"CR33\" class=\"CitationRef\"\u003e2020\u003c/span\u003e), all of which were measured based on previous literature. The content validity and alignment of the measurement items with the target population were ensured through expert validation by two renowned professors from Comilla University, specialists in urban local government.\u003c/p\u003e\u003cp\u003eIn this study, the researchers used the statistical tools SPSS (Version 25) and AMOS (Version 21) to evaluate the data. The paper applied descriptive statistics for diverse objectives, including Cronbach's alpha, multiple correlation, and exploratory factor analysis. Moreover, structural equation modelling examined the relationship between exogenous and endogenous constructs. Furthermore, to validate the questionnaire items and assess internal consistency, the study measured discriminant validity, convergent validity, and composite reliability. Additionally, the chi-square test was conducted to illustrate response bias. Lastly, hierarchical regression analysis was performed to explore the moderating effect of RS.\u003c/p\u003e"},{"header":"4. Analysis and Result","content":"\u003cp\u003eAge, gender, and education constituted the primary demographic characteristics examined in this study (See Table\u0026nbsp;\u003cspan refid=\"Tab2\" class=\"InternalRef\"\u003e2\u003c/span\u003e). Individuals in the 41\u0026ndash;50 age bracket were notably more prevalent than those in other age groups, representing 44.6% of the sample. Nevertheless, males, who accounted for 66.00%, were approximately twice as prevalent as females, who comprised 34.00%. A previous study identified a similar pattern (Babagana et al., \u003cspan citationid=\"CR9\" class=\"CitationRef\"\u003e2019\u003c/span\u003e). Respondents with bachelor's and master's degrees collectively represented 46.4% of the sample. Non-response bias refers to discrepancies in survey responses between participants and non-participants (Mentzer \u0026amp; Lambert, \u003cspan citationid=\"CR51\" class=\"CitationRef\"\u003e2015\u003c/span\u003e). A multivariate chi-square test was employed to evaluate the impact of non-response bias by comparing 50 early responders (received questionnaires before reminders, within one month of distribution) with 50 late responders (received questionnaires after 30 days). The analysis revealed no significant differences between early and late responders (confidence level of 95%, P-value\u0026thinsp;=\u0026thinsp;0.05) (See Table\u0026nbsp;\u003cspan refid=\"Tab3\" class=\"InternalRef\"\u003e3\u003c/span\u003e).\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab2\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 2\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eDemographic Characteristics of the Respondents\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"4\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colspan=\"2\" nameend=\"c2\" namest=\"c1\"\u003e\u003cp\u003eRespondent Distribution\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\"\u003e\u003cp\u003eFrequency\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c4\"\u003e\u003cp\u003ePercent (%)\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\" morerows=\"3\" rowspan=\"4\"\u003e\u003cp\u003eAge\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e18\u0026ndash;30\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e18\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e4.6\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e31\u0026ndash;40\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e74\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e19.1\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e41\u0026ndash;50\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e173\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e44.6\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e51 -above\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e123\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e31.7\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\" morerows=\"1\" rowspan=\"2\"\u003e\u003cp\u003eGender\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eFemale\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e132\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e34\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eMale\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e256\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e66\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\" morerows=\"4\" rowspan=\"5\"\u003e\u003cp\u003eEducation\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eSecondary\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e6\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e1.5\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eHigher Secondary\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e12\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e3.1\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eBachelor\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e39\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e10.1\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eMaster's\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e141\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e36.3\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eOthers\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e190\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e49\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab3\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 3\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eχ2 Test between Early and Late Respondents\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"6\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c6\" colnum=\"6\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colspan=\"2\" nameend=\"c2\" namest=\"c1\"\u003e\u003cp\u003eRespondent Distribution\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\"\u003e\u003cp\u003eEarly Response\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c4\"\u003e\u003cp\u003eLate