DOI: 10.5281/zenodo.

10276552

THE MEDIATING IMPACT OF ARTIFICIAL INTELLIGENCE IN THE

RELATIONSHIP BETWEEN DECISION-MAKING AND CRISIS
MANAGEMENT IN PRIVATE BANKS IN YEMEN

ABDOLKAREEM K. ALSYAGHI
Professor, Faculty of Commerce and Economics- Sana'a University, Yemen. Email: [email protected]
AKRAM M. ALARSHANI
Researcher, Center of Business Administration. Sana'a University, Yemen. Email: [email protected]

Abstract
This article aimed to identify the mediating impact of artificial intelligence (User- Systems- Devices) in the
relationship between decision-making (Quality- Effectiveness- Acceptance) and crisis management (Signal
detection- Preparation/prevention- Containment/Damage limitation- Recovery- Learning) in private banks in
Yemen. To achieve the objectives of the article, a quantitative approach was employed, utilizing both descriptive
and analytical methods. The study population consisted of leaders from private banks in Yemen, specifically those
in their main branches in the capital, Sana'a, holding the following administrative positions: General Manager,
Assistant General Manager, Sector Manager, and Department Manager. Due to the small size of the study
community, the comprehensive survey method was employed, and questionnaires served as the primary tool for
data collection. A total of 239 questionnaires were distributed, and 219 valid questionnaires (92% response rate)
were collected for analysis. Data were analyzed using appropriate statistical methods within the SPSS v26
software, and structural equation modeling (SEM) was applied using Amos v26. The article concluded the
quantitative model achieved a Goodness of Fit Indices (very good) demonstrating the indirect relationship between
decision making and crisis management mediated partially by artificial intelligence. The article presented a
number of recommendations including the following: Paying attention to decision-making by considering its
dimensions (Quality- Effectiveness- Acceptance), with particular emphasis on the quality of decision.
Furthermore, giving importance to artificial intelligence due to its significant role in shaping the future and its
potential impact on the development and advancement of banks. This is crucial considering the influence of
artificial intelligence on all administrative operations and functions, especially given the diverse and numerous
crises faced by banks in the unstable Yemeni environment.
Keywords: Artificial Intelligence, Decision Making, Crisis Management, Yemen.

1.0. INTRODUCTION
In recent decades, with the increase in both natural and man-made disasters, the importance of
crisis management has grown significantly. Historical evidence has shown that well-executed
crisis management tactics can save lives and reduce costs. Numerous academic studies have
provided recommendations for improving crisis management tactics, employing various
methods and theoretical frameworks. Some studies suggest that the effectiveness of crisis
management could be enhanced through effective management team communication and
coordination. However, the existence of a direct link between these factors has not been
demonstrated using sophisticated statistical approaches. (Sahin, 2009)

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A crisis is defined as "a situation that threatens the high-priority goals of the decision-making
unit, restricts the amount of time available before the decision is transformed, and surprises the
members of the decision-making unit by its occurrence" (Hermann, 2013). Public relations
alone will not suffice to manage a crisis; instead, proactive strategies, a culture of prevention,
established readiness, and robust systems for identifying and responding to "weak" warning
signals are required. According to Pauchant and Mitroff (1988), the term crisis can be defined
as "a disruption that physically affects the system as a whole and threatens its basic
assumptions, its subjective sense of self, and its existential core."
Therefore, the objective of crisis management is minimizing the adverse impacts of a
significant crisis event while operating within tight time constraints and with limited resources.
While damage control is the most visible aspect of crisis management, its ultimate purpose
extends far beyond putting out fires. The essential element of effective crisis management lies
in uncovering the hidden opportunities for success that exist within the challenges.
The success of organizations, on the other hand, is determined by the decisions they make
regarding opportunities, threats, and their internal resources and competencies (Blenko et al.,
2010). The quality of the final choice and its implementation sets one organization apart from
many others. An organization's performance is dependent on a variety of aspects in its internal
and external environment (Lyon et al., 2000). Organizations are under intense pressure to act
swiftly and boldly to ensure success in particular marketplaces (Davenport, 2012). However,
these organizations must carefully assess all available options, considering potential risks and
benefits. The decision-making process is further complicated by the influence of various
disciplines such as psychology, economics, sociology, and other management fields. The
assumptions made by can internal (manager) or external (consultant) individuals responsible
for the organization also influence decision-making (Van Riel et al., 2004). Nevertheless, the
uncertain business environment, constant performance demands on managers and
organizations, and the infusion of capital add to the complexity. Making poor judgments can
have costly consequences, potentially leading to business failure due to increased scrutiny from
stakeholders, particularly the market (Saaty, 2008). Recent examples of such failures include
well-known companies like Kodak. Additionally, adverse circumstances that evolve over time,
combined with poor decision-making, can contribute to the collapse of small businesses in
sectors such as real estate and retail can (Prenatt et al., 2015).
In addition, Vroom and Yetton (1973) proposed a leadership model that highlights the social
processes involved in decision-making. Their model specifically addresses the leader's decision
on the extent and manner of subordinate participation in the decision-making process. This
normative model serves as a guide for leaders in making choices that contribute to success
within an organizational context, considering the impact of specific develop behavior or
leadership style on the organization (Erffmeyer, 1983).
Artificial intelligence is currently experiencing rapid expansion, with recent advancements in
technologies such as machine learning, reasoning, planning, and thinking capabilities. It is
extensively utilized in many industries, including healthcare, defense, and transportation
sectors, where automation plays a crucial role. AI proves to be a valuable tool in managing

