The Impact of Commitment to Apply the Standards of the European
Model of Excellence in Functional Performance: A Case Study of the
Sudanese Electricity Distribution Company
IBRAHIM AHMED ELAMIN ELTAHIR, BADRELDIN MOHAMED AHMED ABDULRAHMAN*,
HAMZA ABDALLAH ABDALRHMAN YAHYA, TARIG OSMAN ABDALLAH HELAL,
ABDERHIM ELSHAZALI YAHIA ABDALLAH, BABIKER ELYASA ELKHALIFA,
SAEED HASSAN ELAAGEB HASAB ELKARIM, OSAMA MOHAMED AHMED ENAD
Department of Business Administration,
Jouf University,
KINGDOM OF SAUDI ARABIA
*Corresponding Author (https://orcid.org/0000-0003-2174-1150)
Abstract: - This study aimed to find out the effect of applying the standards of the European model of
excellence on the functional performance of the Sudanese Electricity Distribution Company Limited (SEDCL)
in Sudan. And come up with results that show the reality of the ability of the Sudanese company to apply this
model, the best standards for applying it, and the standards where there is weakness in applying them. 200
questionnaires were distributed to the respondents, of which only 172 were valid for analysis. They were
retrieved at a retrieval rate of 86%, which is a high response rate that exceeds the acceptable limit of 75%.
There is a weak effect of adherence to the application of the standard (leadership, strategy, partnerships,
resources, personnel, and operations) on the functional performance of the Sudanese Electricity Distribution
Company Limited. The study concluded that the Sudanese company is committed to apply the standards of the
European model, and the commitment to apply the standards (customer results, employee results, community
results, key performance) affects the functional performance of the Sudanese Electricity Distribution Company
Limited. The best model to use (operations, community results, employee results, key results, partnerships, and
resources) in terms of their impact on the Functional performance of the Sudanese Electricity Distribution
Company Limited The study recommends that Sudanese Electricity Distribution Company Limited review the
application of some elements of the European model that have a weak impact on Functional performance (such
as leadership, strategy, employees, and customer results) to achieve the greatest benefit from applying this
model.
Key-Words: - European Model of Excellence, Sudanese Electricity Distribution Co. Ltd, Functional
performance.
Received: July 17, 2022. Revised: May 29, 2023. Accepted: June 28, 2023. Published: July 24, 2023.
1 Introduction
For companies to continue in the business
environment, they should adhere to excellence, [1],
This requires companies to adapt models that enable
them to effectively understand and manage the
needs and expectations of stakeholders through
innovation and continuous improvement, [2], [3],
[4]. In, [5], the authors stated that the stakeholder
approach to business is to create the greatest
possible value for stakeholders without resorting to
trade-offs. One of these models that institutions can
rely on is the European model of excellence, [6],
which is designed to help organizations become
more competitive, [7]. Normally, organizations
operating in the business environment face many
risks and seek to reduce them by taking advantage
of their potential and using a special approach and
tools that help to accurately assess the risks to
achieve excellence, [8].
Many studies have discussed the European
model of excellence. One of these studies, [9],
focused on the main benefits that can be obtained by
construction and engineering when they adopt this
model. The study was conducted on a sample of 100
engineering and construction companies to conclude
them about the application of the European model of
excellence, [10]. It concluded that excellence
depends on balancing and meeting the needs of all
relevant stakeholders (including users, customers,
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Badreldin Mohamed Ahmed Abdulrahman,
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suppliers, and the community at large, as well as
financial stakeholders).
A study in, [11], designed institutional
excellence models as a framework for evaluating
institutions to qualify for awards and to recognize
institutions that achieve high levels of performance.