Response\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c5\"\u003e\u003cp\u003eChi-square\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c6\"\u003e\u003cp\u003eSignificance\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\" morerows=\"1\" rowspan=\"2\"\u003e\u003cp\u003eGender\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eFemale\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e12\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e18\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\" morerows=\"1\" rowspan=\"2\"\u003e\u003cp\u003e10.397\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c6\" morerows=\"1\" rowspan=\"2\"\u003e\u003cp\u003e0.167\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eMale\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e38\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e32\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\" morerows=\"3\" rowspan=\"4\"\u003e\u003cp\u003eAge\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e18\u0026ndash;30\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e2\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e2\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\" morerows=\"3\" rowspan=\"4\"\u003e\u003cp\u003e25.927\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c6\" morerows=\"3\" rowspan=\"4\"\u003e\u003cp\u003e0.209\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e31\u0026ndash;40\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e11\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e4\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e41\u0026ndash;50\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e19\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e29\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e51 -above\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e18\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e15\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\" morerows=\"4\" rowspan=\"5\"\u003e\u003cp\u003eEducation\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eSecondary\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e6\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e10\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\" morerows=\"4\" rowspan=\"5\"\u003e\u003cp\u003e9.440\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c6\" morerows=\"4\" rowspan=\"5\"\u003e\u003cp\u003e0.801\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eHigher Secondary\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e5\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eBachelor\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e16\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e15\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eMaster's\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e14\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e9\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eAbove\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e10\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e11\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003cp\u003eConfirmatory factor analysis (CFA) was used to assess the validity and reliability of the research (See Table\u0026nbsp;\u003cspan refid=\"Tab4\" class=\"InternalRef\"\u003e4\u003c/span\u003e). Convergent validity was evaluated through factor loadings, composite reliability, and average variance extracted (Dwivedi et al., \u003cspan citationid=\"CR22\" class=\"CitationRef\"\u003e2013\u003c/span\u003e). The initial stage of item screening was administered with factor analysis. The maximum factor loadings were found to be above 0.70, with a range from .67 to .92; hence, the application of the SEM technique was allowed (Hair, \u003cspan citationid=\"CR27\" class=\"CitationRef\"\u003e2009\u003c/span\u003e). In terms of the reliability examination, it was ascertained that Cronbach's alpha value surpassed .79, indicating a satisfactory level of scale reliability (Babin \u0026amp; Svensson, \u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e2012\u003c/span\u003e; Fornell \u0026amp; Larcker, \u003cspan citationid=\"CR25\" class=\"CitationRef\"\u003e1981\u003c/span\u003e). The composite reliability values for the variables exceeded .86, signifying that the items for all proposed constructs were dependable and effectively represented their respective constructs (Hair, \u003cspan citationid=\"CR27\" class=\"CitationRef\"\u003e2009\u003c/span\u003e; Wu, \u003cspan citationid=\"CR85\" class=\"CitationRef\"\u003e2010\u003c/span\u003e). AVE values exceeding 0.50 indicate convergent validity for the survey instrument (Fornell \u0026amp; Larcker, \u003cspan citationid=\"CR25\" class=\"CitationRef\"\u003e1981\u003c/span\u003e). As per (Smith \u0026amp; Barclay, \u003cspan citationid=\"CR73\" class=\"CitationRef\"\u003e1993\u003c/span\u003e), a substantial square root value of the AVE compared to the correlations across all constructs demonstrates strong convergent validity; thus, the AVE value in the current study aligns with this requirement (See Table\u0026nbsp;\u003cspan refid=\"Tab5\" class=\"InternalRef\"\u003e5\u003c/span\u003e).