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both natural and man-made disasters, alongside its applications in other domains. Furthermore,
the involvement of AI agents in organizational decision-making is rapidly increasing. These
agents offer advantages in decision-making processes due to their objectivity, efficiency, and
superior information processing abilities, devoid of human shortcomings like fatigue or self-
interest. Employee perception of artificial intelligence leaders within organizations, however,
can be less positive because to their perceived lack of fairness and justice.
Based on the foregoing, this paper aims to discover the mediating impact of Artificial
Intelligence on the relationship between Decision-making and Crisis Management in private
banks in Yemen.
1.1. Statement of the Problem
For Yemeni private organizations, as well as for Yemeni people and the region as a whole, the
degradation of the private sector in Yemen due to the impact of the 2011 crisis is considered a
significant issue (Brehony, 2015). The private sector in Yemen is reportedly witnessing
deterioration, specifically in the employment, large, small and medium-sized enterprises
(SMEs), product and food prices, and basic services sectors, which has led to severe
consequences. The majority of employees experienced a decrease in income of approximately
20 percent, and unpaid leaves were extended up to 12 weeks. It is estimated that around 15
percent of all private-sector workers and 30 to 40 percent of manufacturing workers lost their
jobs (ILO, 2016; UNDP, 2013). Additionally, the United Nations Development Program
(UNDP) has reported that since March 2015, more than one-quarter (26%) of all organizations
have ceased operations, with the services sector being the most affected, accounting for
approximately 35% of the impact. Based on the size of the businesses, it was found 35% of
medium-sized businesses and 27% of small, privately held businesses were forced to close their
doors, compared to 17% of big businesses and 24% of micro businesses (UNDP, 2015). This
stark evidence highlights the significant impact of the crisis and underscores the need for
enhanced preparedness, particularly among major private enterprises, to effectively address the
crisis.
Economic Studies and Forecasts, a division of the Ministry of Planning and International
Cooperation, stated in 2018 the economic losses in Yemen surpass the average losses
experienced in conflicts within the region and the worldwide. These losses can be attributed
to the war that was accompanied by the closure of some air and land ports, the restriction of
foreign trade movement, the faltering of oil and gas production, which represented the lifeblood
of the national economy, and the complete abrogation of the country's legal system.
Furthermore, there is an acute liquidity crisis in the financial system and the public budget,
which has worsened since 2016. This crisis has resulted in most state employees not receiving
their paychecks and has also led to the failure of public service initiatives and the interruption
of numerous economic projects. According to monthly exchange rate data from the Central
Bank of Yemen (2018), the exchange rate of the dollar in the parallel market witnessed a
remarkable increase from approximately 215 riyals/dollars in March 2015 to 485 riyals/dollars
in April 2018, resulting in a cumulative change rate of 6.125%. This increase was primarily
attributed to factors such as restricted flow, depletion of Yemen's foreign exchange reserves,