It offers a self-assessment software tool designed on
the model of excellence, considering the level and
effects of "visible" and "invisible" between the
critical and non-critical factors of the model. It
analyzed the criteria according to influences that
have the highest rate in both empowerment and
outcome levels, [12]. Conducted a comparison
between the Malcolm model, the Australian model
of excellence, and the European model of
excellence. To accomplish the comparison, Toma et
al. obtained information from multiple secondary
sources. They concluded that business excellence
models provide a comprehensive approach to the
continuous improvement of any type of
organization. Thus, the standards used in the models
under comparison emphasize that adherence to them
achieves business excellence and provides key
elements that form the basis of a successful
organization. In a study done by, [13], the authors
stated that they presented the empirical results of
studies that were conducted on 68 Spanish special
teams engaged in the process of implementing the
European Quality Foundation's Quality
Management Excellence Model. The objective of
Gomez et al. is to explore the main obstacles to
apply total quality management in Spanish business.
The results show that the most important obstacles
related to the implementation of the European
model are a lack of time and a lack of material and
financial resources. The structure of barriers in these
groups consists of three groups: behavioral and
cultural barriers, organizational barriers, and
resource barriers. Author, [14], conducted a study
that focused on exploring the management
approaches used in 50 expatriate-run SMEs that are
evaluated and classified according to the eight
concepts of excellence on which the European
Foundation for Excellence in Quality Management
model is based, to determine the focus and extent of
current management practices with the current
policy of the UAE government to issue commercial
licenses that effectively enhance entrepreneurial
opportunities for citizens of the emirate. The
research has found a wide variation in management
methods. The work has highlighted what has, in
many cases, been seen as a conflict between
business planning and mentoring within SMEs in
the UAE. Another study, [15], explored the impact
of business excellence and its values on business in
Croatian business practice. 106 large Croatian
companies employing more than 250 employees
were studied, and the relationship between the
values of work excellence and company
performance is explored. The study tested the
hypothesis that there is a positive and empirically
verifiable relationship between the application of the
concept of business excellence and the commercial
performance of large Croatian companies. The
results show a positive relationship between the
application of the principles of business excellence
and the company's successful performance in
practice, [16], [17]. The implementation of the
EFQM model improves corporate vision, improves
internal efficiency, and improves decision-making.
Attention to the potential of innovation and
investment in human capital and their training in the
short term maximizes results for parties to interests
in the long term. In, [18], the authors stated that the
study conducted on 74 organizations in five Asian
countries to identify the effectiveness of work
excellence for institutions that adopt the European
model indicates that the application of the European
model needs to develop a culture of work
excellence, and this result is consistent with the
outcome of the current study that the researcher
reached that the company, The Sudanese Electricity
Distribution Company, adopted the distinction
model at work, lacking the ability to develop a
culture of excellence at work.
The main objective of this paper is to identify the
impact of the commitment to apply the standards of
the European Model of Excellence in Functional the
study reviewed the intellectual aspects of
management literature regarding the conceptual
framework of the European model of excellence.
then, we have identified the main determinants and
drivers behind the growing interest in applying the
European model of excellence. The study conducted
a field study to measure and determine the impact of
the commitment to apply the European model of
excellence in functioning and noted that most
Sudanese companies generally do not adopt the
model of excellence in their work.
The Sudanese Electricity Distribution Company
is a Sudanese company that adopts a model of
excellence in its work. The question that needs to be
answered in this study is how it is committed to
apply the standards of the European model of
excellence and whether this has an impact on its
functioning. The importance of the study is reflected
in the scarcity of scientific research and studies on
the topic of the European model of excellence in
Sudan. In addition to the Sudan Electricity
Distribution Company's interest in the quality of the
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Badreldin Mohamed Ahmed Abdulrahman,
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work process to maximize the stakeholders'
findings, this study reflects the reality of its
application of European model standards, whether
possible or produced.
The addition of this study to the administrative
literature comes to clarify the reality of the
application of the discrimination model by
companies in the environment of poor countries that
strive to apply it and the extent of their
understanding of the factors of this model. Interest
in applying the European model.
It also comes from a practical application point
of view, in that its results benefit the Sudanese
Electricity Distribution Company Ltd. in
reconsidering its application of this model and
Sudanese companies in applying this model more
effectively to maximize the results achieved from its
application.