\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab4\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 4\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eConvergent Validity and Reliability Test\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"6\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c6\" colnum=\"6\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u003cp\u003eConstruct\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003eItems\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\"\u003e\u003cp\u003eFactor Loadings\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c4\"\u003e\u003cp\u003eCronbach's alpha(α)\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c5\"\u003e\u003cp\u003eComposite Reliability\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c6\"\u003e\u003cp\u003eAverage Variance Extracted\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\" morerows=\"2\" rowspan=\"3\"\u003e\u003cp\u003e\u003cb\u003eTI\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eTI1\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.76\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\" morerows=\"2\" rowspan=\"3\"\u003e\u003cp\u003e0.858\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\" morerows=\"2\" rowspan=\"3\"\u003e\u003cp\u003e0.9\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c6\" morerows=\"2\" rowspan=\"3\"\u003e\u003cp\u003e0.644\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eTI2\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.76\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eTI3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.72\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\" morerows=\"2\" rowspan=\"3\"\u003e\u003cp\u003e\u003cb\u003eTR\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eTR2\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.68\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\" morerows=\"2\" rowspan=\"3\"\u003e\u003cp\u003e0.892\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\" morerows=\"2\" rowspan=\"3\"\u003e\u003cp\u003e0.92\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c6\" morerows=\"2\" rowspan=\"3\"\u003e\u003cp\u003e0.698\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eTR3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.67\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eTR4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.72\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\" morerows=\"2\" rowspan=\"3\"\u003e\u003cp\u003e\u003cb\u003eCOM\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eCOM2\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.92\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\" morerows=\"2\" rowspan=\"3\"\u003e\u003cp\u003e0.794\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\" morerows=\"2\" rowspan=\"3\"\u003e\u003cp\u003e0.889\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c6\" morerows=\"2\" rowspan=\"3\"\u003e\u003cp\u003e0.622\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eCOM3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.82\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eCOM5\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.85\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\" morerows=\"2\" rowspan=\"3\"\u003e\u003cp\u003e\u003cb\u003eSD\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eSD2\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.85\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\" morerows=\"2\" rowspan=\"3\"\u003e\u003cp\u003e0.754\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\" morerows=\"2\" rowspan=\"3\"\u003e\u003cp\u003e0.863\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c6\" morerows=\"2\" rowspan=\"3\"\u003e\u003cp\u003e0.566\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eSD3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.84\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eSD5\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.87\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\" morerows=\"2\" rowspan=\"3\"\u003e\u003cp\u003e\u003cb\u003eRS\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eRS2\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.76\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\" morerows=\"2\" rowspan=\"3\"\u003e\u003cp\u003e0.932\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\" morerows=\"2\" rowspan=\"3\"\u003e\u003cp\u003e0.93\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c6\" morerows=\"2\" rowspan=\"3\"\u003e\u003cp\u003e0.728\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eRS4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.78\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eRS5\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.76\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab5\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 5\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eCorrelation, mean and standard deviation, AVE Square root (values on diagonals in bold)\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"8\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c6\" colnum=\"6\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c7\" colnum=\"7\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c8\" colnum=\"8\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u003cp\u003eConstruct\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003eMean\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\"\u003e\u003cp\u003eStd. Deviation\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c4\"\u003e\u003cp\u003eRS\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c5\"\u003e\u003cp\u003eTR\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c6\"\u003e\u003cp\u003eTI\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c7\"\u003e\u003cp\u003eCOM\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c8\"\u003e\u003cp\u003eSD\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eRS\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e3.310\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e1.237\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e\u003cb\u003e0.853\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eTR\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e3.956\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.981\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.012\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e\u003cb\u003e0.835\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eTI\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e3.442\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.996\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.076\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e-0.137*\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e\u003cp\u003e\u003cb\u003e0.803\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c7\