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and the subsequent division of the monetary authority. Exchange rate fluctuations increased by
61% between September 2016 and March 2018, compared to 41% between March 2015 and
September 2016, when foreign reserves were exhausted and central bank activities central bank
operations were relocated to Aden. While a recent $2 billion deposit played a crucial in
stabilizing exchange rate volatility, sustaining the benefits of this deposit necessitates
additional donor support, resumption of exports, and the unification of the Central Bank of
Yemen.
Based on the aforementioned rationale and considering these circumstances, there is evidence
to suggest that organizations that possess crisis management plans and respond effectively to
crises are better equipped to withstand crisis situations. Notably, large construction
organizations in Greece that implemented crisis management plans experienced fewer adverse
effects from the crisis and managed to survive (Sfakianaki, Iliadis, &Zafeiris, 2015).
Additionally, as noted by Cronin (2015), organizations in the city center of Bangkok were able
to manage the crisis and carry on with everyday operations throughout the political crisis. This
success can be attributed to the implementation of emergency crisis management strategies.
Additionally, the emergency reaction to the 2004 Madrid bombings and Australia's response to
the 2002 Bali bombings are cited as examples of effective crisis management (Eriksson &
McConnell, 2011).
According to Bowers, Hall, and Srinivasan (2017) and Wooten & James (2008), crisis
management is recognized as a method for containing and minimizing crisis impacts. The
primary objective of crisis management is to minimize the disruption caused by unexpected
incident to an organization's operations (Herbane, 2013; Spillan, Parnell, & de Canolo, 2011).
Additionally, crisis management plays a critical role in preventing financial losses and ensuring
the survival of an organization (Sfakianaki et al., 2015).
Despite the increasing number of empirical studies on crisis management, most of them
(Mostafa, Sheaff, Morris, and Ingham, 2004; Rousaki and Alcott, 2006; Parnell, Koseoglu, and
Spillan, 2010; Ritchie, Bentley, Koruth, and Wang, 2011; Spillan et al., 2011) have focused
primarily on the readiness and preparedness phases of crises rather than crisis management as
a whole. To the researcher's knowledge, since each step of crisis management identifies the
stage at which the crisis is occurring, it highlights the lack of research on crisis management,
especially in Yemeni enterprises.
In crisis situation, it is important to understand the variables that can influence crisis
management. Bhaduri (2019) argued that transformational leadership style is a critical factor
that can enhance crisis management. While their findings can be limited to the context of
natural disaster, it is recommended that future research examine the effects of transformational
leaders in other types of crises. Academic scholars such as Zhang, Jia, and Gu (2012) have
argued that transformational leadership style is the most suitable leadership during the advent
of natural disaster. Furthermore, it was recommended by Cho and Tseng (2009) and Celik et
al. (2016) that transformative leadership styles can be investigated in future cross-cultural
studies of crises. In addition, DuBrin (2013) emphasized that the ideal leadership style for
mitigating the effects of a crisis is transformative leadership. It functions effectively during

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both the post-crisis and imminent crisis stages. The transformational leadership style has been
identified by leadership studies as the most comprehensive and efficient method in a crisis
situation. There are various research studies that claim the existence of additional factors in
place of those mentioned. Alkhawlani (2020) adopted the crisis management model proposed
by Mitroff et al. (1988) and Pearson and Mitroff (1993) to investigate the mediating effect of
decision-making on the relationship between transformational leadership style, organizational
culture, and crisis management. Additionally, the study explored the influence of crisis
communication strategy on crisis management in Yemeni organizations. Other research
attempted to enhance existing crisis management models or to suggest alternative approaches.
Successful crisis management, as argued by Fearn-Banks (2016), incorporates crisis
communication strategies that can that can mitigate or eliminate the crisis, even elevate the
organization's reputation to a higher level than before the crisis occurred. Clear communication
is a fundamental objective during the crisis-management process, as it helps to minimize harm
to the organization, maintain its operations, and repair damage to its reputation (Coombs,
2007).
Based on the discussion above, the issues of the problem have been explained, and the gaps
have been identified. In response to the recommendations of the previous studies, this paper
aims to investigate the mediating impact of Artificial Intelligence on the relationship between
Decision-making and Crisis Management. Additionally, the study will assess the suitability of
the proposed model for enhancing crisis management in private banks in Yemen.
1.2. Questions of the Study
In light of the discussion outlined in the problem statement and previous studies, this paper
aimed to address the following questions:
1. Is there a statistically significant effect of artificial intelligence as a mediating variable
in the relationship of decision-making (quality - effectiveness - acceptance) with crisis
management in private banks in Yemen? This question investigated through the
following sub-questions:
a) Is there a statistically significant effect of artificial intelligence as a mediating
variable in the relationship of the quality of decision-making with crisis
management?
b) Is there a statistically significant effect of artificial intelligence as a mediating
variable in the relationship of the effectiveness of decision-making with crisis
management?
c) Is there a statistically significant effect of artificial intelligence as a mediating
variable in the relationship of the acceptance of decision-making with crisis
management?