2 Literature Review
European model of excellence: The European
Foundation Excellence Model was introduced at the
beginning of 1992 as a framework for evaluating the
applications of the participants of the European
Prize, [19]. The European model of excellence is a
guideline containing several standards and possible
adherence to them, leading to excellence in work,
[20], [21]. Implementation of the model requires a
corporate culture, as a few studies have
demonstrated a strong relationship between
corporate culture and success in implementing the
model, [22]. In, [23], the authors stated that the
model includes nine main criteria classified into two
main groups:
Enablers: These are the factors that the
organization seeks to apply to maximize the results
achieved for the parties and achieve excellence in
work (strategy, leadership, staff, operations,
resources, and partnerships, [24]).
- Leadership: In, [25], the authors stated that
Leadership is responsible for setting the ambitious
policies and objectives of the organization and
implementing strategies to achieve those policies
and objectives. They also stated that the leadership
must maintain the appropriate internal atmosphere
in the organization, encourage employees, inspire a
spirit of enthusiasm, and appreciate their positive
efforts. This standard expresses a set of qualities
that emerge from a person who directs and from
people who accept this guidance in pursuit of
common goals. It is the driving force behind
strategy," people," and "partnerships and resources",
[26].
- People: The human element is one of the most
important resources in the establishment, and its
interaction process leads to the success of other
resources. Satisfaction must be achieved through
activating internal marketing policies to achieve the
competitive advantage of the organization. This
standard reflects the increase in employees'
contributions through their development and
production at work, [27].
- Strategy: This standard expresses all the theses,
methods, and ideas adopted by the company to
achieve excellence in its work, [28].
- Partnerships and resources: Excellence in this
standard is achieved through establishing and
maintaining partnerships with mutual stakeholders,
[29].
- Processes: This standard reflects the functions
performed by the company to convert its inputs into
outputs. stated that excellence is achieved by
understanding all interconnected activities and
managing them systematically, ensuring stakeholder
perceptions, [30].
Results: These are distinct outputs that the
organization seeks to achieve in the following areas:
(employees, customers, community, key results)
through the good exercise of its potential to meet or
exceed the needs and expectations of the
beneficiaries, [31].
- People Results: This criterion reflects the extent to
which the results satisfy the owners, employees, and
suppliers, [32].
- Customers Results: As Desponded, in, [33], the
authors stated that the company needs to take care
of and keep existing and potential customers to
increase its market share. Achieving excellence will
be by achieving their satisfaction through what the
company offers, [34].
- Society Results: Excellence is the organization's
understanding of the requirements of the community
and meeting them, [35].
- Business Results: This standard reflects the
efficiency of an organization's performance by
measuring the quality of a product or service, [36].
Functional performance: consists of productive
performance, marketing performance, employee
performance, financial performance, and
environmental performance, [37].
3 Model and Methodology
To achieve the study's objective, we followed a
descriptive analysis approach, because it was found
to be more appropriate for the data obtained. The
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study community consists of employees of the
Sudanese Electricity Distribution Company Limited,
and a sample of 200 employees from the study
community who are the group responsible for
quality in the company, called the intentional
sample, which is one of the probable samples
chosen by the researcher from the study community
in such a way as to provide equal opportunities in
the choice of all the subjects of the study society
where the distribution was made (200). The number
of (172) forms valid for analysis has been retrieved
at a retrieval rate of 86%. The response rate is
considered high as it exceeds the accepted limit of
75%. The relative rise in responses may be
attributable to continuous follow-up by researchers.
To test the authenticity of the study data
collection tool, the Alfa Kronbach coefficient was
used to measure the consistency of the
determination as to whether any of the phrases of
the clarification have been deleted. The constant
coefficient for each axis was in the range (0.927–
0.970), which is lower or equal to the value of the
alpha-Cronbach coefficient for all axes of the study
(0.975), indicating good stability of the phrases of
resolution's self-honesty coefficient (0.987). It turns
out that most stabilization factors for all dimensions
and grades on the questionnaire axis scale are
greater than 0.60, except for the third hypothesis,
which confirms the suitability of this metric in its
final form to measure the questionnaire axes in the
current research community.