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eCOM\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e3.925\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.904\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.085\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e-0.103\u0026dagger;\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e\u003cp\u003e-0.004\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e\u003cb\u003e0.789\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c8\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eSD\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e4.034\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.853\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.029\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e\u003cp\u003e-0.092\u0026dagger;\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e\u003cp\u003e0.012\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c7\"\u003e\u003cp\u003e0.013\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c8\"\u003e\u003cp\u003e\u003cb\u003e0.752\u003c/b\u003e\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003cp\u003eBased on the theoretical framework and existing literature, the path diagram visually represents the hypothesized relationships between the variables (See Fig.\u0026nbsp;\u003cspan refid=\"Fig2\" class=\"InternalRef\"\u003e2\u003c/span\u003e). This path diagram outlines the direct and indirect effects of coordination on service delivery's effectiveness and also depicts how resource sharing influences these relationships as a moderating variable. Each path in the diagram corresponds to a specific hypothesis, which has been tested to assess the strength and direction of the relationships.\u003c/p\u003e\u003cp\u003e\u003c/p\u003e\u003cp\u003eThe model in this study fulfils the requirements for CMIN/DF, NFI, IFI, CFI, RMSEA, GFI, AGFI, and PGFI (See Table\u0026nbsp;\u003cspan refid=\"Tab6\" class=\"InternalRef\"\u003e6\u003c/span\u003e). The CMIN/DF value is 1.293, which is below the approved threshold of 3.00 (Kline, \u003cspan citationid=\"CR44\" class=\"CitationRef\"\u003e2018\u003c/span\u003e). The CFI value is 0.98, the NFI value is 0.94, the IFI value is 0.98, the GFI value is 0.92, and the AGFI value is 0.91. These values were considered acceptable in a prior study by (Schreiber et al., \u003cspan citationid=\"CR72\" class=\"CitationRef\"\u003e2006\u003c/span\u003e). Nevertheless, the results of .027 for RMSEA and .595 for PGFI meet the suggested thresholds of \u0026lt;\u0026thinsp;0.06 and \u0026gt;\u0026thinsp;0.5, respectively (Schermelleh-Engel et al., \u003cspan citationid=\"CR71\" class=\"CitationRef\"\u003e2003\u003c/span\u003e). Based on these statistics, it may be inferred that the indices are compatible with the structural model. The findings from the hypothesis evaluation and path analysis are summarized in Table\u0026nbsp;\u003cspan refid=\"Tab7\" class=\"InternalRef\"\u003e7\u003c/span\u003e. Hypotheses H\u003csub\u003e1\u003c/sub\u003e, H\u003csub\u003e2\u003c/sub\u003e, H\u003csub\u003e4\u003c/sub\u003e, and H\u003csub\u003e5\u003c/sub\u003e were confirmed and approved, while H\u003csub\u003e3\u003c/sub\u003e and H\u003csub\u003e6\u003c/sub\u003e were not accepted. The variables TI (β = ***, p\u0026thinsp;\u0026lt;\u0026thinsp;0.01) and TR (β = ***, p\u0026thinsp;\u0026lt;\u0026thinsp;0.01) demonstrated a positive correlation with SD. Additionally, the variables TI\u0026rarr;SD (β = ***, p\u0026thinsp;\u0026lt;\u0026thinsp;0.01) and TR\u0026rarr;SD (β = ***, p\u0026thinsp;\u0026lt;\u0026thinsp;0.01) revealed a substantial positive link with RS. However, no evidence of a negative relationship was found between COM (β\u0026thinsp;=\u0026thinsp;0.369, p\u0026thinsp;\u0026gt;\u0026thinsp;0.01) and SD, nor between COM\u0026rarr;SD (β\u0026thinsp;=\u0026thinsp;0.058, p\u0026thinsp;\u0026lt;\u0026thinsp;0.01) and RS. Consequently, H\u003csub\u003e3\u003c/sub\u003e and H\u003csub\u003e6\u003c/sub\u003e were considered unacceptable.\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab6\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 6\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eSummary of the Structural Model\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"4\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u003cp\u003eIndices\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003eResult\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\"\u003e\u003cp\u003eCriterion\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c4\"\u003e\u003cp\u003eInterpretation\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eChi-Square/Degree of freedom (CMIN/DF)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e1.293\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eBetween 1 and 3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eExcellent\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eComparative fit index (CFI)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e0.987\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e\u0026gt;\u0026thinsp;0.95\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eExcellent\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eRoot mean square error of approximation (RMSEA)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e0.027\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e\u0026lt;\u0026thinsp;0.06\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eExcellent\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eNormed fit index (NFI)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e0.946\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e\u0026gt;\u0026thinsp;0.9\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eExcellent\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eIncremental Fit Index (IFI)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e0.987\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e\u0026gt;\u0026thinsp;0.9\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eExcellent\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eGoodness-of-fit