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1.3. Objectives of the Paper

The aim of this paper is to test the suitability of the proposed model for enhancing crisis
management in private banks in Yemen. The specific objective is verify the impact of artificial
intelligence as a mediating variable in the relationship of decision-making (quality -
effectiveness - acceptance) and crisis management (signal detection, preparation/prevention,
containment/damage limitation, recovery, learning).Validate the study model by examining the
relationships between decision-making (quality - effectiveness - acceptance) and crisis
management (Signal detection- Preparation/prevention- Containment/Damage limitation-
Recovery- Learning) through structural equation modeling and confirmatory factor analysis.
1.4. Hypotheses of the Paper
There are two opposing streams present, according to earlier investigations. While Banerjee et
al. (2018) claim that AI agents should be used specifically in emergencies due to the fact that
critical decisions require more time to be made by humans and the strength of human decision-
making declines when they are in the state of shock, as it is in crisis situations, therefore they
assert that AI agents should be used in general. Additionally, Polonski (2018) agrees with the
viewpoint asserting that AI is often superior to humans in terms of forecasting (Polonski, 2018).
However, Jarrahi (2018) argues to the contrary, stating that while AI excels in complex
decision-making, humans still outperform intelligent agents in ambiguous and unpredictable
scenarios, which are characteristic of crisis situations. Therefore, Noizet& Weber (2018) found
that it is possible to assess the potential use of AI for decision-making processes in crisis
management by dividing prospective applications for the short-, medium-, and long-term. It
has been found that AI is not now implementable for crisis management decision-making
because to issues with regulatory compliance and trust, as well as a lack of crisis data. In light
of what has already been mentioned, this research proposed that:
H: There is a Statistically Significant Effect of artificial intelligence as a mediating
variable in the relationship of decision-making (quality - effectiveness -
acceptance) with crisis management in private banks in Yemen.
Ha: Artificial intelligence mediates the relationship between the quality of decision-making
and crisis management.
Hb: Artificial intelligence mediates the relationship between the effectiveness of decision-
making and crisis management.
Hc: Artificial intelligence mediates the relationship between the acceptance of decision-
making and crisis management.
1.5. Significance of the Paper
The study's contribution encompasses both theoretical and practical perspectives. From a
theoretical standpoint, this research adds to the existing corpus of knowledge for a number of
reasons. Firstly, it proposes a crisis management model consisting of five phases (Signal
detection, preparation, prevention, containment, damage limitation, recovery, and learning) for
private banks in Yemen. Secondly, it examines the significant impact of crisis management on