The model has been specified as shown in
(Figure1) below:
Fig. 1: Research Variables
Source: Authors based on, [35], [36], [37], [38].
Study hypotheses:
The study examined the following hypotheses:
- The commitment to apply the leadership standard
affects the functional performance of the
Sudanese Electricity Distribution Company
Limited.
- The commitment to apply the strategy criterion
affects the functional performance of the
Sudanese Electricity Distribution Company
Limited.
- The commitment to apply the standard to workers
affects the functional performance of the
Sudanese Electricity Distribution Company
Limited.
- The commitment to apply the standards of
partnerships and resources affects the functional
performance of the Sudanese Electricity
Distribution Company Limited.
- Commitment to apply the operations standard
affects the functional performance of the
Sudanese Electricity Distribution Company
Limited.
- The commitment to apply the customer results
standard affects the functional performance of
the Sudanese Electricity Distribution Company
Limited.
- The commitment to apply the employee results
standard affects the functional performance of
the Sudanese Electricity Distribution Company
Limited.
- The commitment to apply the community standard
affects the functional performance of the
Sudanese Electricity Distribution Company
Limited.
- The commitment to apply the main performance
standard affects the functional performance of
the Sudanese Electricity Distribution Company
Limited.
4 Field study
In this part, the actual application of (SEDCL)
standards for the European model of excellence was
determined by answering the questionnaire
questions by the respondents, for which the average,
standard deviation, and the (T) test were calculated
for the statements of the questionnaire axes
combined as follows (Table 1):
Leadership
strategy
The workers
Partnerships and
resources
Processes
customer results
Employee results
community results
Functionality performance
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4.1 Questionnaire Dimension Analysis
Table 1. Arithmetic Mean, Standard deviation, and
T. Test
Standard
Deviation
Arithmetic
Mean
Dimension
Statements
.88124
3.9486
Leadership
.78928
3.7500
Strategy
.88750
3.6802
The workers
.73202
3.7820
Partnerships and
resources
.83351
3.6802
Processes
.83809
3.6919
customer results
1.1229
3.5895
Employee results
.91996
3.5698
community
results
.87138
3.7628
Main findings
.75901
3.6752
Functionality
It is clear from the above table that the average
for all phrases is greater than (3), which is the
hypothetical medium referred to in the study,
indicating that the responses of sample individuals
are in the positive direction. The difference between
the larger and smaller standard deviations (1.1229–
.73202) is less than the correct one, indicating that
the responses of sample members are homogeneous
and in the positive direction.
4.2 Results Discussion
The standard of leadership in the functional
performance of the Sudanese company to distribute
electricity (Table 2)
Table 2. Standard of Leadership
Regression
Coefficients
T-test
Sig
𝐵0
1.303
6.805
.000
𝐵1
.601
12.690
.000
(R) .697
𝑅2 .486
The results of the assessment showed that there
is a direct correlation between the application of the
leadership standard and functional performance, as
the value of the simple correlation coefficient was
(.697**) and the value of the determination
coefficient was (.486**). This value indicates that
the leadership standard is one of the capabilities of
the European model of excellence. It contributes
48.6% to the functional performance of the
Sudanese Electricity Distribution Company Ltd.,
which is a contribution less than the mean, and the
effect on the dependent variable may be attributed to
other factors in the model. And that the average
leadership criterion value is 1.303. In view of the
coefficient of the impact of the leadership criterion
on functional performance, it has reached 0.601, and
it affects in a significant and positive way. From the
foregoing, we conclude that the first hypothesis has
been fulfilled.
Influences on the implementation of the
strategic standards for the functioning of the
Swedish company for the distribution of electricity
(Table 3).