index (GFI)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e0.928\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e\u0026gt;\u0026thinsp;0.9\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eExcellent\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eAdjusted goodness-of-fit index (AGFI)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e0.917\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e\u0026gt;\u0026thinsp;0.9\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eExcellent\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eParsimony Goodness of fit index (PGFI)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e0.595\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e\u0026gt;\u0026thinsp;0.5\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eExcellent\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab7\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 7\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eHypothesis Evaluation and Path Analysis\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"5\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u003cp\u003eConstructs\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003eHypothesis\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\"\u003e\u003cp\u003ePath coefficient, β\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c4\"\u003e\u003cp\u003eResult\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c5\"\u003e\u003cp\u003eModeration\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eTI\u0026rarr; SD\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eH\u003csub\u003e1\u003c/sub\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e***\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eSignificance\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eTR\u0026rarr;SD\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eH\u003csub\u003e2\u003c/sub\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e***\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eSignificance\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eCOM\u0026rarr;SD\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eH\u003csub\u003e3\u003c/sub\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e0.369\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eInsignificance\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eTI\u0026rarr;RS\u0026rarr;SD\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eH\u003csub\u003e4\u003c/sub\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e***\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003esignificance\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eFull\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eTR\u0026rarr;RS\u0026rarr;SD\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eH\u003csub\u003e5\u003c/sub\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e***\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eSignificance\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eFull\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eCOM\u0026rarr;RS\u0026rarr;SD\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eH\u003csub\u003e6\u003c/sub\u003e\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003e0.058\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eInsignificance\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003ePartial\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003cp\u003e\u003cb\u003eModerating Effect of Resource Sharing\u003c/b\u003e\u003c/p\u003e\u003cp\u003eFigure \u003cspan refid=\"Fig3\" class=\"InternalRef\"\u003e3\u003c/span\u003e illustrates the unstandardized regression coefficients for the independent and dependent variables and the interaction effects of the moderating and independent variables. Hierarchical regression is a valuable tool for evaluating interaction effects because it facilitates researchers to assess the worth of variables based on their fundamental application (Cohen et al., \u003cspan citationid=\"CR18\" class=\"CitationRef\"\u003e2013\u003c/span\u003e). Table\u0026nbsp;\u003cspan refid=\"Tab8\" class=\"InternalRef\"\u003e8\u003c/span\u003e shows the unstandardized regression coefficients for the moderating effect of TI, TR, and COM on RS. The results of the analysis show a significant positive association between RS and TI (β\u0026thinsp;=\u0026thinsp;0.427, p\u0026thinsp;\u0026lt;\u0026thinsp;0.01), RS and TI, TR (β\u0026thinsp;=\u0026thinsp;0.675, p\u0026thinsp;\u0026lt;\u0026thinsp;0.01), and RS and TI, TR, COM (β\u0026thinsp;=\u0026thinsp;0.403, p\u0026thinsp;\u0026lt;\u0026thinsp;0.01). Consequently, hypotheses H\u003csub\u003e4\u003c/sub\u003e, H\u003csub\u003e5\u003c/sub\u003e, and H\u003csub\u003e6\u003c/sub\u003e are deemed acceptable.\u003c/p\u003e\u003cp\u003e\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab8\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 8\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eHierarchical Regression Analysis\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"4\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u003cp\u003eConstructs\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003eModel-1\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\"\u003e\u003cp\u003eModel-2\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c4\"\u003e\u003cp\u003eModel-3\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eTask interdependence (TI) \u0026times; Resource sharing (RS)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e0.427\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eTask interdependence (TI), Trust (TR)\u0026times; Resource sharing (RS)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.675\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eTask interdependence (TI), Trust (TR), Communication (COM), \u0026times;Resource sharing (RS)\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.403\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eF\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e0.631\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.176\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.702\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eR