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decision-making. Moreover, this study investigates how private banks in Yemen handle
administrative choices (quality, effectiveness, and acceptability) and crises (signal detection,
preparation, prevention, containment, damage limitation, recovery, and learning).
On the other hand, from the practical perspective, the study will assist private banks in Yemen
in promptly manage crisis. Moreover, decision-makers will utilize the information of the study
to implement appropriate communication structures and conduct routine drills. The personnel
team in charge of crisis management will be well-informed and prepared to handle crises on
all fronts.
1.6. Definitions of Terms
1.6.1. Decision-Making: It is the learned habitual response pattern exhibited by an individual
when confronted with a decision situation; it is not a personality trait, but a habit-based
propensity to react in a certain way. (Scott and Bruce, 1995)
Operational Definition: It is the selection of the appropriate alternative, and its
implementation in a timely manner, taking into account the acceptance of those concerned with
this decision through their conscious awareness of the importance of this decision.
1.6.2. Crisis Management: It is an ongoing, integrated, and thorough effort implemented by
organizations with the goal of understanding, preventing, and managing crises with the utmost
efficiency while taking into account the interests of their stakeholders at every stage of their
planning and training activities (Santana, 2004).
Operational Definition: It is an intentional administrative process based on Signal detection,
Preparation/prevention, Containment/Damage limitation, Recovery, and Learning, by
identifying its internal and external causes, and identifying the actors and influencers in it, to
improve methods of dealing with crises in the future.
1.6.3. Artificial intelligence: Russel and Norvig (2016) defined AI as the art of building
robots that carry out tasks that, when carried out by people, need intelligence.
Operational definition: it is the practice of designing machines to carry out tasks requiring
intelligence as reflected by the systems, people, and tools that are employed.
1.7. Literature Review
1.7.1. Crisis management CM
The phrase "CM" is frequently used to describe how an organization handles a crisis. The
definitions of CM that have been presented in the literature on crises and disasters have
multiplied over time and differ substantially in their language use, breadth, and focus (Houben,
2005). JF Kennedy, the president of the United States of America, used the same phrase to
characterize an unprecedented and dangerous scenario in politics during the Cuban Crisis of
1962 (Gleaser, 2006). The field of CM was formally created in 1982 following the successful
treatment of the Johnson and Johnson disaster, which revealed lethal cyanide in the painkiller
Tylenol Extra Strength (Pines, 2000).

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Ineffective crisis management can result in serious harm to stakeholders, financial losses for
an organization, or possibly the failure of that institution (Coombs, 2007). In a similar vein,
crisis management (CM) tries to assist businesses in managing crises and reducing their
detrimental effects (Jaques, 2007; Sfakianaki, Iliadis, &Zafeiris, 2015; Spillan, Parnell, & de
Mayolo, 2011).
Over the past three decades, CM has been extensively studied and described by a wide range
of authors. The term "CM" does not have a single, accepted definition. The definitions that
follow, however, can help one understands what CM is. Gigliotti and Jason (1991) have
described CM as an organization's capacity to respond to emergency situations promptly,
effectively, and efficiently with the goal of minimizing risks to human health and safety,
property loss for the general public or for businesses, and harm to existing or future regular
operations.CM, on the other hand, has been described by Bauchant and Mitroff (1992) as a
dynamic and organized process that comprises stages of prevention, mitigation, readiness,
reaction, and recovery. Similar to this, Kash and Darling (1998) describe crisis management
(CM) as a set of activities or procedures for detecting, analyzing, and forecasting difficulties
related to crises as well as for creating particular strategies that would enable an organization
to avert or manage a crisis. Some authors have described crisis management (CM) as an
integrated, all-encompassing, ongoing effort that organizations actively make in an effort to
first and foremost understand and prevent crises, as well as to successfully manage those that
do occur, while taking into account planning and training at every stage and the interests of
stakeholders (Santana, 2004). CM is a dynamic, ongoing process that comprises both proactive
and reactive measures, according to Ocal, Oral, and Erdis (2006). The goal is to recognize the
issue, react to it, face the situation, and address it.
According to Taneja, Pryor, Sewell, and Recuero (2014), CM is a strategic and tactical
leadership imperative that may have a favorable or bad impact on an organization's or a nation's
competitiveness, as well as its chances of success, survival, and long-term sustainability.
However, there are several ways to define CM.
There are many studies that cast a light on this topic from different directions. Tawwaf and
Alarshani (2021), aimed to identify the importance of crisis management in improving the
effectiveness of administrative decisions by applying to decision-makers in the public
Electricity Corporation. The study employed a descriptive analytical approach, and due to the
small size of the study community, a comprehensive survey method was utilized. The primary
tool for data collection was a questionnaire, and the collected data were analyzed using
appropriate statistical methods within the SPSS program. The study revealed a significant and
strong direct relationship between crisis management and the effectiveness of administrative
decisions. Alkhawlani (2020) looked examined the influence of decision-making on the
relationship between transformational leadership style, organizational culture, and crisis
management as well as the impact of crisis communication strategy in Yemeni firms. The study
used a self-administered questionnaire as its study method and utilized the crisis management
model developed by Mitroff et al. (1988); Peason, Mitroff (1993) and Amos v25's structural
equation modeling analysis of the survey. The results showed that crisis management was