Table 3. Implementation of Strategic Standards
Regression
Coefficients
T-test
Sig
𝐵0
1.033
5.372
.000
𝐵1
.704
14.032
.000
(R) .733
𝑅2 .534
The results of the estimation showed that there
is a direct correlation between the application of the
strategic criterion and functional performance,
where the value of the simple correlation coefficient
was (.733**) and the value of the determination
coefficient was (.534**). This value indicates that
the strategy criterion is one of the enablers of the
European model of excellence. It contributes 53.4%
to the functional performance of the Sudanese
Electricity Distribution Company Ltd., which is a
contribution slightly above the average, as the effect
is attributed to the variable dependent on the rest of
the other factors. And that the average value of the
strategy criterion is 1.033. In view of the coefficient
of impact of the strategy criterion on functional
performance, it has reached 0.704 and affects it in a
significant and positive way. From the foregoing,
we conclude that the second hypothesis has been
achieved.
The commitment to apply the standard of workers
affects the functional performance of the Sudanese
Electricity Distribution Company Limited.
Table 4. Standard of Workers
Regression
Coefficients
T-test
Sig
𝐵0
1.279
7.945
.000
𝐵1
.651
15.317
.000
(R) .761
𝑅2 .580
The results of the estimation showed in Table 4
that there is a direct correlation between applying
the standard to workers and functional performance,
where the value of the simple correlation coefficient
was (.761**) and the value of the coefficient of
determination was (**.580). This value indicates
that the standard of workers is one of the enablers of
the European model of excellence. Contributes 58%
to the functional performance of the Sudanese
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Electricity Distribution Company Ltd. The average
value of the worker's standard is 1.279, and since
the coefficient of the impact of the worker's standard
on functional performance has reached (0.651) and
affects in a significant and positive way, from the
foregoing we conclude that the third hypothesis has
been achieved.
The commitment to apply the standard of
partnerships and resources affects the functional
performance of the Sudanese Electricity
Distribution Company Ltd (Table 5).
Table 5. Standard of Partnerships
Regression
Coefficients
T-test
Sig
𝐵0
.568
3.040
.000
𝐵1
.822
16.931
.000
(R) .792
𝑅2 .628
The results of the estimation showed that there
is a direct correlation between applying the
standard of partnerships and resources and
functional performance, where the value of the
simple correlation coefficient was (.729**), and the
value of the coefficient of determination was
(**.628). This value indicates that the standard of
partnerships and resources contributes by 62.8%.
The functional performance of the Sudanese
Electricity Distribution Company Ltd. is considered
a good contribution, while the effect is attributed to
the rest of the other factors in the model. And that
the average value of the partnerships and resources
criterion is .568. In view of the coefficient of the
impact of the partnerships and resources criterion on
functional performance, it has reached (0.822), and
it affects in a significant and positive way. From the
foregoing, we conclude that the fourth hypothesis
has been fulfilled.
The obligation to apply the operations standard
affects the functional performance of the Sudanese
Electricity Distribution Company Limited (Table 6).
Table 6. Operations Standard
Regression
Coefficients
T-test
Sig
𝐵0
.737
5.816
.000
𝐵1
.798
23.754
.000
(R) .877a
𝑅2 .768
The results of the estimation showed that there
is a direct correlation between the application of the
operations criterion and functional performance,
where the value of the simple correlation coefficient
was (.877**) and the value of the determination
coefficient was (.768**). This value indicates that
the operations criterion is one of the enablers of the
European model of excellence. It contributes 76.8%
to the functional performance of the Sudanese
Electricity Distribution Company Ltd., which is a
high percentage compared to all the rest of the
model criteria. And that the average of the
operations standard has a value of.737, and because
the coefficient of the effect of the operations
standard on functional performance has reached
0.798 and affects in a significant and positive way,
from the foregoing we conclude that the fifth
hypothesis has been achieved.