square\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e\u003cp\u003e0.002\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e\u003cp\u003e0.002\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e\u003cp\u003e0.004\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e"},{"header":"5. Discussion","content":"\u003cp\u003eThis study explores the coordination factors that impact the service delivery of city corporations and other development agencies in Bangladesh, focusing on task interdependence, trust, communication, and resource sharing. The study's key findings indicate that task interdependence and trust play a significant positive role in service delivery, while resource sharing influences their relationship. On the other hand, another independent variable -communication - does not affect service delivery in these urban bodies, and no negative relationship was found in the findings. Additionally, the moderating role of resource sharing in communication and service delivery remained inactive.\u003c/p\u003e\u003cp\u003eIt was found through statistical analysis that task interdependence had a strong direct relationship with service delivery, aligning with findings from various prior studies (Kuthyola et al., \u003cspan citationid=\"CR45\" class=\"CitationRef\"\u003e2017\u003c/span\u003e; Stein, \u003cspan citationid=\"CR74\" class=\"CitationRef\"\u003e1996\u003c/span\u003e; Zhang et al., \u003cspan citationid=\"CR89\" class=\"CitationRef\"\u003e2023\u003c/span\u003e). Path coefficients analysis confirmed that trust was favourable to service delivery, consistent with earlier studies (Christensen et al., \u003cspan citationid=\"CR17\" class=\"CitationRef\"\u003e2020\u003c/span\u003e; Herian, \u003cspan citationid=\"CR29\" class=\"CitationRef\"\u003e2014\u003c/span\u003e; Paska \u0026amp; Budnik, \u003cspan citationid=\"CR61\" class=\"CitationRef\"\u003e2023\u003c/span\u003e; Su et al., \u003cspan citationid=\"CR76\" class=\"CitationRef\"\u003e2022b\u003c/span\u003e). However, hypothesis testing and path analysis indicated that communication did not have an impact on service delivery, which contradicts conclusions drawn in numerous empirical studies (Alberts, \u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e2011\u003c/span\u003e; Brown et al., \u003cspan citationid=\"CR14\" class=\"CitationRef\"\u003e2013\u003c/span\u003e; Musenze et al., \u003cspan citationid=\"CR54\" class=\"CitationRef\"\u003e2013\u003c/span\u003e; Борисова et al., \u003cspan citationid=\"CR90\" class=\"CitationRef\"\u003e2022\u003c/span\u003e). The study's key findings indicate that task interdependence and trust play a significant positive role in service delivery, while resource sharing influences their relationship. On the other hand, another independent variable -communication - does not affect service delivery in these urban bodies, and no negative relationship was found in the findings. Additionally, the moderating role of resource sharing in communication and service delivery remained inactive.\u003c/p\u003e\u003cp\u003eModerating effects are observed in the relationship between task interdependence, trust, communication, and service delivery through resource sharing. Firstly, the empirical results from path analysis and hierarchical regression analysis validated the moderating function of resource sharing in relation to task interdependence and service delivery; the finding aligns with prior studies (Crick, \u003cspan citationid=\"CR20\" class=\"CitationRef\"\u003e2019\u003c/span\u003e). Subsequently, results from hierarchical regression analysis, hypothesis testing, and path analysis supported the idea that resource sharing moderates the interaction between trust and service delivery, a finding aligned with some existing studies (Yang et al., \u003cspan citationid=\"CR87\" class=\"CitationRef\"\u003e2023\u003c/span\u003e). However, findings from the literature review indicated that resource sharing favourably moderates the relationship between communication and service delivery. Contradicting previous research, the findings found no significant moderation between resource sharing and communication (Hofmann \u0026amp; Heierhoff, \u003cspan citationid=\"CR31\" class=\"CitationRef\"\u003e2012\u003c/span\u003e). Nevertheless, only hierarchical regression analysis revealed a positive moderating relationship between resource sharing and communication, while this moderating relationship was prevalent collectively with task interdependence and trust (see Table\u0026nbsp;\u003cspan refid=\"Tab8\" class=\"InternalRef\"\u003e8\u003c/span\u003e).\u003c/p\u003e\u003cp\u003eThe first research question inquired about the degree of trust between city corporations and other agencies during service delivery. The statistical findings proved that positive mutual trust exists between the organizations above when providing services to citizens. The second research question sought to measure the reciprocal dependency of these urban bodies on similar service delivery. The findings revealed that task interdependence strongly influences service delivery. Additionally, the study's result demonstrated that communication between city corporations and development organizations has no mentionable impact on service delivery. Because hierarchical decision-making and power dynamics in Bangladeshi governance may reduce the effect of communication on practical service delivery, for instance, a 'top-down' culture might prioritize orders over collaborative communication. Hence, respondents were reluctant to highlight communication as the determinator of the coordination activities between the city corporation and the development organization. The final research question looked into how resource sharing moderates task interdependence, trust, communication, and service delivery: findings disclosed that besides a direct relationship between trust and task interdependence to service delivery, resource sharing could influence their relationship; however, concerning communication and service delivery, resource sharing has no influence. Hence, the study's findings align entirely with the research objectives and questions. One more: the research problem - coordination problems during service delivery of four particular city corporations of Bangladesh - has been numerically proved by this study because its findings pointed out that trust and task interdependence are positively associated with service delivery.