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significantly influenced by decision-making, crisis communication approach, and

transformational leadership style. The outcome also showed that corporate culture and
transformational leadership style both significantly impacted decision-making. Furthermore,
the results showed that decision-making mediated the association between transformational
leadership style, organizational culture and crisis management.
Al-Shamsi sought to determine the effect of strategic leadership on obtaining competitive
supremacy via crisis management through a field study at operating banks in Yemen in the year
2023. All workers in managerial and executive roles at Yemeni banks with a total of 1710
employees comprised the research population. The questionnaire was used to gather the main
data from a stratified random sample of (313) people. The results demonstrated that strategic
leadership with its combined dimensions and crisis management with its combined dimensions
have a direct statistically significant impact on achieving competitive superiority for the study's
banks, as well as a statistically significant impact of both of these factors.
AL-ariki's 'The Impact of Crisis Management on Employees: Performance in Yemeni Oil and
Gas Businesses' (2019), place greater emphasis on the crisis framework, performance, and
crisis teams. AL-ariki investigated the impact of crisis management on employee productivity
specifically in Yemeni oil and gas enterprises. The four elements that make up crisis
management are crisis readiness, crisis prevention, crisis incident management, and post crisis
management. A quantitative approach was taken in the study. Questionnaires were used to
collect the data. According to the study, there is a strong correlation between employee
performance and preparation for, ability to prevent, and ability to handle crises. There is no
meaningful relationship between crisis management and employee performance in terms of
crisis event management and post-crisis performance.
Despite the growing number of empirical studies in crisis management, most of those studies
have focused on the crisis readiness and preparedness phases rather than crisis management
over all (Mostafa, Sheaff, Morris, and Ingham, 2004; Rousaki andAlcott,2006; Parnell,
Koseoglu, and Spillan, 2010; Ritchie, Bentley, Koruth, andWang, 2011; Spillan et al., 2011),
to the researcher’s knowledge, only a few studies have been conducted to examine all crisis
management stage ((Bundy, Pfarrer, Short, &Coombs, 2017; Wilson, Abaja, and Waiganjo,
2012; Zhang and Myers, 2010). Since all stages of crisis management only describe the stage
the crisis is going through, but they do not tell us how to manage the crisis, this limitation
supported the need for further studies in crisis management by (planning - organizing -
directing - following up) that describe how to manage the crisis and shedding light on the lack
of research in crisis management, especially in Yemeni organizations.
1.7.2. Decision Making DM
Mintzberg (1973) defined decision making as a commitment to action. It can also be seen as
the process of deciding between a numbers of options and choosing one course of action over
another (Marakas, 2003; Saaty, 1982). According to Paradice (1991), DM is the end result of
mental processes that choose a plan of action from a large number of possibilities before
making a final decision. Every function at all levels engages in DM, which is a crucial

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component of management. DM is typically used when there is uncertainty, conflicting goals,

a value preference, and a risk-taking mindset.
Making choices is a manager's most crucial task. It is also the most hazardous and difficult. A
poor judgment may irreparably harm a firm and a career since decisions are worth millions of
dollars (Forrester, 2003) (Hammond et al., 2006). More judgments than ever before are
demanded of decision makers today, frequently with little guidance and little time (Capgemini,
2004). The problem of establishing DM capabilities continues to be difficult as DM complexity
rises (Papamichail & Rajarm, 2007).
The five types of DM, according to Scott and Bruce (1995), are logical, intuitive, avoidant,
reliant, and spontaneous. Decisions that are rationally connected to goals or ends are considered
rational. An impartial observer with extensive expertise would also find the chosen option to
be reasonable. To pick the most efficient way of achieving the goals, rationality involves
thought and the weighing of alternatives (Hablemitoglu & Yildirim, 2008). The rational DM
approach places a strong emphasis on the use of models, analytical tools, and decision support
systems. According to Highhouse, et al. (2013), intuitive DM is a synonym for decisiveness.
People who make judgments intuitively do not evaluate all the possibilities and outcomes that
might occur. According to Hosseinzadeh et al. (2014), the dependent style is a sign that DM
lacks both intellectual and practical independence as well as direction on how to defend and
assist others while making decisions. The avoidant DM style is distinguished by a propensity
to withdraw DM or a reluctance to make judgments (Scott & Bruce, 1995). The inclination to
put off making decisions is referred to as an avoidant style (Thunholm, 2004). According to
Scott and Bruce (1995), the spontaneous DM style is characterized by a propensity to make
judgments without taking the time to carefully consider all of the available options.
Lucian L. Visinescu (2013) aimed to analyze the quality of decisions made using business
intelligence (The effect of business intelligence components on the quality of decision making).
The degree of business intelligence utilization, the quality of the information, and the
complexity of the issue area were considered as independent factors. The dependent variable,
captured as decision quality, represents the self-satisfaction of users with a decision made in a
business intelligence environment. A survey of business intelligence users, whose names were
supplied by a marketing firm, was used to test the research methodology. The study discovered
that the concept of business intelligence user experience is more intricate than previously
believed.
Al-Amery, "Credit Information System Development to Rationalize Decision-Making Field
Study: Sample of Yemeni Commercial Banks, 2022" aimed to identify the level of application
of the credit information system factors (the customer, the employees' possession of credit
analysis capabilities, the employees' application of financial analysis tools), the level of
rationalization for decision-making process, and the development of a "proposed vision for the
development of the credit information system to rationalize the decision-making process in
Yemeni commercial banks". Both sorts of descriptive approaches (survey and development)
were employed in the study, along with a variety of instruments. Due to the questionnaire's
constraints, the research population, which consisted of (51), was disseminated via a complete