The commitment to apply the customer
results standard affects the functional performance
of the Sudanese Electricity Distribution Company
Limited (Table 7).
Table 7. Customer Standard
Regression
Coefficients
T-test
Sig
𝐵0
1.101
6.562
.000
𝐵1
.697
15.729
.000
(R) .770
𝑅2 .593
The results of the estimation showed that there
is a direct correlation between the application of the
customer results in standard and functional
performance, as the value of the simple correlation
coefficient was (.770**) and the value of the
determination coefficient was (.593**). This value
indicates that the customer results standard is one of
the results indicators. The European model of
excellence contributes 59.3% to the functional
performance of the Sudanese Electricity
Distribution Company Ltd. And the average value
of the customer results in standard is 1.101. In view
of the coefficient of the effect of the customer
results standard on functional performance, it has
reached (0.697), and it affects in a significant and
positive way. From the foregoing, we conclude that
the sixth hypothesis has been achieved.
The commitment to apply the standard of
employee results affects the functional performance
of the Sudanese Electricity Distribution Company
Ltd (Table 8).
Table 8. Standard of Employee
Regression
Coefficients
T-test
Sig
𝐵0
2.125
14.159
.000
𝐵1
.432
10.816
.000
(R) .638
𝑅2 .408
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The results of the assessment showed that there
is a direct correlation between the application of the
employee results standard and functional
performance, where the value of the simple
correlation coefficient was (.638**), and the value
of the determination coefficient was (.408*). This
value indicates that the employee results standard as
one of the indicators of the results of the model
European Excellence contributes by 40.8% to the
functional performance of the Sudanese Electricity
Distribution Company Ltd., which is a lesser
contribution than the mean in the dependent
variable, while the effect is attributed by a greater
percentage to other factors in the model. And that
the average of the employee results in standard is
2.125, and in view of the coefficient of the impact of
the standard of operations results on functional
performance has reached (0.432) and affects in a
significant and positive way, from the foregoing we
conclude that the seventh hypothesis has been
achieved.
The commitment to apply the community
results in standards affects the functional
performance of the Sudanese Electricity
Distribution Company Ltd (Table 9).
Table 9. Community Standards
Regression
Coefficients
T-test
Sig
𝐵0
1.191
9.506
.000
𝐵1
.696
20.463
.000
(R) .843
𝑅2 .711
The results of the assessment showed that there
is a direct correlation between the application of the
community results in standard and functional
performance, as the value of the simple correlation
coefficient was (.843**) and the value of the
determination coefficient was (.711**). This value
indicates that the community results standard is one
of the indicators of the results. The European model
of excellence contributes 71.1% to the functional
performance of the Sudanese Electricity
Distribution Company Ltd. And that the average
value of the community results standard is 1.191
and given the coefficient of the impact of the
community results standard on functional
performance has reached (0.696) and affects in a
significant and direct way, from the foregoing we
conclude that the eighth hypothesis has been
achieved.
The commitment to apply the main performance
standard affects the functional performance of the
Sudanese Electricity Distribution Company Ltd
(Table 10).
Table 10. Main Performance Standard
Regression
Coefficients
T-test
Sig
𝐵0
.872
6.523
.000
𝐵1
.745
21.525
.000
(R) .855a
𝑅2 .732
The estimation results showed that there is a
direct correlation between the application of the
main results of the criterion and function
performance, as the value of the simple correlation
coefficient was (.855**) and the value of the
determination coefficient was (.732*). This value
indicates that the main result criterion is one of the
result indicators. The European model of excellence
contributes 73.2% to the functional performance of
the Sudanese Electricity Distribution Company Ltd.,
which is a good indicator of the reality of applying
this standard compared to the other standards in the
model that have been discussed. And that the
average of the workers' standardized results is
valued at.872. In view of the coefficient of the
impact of the main results standard on functional
performance, it has reached 0.745, and it affects in a
significant and positive way. From the foregoing,
we conclude that the ninth hypothesis has been
fulfilled (Table 11).