\u003c/p\u003e\u003cp\u003eExisting literature indicates that coordination factors are crucial in the services provided to urban citizens across different country contexts. More remarkably, our empirical results demonstrated that mutual trust and task interdependence between city corporations and other development bodies contributed to the success of service delivery in the city corporations of Bangladesh. For the first time, the study revealed that resource sharing \u0026ndash; a moderating variable \u0026ndash; affects the relationship between trust, task interdependence, and service delivery. Regarding the coordination aspect, the concept of TMS refers to sharing resources, information, and memory in a coordinated manner for collective outcomes. Our research findings showed that factors related to the TMS, including trust and task interdependence, influenced how well the Dhaka, Chittagong, and Cumilla city corporations handle their services, especially when working collaboratively with other development agencies. It is statistically demonstrated that service delivery, mainly when numerous organizations provide collective services, can be examined through TMS theory.\u003c/p\u003e"},{"header":"6. Conclusion","content":"\u003cp\u003eThis study's findings offer significant policy and practical implications in Bangladesh's urban governance landscape, which is characterized by institutional fragmentation, resource constraints, and coordination failures. The empirical evidence demonstrates that task interdependence and trust among city corporations and development agencies are crucial in improving service delivery. Notably, the study introduces resource sharing as a key moderating factor that enhances these relationships, a dimension previously underexplored in the Bangladeshi context. The study addresses a critical gap in local governance research by grounding its analysis in the realities of four major city corporations. It provides actionable insights to strengthen inter-agency collaboration, optimize public resources, and improve urban service outcomes across Bangladesh.\u003c/p\u003e"},{"header":"7. Theoretical Contributions and Practical Implications","content":"\u003cp\u003eThis study makes two key theoretical contributions. First, it extends the application of the Transactive Memory System (TMS) theory to the context of urban local governance in a developing country, demonstrating how task interdependence and trust significantly influence service delivery. Second, it introduces resource sharing as a moderating variable within the TMS framework\u0026mdash;an empirical advancement not previously explored in the existing literature\u0026mdash;thereby enriching the understanding of coordination mechanisms in multi-agency urban settings.\u003c/p\u003e\u003cp\u003eThis study offers critical practical implications for urban governance. It highlights the need for city corporations and development agencies to strengthen task interdependence and build mutual trust to enhance service delivery. Additionally, it underscores the critical role of resource sharing as a coordination mechanism, suggesting that institutional frameworks and policies should prioritize shared planning, budgeting, and infrastructure to improve inter-agency collaboration and service outcomes in urban settings.\u003c/p\u003e"},{"header":"8. Limitations and Future Directions","content":"\u003cp\u003eThis study has several limitations. First, it focused only on three TMS theory constructs\u0026mdash;task interdependence, trust, and communication\u0026mdash;excluding other relevant factors like specialization, credibility, and knowledge integration. Second, the findings are based on data from four city corporations, which may not fully represent the diversity of coordination dynamics across all twelve city corporations in Bangladesh. Lastly, the structured questionnaire limited the capture of nuanced perspectives, which could have been enriched through qualitative methods such as interviews or focus groups.\u003c/p\u003e\u003cp\u003eFuture research should consider expanding the theoretical scope by incorporating additional TMS constructs such as specialization, credibility, and knowledge integration to analyze coordination dynamics comprehensively. Broader geographic coverage, including all twelve city corporations or even Pourashavas, would enhance the generalizability of findings across varying urban contexts. Furthermore, adopting mixed-method approaches\u0026mdash;combining surveys with interviews or focus groups\u0026mdash;could yield richer insights into the complexities of inter-organizational coordination and service delivery in urban governance.\u003c/p\u003e"},{"header":"Declarations","content":"\u003cp\u003e\u003cstrong\u003eAuthor\u0026apos;s Contribution\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eMohammed Mahin Uddin prepared the minuscript, and analyzed the data\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eMd. Zia Uddin developed the theoretical and conceptual framework\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eZahedul Islam\u0026nbsp;gathered primary and secondary data and analyzed them.\u003c/p\u003e\n\u003cp\u003eMojammel Hoque gathered primary and secondary data\u003c/p\u003e\n\u003cp\u003eDr Monirul Islam reviewed the minuscript.