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enumeration approach to every participant. According to the study, there is a significant direct
correlation between the extent to which Yemeni commercial banks implement the components
of the credit information system as a whole and the rationalization of the decision-making
process.
Al-Ghabri's study (The Impact of Information Technology on Improving Managerial Decision-
Making: A Field Study at Banks Operating in Hodeida, 2020) also sought to ascertain how
information technology affected management choices in the commercial banking industry. The
research community's members' responses to a questionnaire were utilized to collect data as
part of the descriptive analytical technique (124). According to the study, information
technology has a considerable influence on managerial decision-making.
Manuel Edmund Shank supported the connection between decision-making process maturity
and decision-making effectiveness (The Impact of decision making process maturity on
decision making efficiency, 2018). The goal of the theoretical framework and the empirical
results is to develop both the theory and the practice of decision-making. The factors included
internal corporate determinants, decision-making efficiency, and the maturity of the decision-
making process. The research looked at how internal company issues impacted the process of
choosing strategic suppliers. The main findings of this study are consistent with the core tenet
that the decision-making process maturity has a considerable impact on the strategic supplier
selection process decision-making efficiency. The statistical techniques employed provide
compelling evidence in favor of this assertion: the laboratory experiment shows a considerable
association between the maturity of the decision-making process and the economic
effectiveness of the decision-making process, as well as a highly significant relationship
between these two factors. The field study also demonstrates a highly significant association
between the socio-psychological and financial efficiency of the decision-making process and
the maturity of the decision-making process. Surprisingly, the company-internal factors that
were examined such as the manager's education, work history, and incentive programs, did not
have a significant impact on the strategic supplier selection process.
In addition, Amer, Enterprise the Importance of Strategic Vigilance in the Making of Strategic
Decisions in the Yemen Bank for Reconstruction and Development, (2018), seeks to define the
relationship between the strategic vigilance dimensions and strategic decision making as well
as pinpoint the function of strategic vigilance dimensions in that process. The questionnaire
was chosen as the data collection tool provided the basis for the descriptive approach. All of
the personnel in executive positions at the corporate headquarters and all of the (YBRD) offices
in Sana'a were a part of the study community. The study's findings revealed a significant
positive association between strategic decision-making and the combined strategic vigilance
aspects.
Cliff Thomas' an examination of decision making during organizational crisis: a case study of
the 2017 Northern California firestorm, (2019) set out to investigate a phenomenon that is
crucial to reducing crisis-related harm: decision-making. Thomas looked at the interactions
between decision factors and how they affect behaviors and decision-making during crises.
Organizational crises, contextual decision factors, frameworks for making sense of things,