Table 11. Functional Performance
Durbin
Watson
Value
Modified
Correlation
Coefficient
Correlation
Coefficient
Models
-
.767
.877a
Operations and
Functionality
Performance
-
.843
.919b
(Processes and
community
outcomes) and
Functionality
performance
-
.861
.929c
(Operations,
community results,
and employee results)
and Functionality
performance
-
.868
.933d
(Operations,
community results,
employee results, and
main results) and
Functionality
performance
1.910
.873
.936e
(Operations,
community results,
employee results, key
results, partnerships,
and resources) and
Functionality
performance
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Gradual regression was used by entering and
removing the variables automatically to obtain the
best gradual regression model based on the value of
the correlation coefficient and the adjusted
correlation coefficient obtained when the
independent variables (operations, community
outcomes, employee outcomes, main results,
partnerships, and resources) were introduced as
explanatory variables and Functional performance
as a dependent variable. Thus, we find that the
criteria of the European model of excellence in the
Sudanese Electricity Distribution Company Ltd.
give the best results when introducing the variables
(operations, community results, employee results,
main results, partnerships, and resources) where
non-influencing variables were excluded within the
progressive model (leadership, strategy, employees).
customer results). Although the measurement of
each of these criteria individually had an effect and
the hypotheses were validated, from a scientific
point of view, excluding these criteria from the
gradual decline due to their inability to affect the
functional performance of the company is an
indication of the weak application of the European
model, as it became clear that the company's
leadership is not ambitious. And it does not have an
insightful vision that raises the contribution of
applying this criterion by adopting fixed goals that
can contribute a high contribution with the rest of
the other criteria elements, as well as the weakness
of the contribution of the strategy criterion after
measuring the gradual regression, which shows the
presence of inaccuracy in determining the vision of
the future to be achieved, also the lack of influence.
The contribution of the workers' criterion after
measuring the gradual regression, which means that
the workers' contribution through their development
and production at work is weak, are points that show
that the application of the European Excellence
Model in it was not applied in an ideal way in three
of the possibilities and a criterion of results that
relates to the results of customers that reflect their
satisfaction with the company. Therefore, it is
expected that if this study is applied to other
companies in Sudan, it may give similar results, due
to the weakness of the capabilities in Sudan, as a
poor country suffering from war. These results may
differ if applied to companies in other countries
whose environment may differ from that of
Sudanese companies.
5 Findings and Recommendations
1. There is an effect of commitment to apply the
possible standards of the European model on the
functional performance of the Sudanese Electricity
Distribution Company Limited.
2. Commitment to apply the results criteria of the
model (customer results, employee results,
community results, key performance) affects the
functional performance of the Sudanese Electricity
Distribution Company Limited.
3. The best model to be used (operations,
community results, employee results, key results,
partnerships, and resources) and functional
performance.
4. Some elements of the European model (strategic
leadership, employees, and customer results) affect
the functional performance of the Sudanese
Electricity Distribution Company Limited.
The study recommends that the Sudanese Electricity
Distribution Company Ltd. review the application of
some elements of the European model, such as
(leadership, strategy, employees, and customer
results) to achieve the greatest benefit from the
application of this model.
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Contribution of Individual Authors to the
Creation of a Scientific Article (Ghostwriting
Policy)
The authors equally contributed to the present
research, at all stages from the formulation of the
problem to the final findings and solution.
Sources of Funding for Research Presented in a
Scientific Article or Scientific Article Itself
No funding was received for conducting this study.
Conflict of Interest
The authors have no conflicts of interest to declare
that are relevant to the content of this article.
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WSEAS TRANSACTIONS on COMPUTER RESEARCH
DOI: 10.37394/232018.2023.11.17
Ibrahim Ahmed Elamin Eltahir .
Badreldin Mohamed Ahmed Abdulrahman,
Hamza Abdallah Abdalrhman Yahya et al
E-ISSN: 2415-1521
198
Volume 11, 2023