\u003c/p\u003e\n\u003cp\u003eMohammad Al Amin gathered primary and secondary data\u0026nbsp;\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eResearch ethics and participants\u0026apos; consent\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThe study was based on primary data and strictly complied with ethical standards. Ethical approval was gained from the Comilla University Research Ethics Committee (CoUREC) under the approval number ERC2024-0416. Before the study initiation, all participants were provided with comprehensive information regarding the research aims and the measures implemented to confirm confidentiality and privacy. The participants\u0026apos; identities and any other discernible information were assured to remain confidential. Participants were also apprised of their entitlement to withdraw from the research at any point without the necessity of providing any rationale. Engagement in the study was entirely voluntary, and written informed consent was acquired from each participant before the commencement of the interviews.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eStatement of the funding\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThe study received no specific grant from public, private, or other not-for-profit funding organizations.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eStatement of the author\u0026apos;s interest\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThe authors have declared that they have no conflict of interest.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eStatement of the data availability\u0026nbsp;\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eData will be accessible upon request.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eAcknowledgement\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eWe sincerely acknowledge everyone who supported us in accomplishing this research project effectively. First and foremost, we would like to convey our sincere gratitude to Zahedul Islam and Mojammel Hoque for their teams for their tireless efforts in collecting the extensive data that was required for this study. We express profound gratitude to all the research participants, especially officers of four city corporations and development agencies, for their significant efforts. We are grateful to our co-researchers for their indispensable collaboration and assistance during the research process. We deeply appreciate Professor Dr. Mashiur Rahman\u0026apos;s invaluable guidance and expertise in assuring the content validity of our research questions. Finally, we thank Comilla University and its administrative staff for providing essential resources and support in facilitating this research.\u003c/p\u003e"},{"header":"References","content":"\u003col\u003e\n \u003cli\u003eAfonja, A. F. (2022). 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Marketing communication policy of local authorities as a tool for forming the image of municipal service providers. \u003cem\u003eFinancial and Credit Activity Problems of Theory and Practice\u003c/em\u003e, \u003cem\u003e2\u003c/em\u003e(43), 306\u0026ndash;315.\u003c/li\u003e\n\u003c/ol\u003e"}],"fulltextSource":"","fullText":"","funders":[],"hasAdminPriorityOnWorkflow":false,"hasManuscriptDocX":true,"hasOptedInToPreprint":true,"hasPassedJournalQc":"","hasAnyPriority":false,"hideJournal":true,"highlight":"","institution":"","isAcceptedByJournal":false,"isAuthorSuppliedPdf":false,"isDeskRejected":"","isHiddenFromSearch":false,"isInQc":false,"isInWorkflow":false,"isPdf":false,"isPdfUpToDate":true,"isWithdrawnOrRetracted":false,"journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true},"keywords":"Coordination, City Corporation, TMS, Service Delivery, Resource Sharing, Bangladesh","lastPublishedDoi":"10.21203/rs.3.rs-8123974/v1","lastPublishedDoiUrl":"https://doi.org/10.21203/rs.3.rs-8123974/v1","license":{"name":"CC BY 4.0","url":"https://creativecommons.org/licenses/by/4.0/"},"manuscriptAbstract":"\u003cp\u003eThis scholarly inquiry seeks to understand the coordination challenges that urban local governments in Bangladesh face. The study examines the coordination variables that influence the efficacy of service delivery between city corporations and other developmental organizations within urban areas in Bangladesh. Empirical data was gathered from 384 respondents distributed across four city corporations\u0026mdash;namely, Dhaka North City Corporation, Dhaka South City Corporation, Chattogram City Corporation, and Cumilla City Corporation\u0026mdash;utilizing a purposive sampling technique and structured questionnaire on a five-point Likert scale. Subsequently, a survey questionnaire was disseminated to collect the requisite research data, with the ensuing data analysis conducted through the application of SPSS and AMOS software versions 25 and 21. The findings of this investigation underscore that both task interdependence and trust exhibit a positive correlation with service delivery, while resource sharing functions as a moderating variable in the interplay between task interdependence, trust, and service delivery.\u003c/p\u003e","manuscriptTitle":"Urban Local Government Coordination in Bangladesh with Reference to Four City Corporations","msid":"","msnumber":"","nonDraftVersions":[{"code":1,"date":"2025-11-28 06:11:16","doi":"10.21203/rs.3.rs-8123974/v1","editorialEvents":[{"type":"communityComments","content":0}],"status":"published","journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true}}],"origin":"","ownerIdentity":"b31f6889-4fe8-45c6-8ec2-c75ba4fb93f7","owner":[],"postedDate":"November 28th, 2025","published":true,"recentEditorialEvents":[],"rejectedJournal":[],"revision":"","amendment":"","status":"posted","subjectAreas":[],"tags":[],"updatedAt":"2026-02-09T11:42:13+00:00","versionOfRecord":[],"versionCreatedAt":"2025-11-28 06:11:16","video":"","vorDoi":"","vorDoiUrl":"","workflowStages":[]},"version":"v1","identity":"rs-8123974","journalConfig":"researchsquare"},"__N_SSP":true},"page":"/article/[identity]/[[...version]]","query":{"redirect":"/article/rs-8123974","identity":"rs-8123974","version":["v1"]},"buildId":"8U1c8b4HqxoKbykW_rLl7","isFallback":false,"isExperimentalCompile":false,"dynamicIds":[84888],"gssp":true,"scriptLoader":[]}