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decision-making techniques, and decision outcomes were the variables. To give a thorough and
detailed description of the main phenomena, the study used a qualitative technique. Findings
from the study suggest that, under some circumstances, organizational crisis decision-making
can be correctly described as a complex adaptive system. The data also indicate a variety of
decision-related factors, such as past experiences, temporal implications, situational control,
group member trust, and decision-maker self-perceptions. The vast majority of the choice
components examined, including the decision-makers beliefs of themselves that were shown
to be relevant. Some of the variables used in the study included academic quality, professors'
connections to industry, student enrollment, research and development, student satisfaction,
position among competitors, new educational technologies, facilities, good services, the best
educational technology, and finances. A qualitative phenomenological exploratory method was
employed in the investigation. The study identified various director behaviors linked to
ambidexterity and risk in DM, and these behaviors are connected to strategy, organizational
performance, and the use of dynamic abilities.
1.7.3. Artificial Intelligence
Artificial intelligence is one of the most recent branches of science and engineering. The phrase
was first used in 1956, when activity started to pick up after World War II. AI is the topic that
is regularly brought up today as the "field I would like to be in" by scientists from various
fields, along with molecular biology. A physics student would fairly believe that Galileo,
Newton, Einstein, and the rest had already claimed all the best concepts. On the other hand,
there are still a few full-time Einstein's and Edison's available in AI. Today, a wide range of
subfields are included under the umbrella term "AI," from the general (learning and perception)
to the specific (playing chess, proving mathematical theorems, writing poetry, navigating a
crowded street, and diagnosing diseases). The early years of artificial intelligence saw several
minor triumphs. It was astounding anytime a computer accomplished anything remotely
brilliant, given the archaic machines and programming tools of the period and the fact that only
a few years previously computers were considered to be entities that could perform arithmetic
sums and nothing more (Russell and Norvig, 2010).
Although the phrase "artificial intelligence" (AI) was first used more than 60 years ago (Pan,
2016), the literature lacks a consensus definition of the concept. The word was first used in
1956 by John McCarthy and other academics to describe "the ability of machines to understand,
think, and learn in a similar way to human beings, indicating the possibility of using computers
to simulate human intelligence" (Russel and Norvig, 2010). The capacity to learn from
experience and adapt to new data are included to this description in more recently published
research (Duan et al., 2019), and algorithms are referred to as the heart of AI (Burgess, 2018).
Over the past 60 years, AI has overcome multiple "winters" (Pan, 2016). The
commercialization of AI is accelerating due to advances in big data, including low-cost,
improved storage, and quick data processing capabilities (Duan et al., 2019; Burgess, 2018),
the significant number of mergers and acquisitions in this space, and the increased demand
outside of academic curiosity brought on by new business goals like intelligent cities or smart
products that require AI (Pan, 2016).

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The question of how trust and fairness perceptions impact turnover intentions through
psychological safety was raised in studies that addressed artificial intelligence and leadership,
such as Patricia Moreira's 'Artificial Intelligence Leadership: How Trust and Fairness
Perceptions Impact Turnover Intentions through Psychological Safety', (2020). The study's
objective was to ascertain how this new leadership approach influenced employees' propensity
to quit their employment. The variables in the study were the dependent variable, which was
turnover intentions, the mediator, which was psychological safety, and the moderator, which
were perceptions of justice and trust. Testimonials about trust and justice can be manipulated.
Due to the study, the leading agent served as a mediator of the former and had a significant
influence on the employees' intentions to quit the firm as well as on their psychological safety.
The results show that these testimonies directly affect psychological safety and indirectly affect
turnover intentions via psychological safety with respect to the moderation of trust and justice
perspectives.
Malin Eriksson and Camran Djoweins' 'Artificial Intelligence's Impact on Management' (2020)
looked at how artificial intelligence (AI) might improve management decision-making and
leadership abilities. Artificial intelligence, decision-making, deep learning, leadership,
leadership philosophies, management, and machine learning were the factors. Due to a research
vacuum identified during a literature analysis, the study focused on how management decision-
making and leadership styles have changed as a result of the employment of AI in the
workplace. According to the study, using AI to make choices will improve their speed and
accuracy provided it is trained on high-quality data.
Syed Asad A. Bokhari and Seunghwan Myeong sought to examine the direct and indirect
connections between artificial intelligence (AI), social innovation (SI), and smart decision-
making (SDM) in their 2022 article, "Use of Artificial Intelligence in Smart Cities for Smart
Decision-Making: A Social Innovation Perspective." Cross-sectional data from South Korea
and Pakistan were gathered for this study utilizing a survey design and survey questionnaires.
Using SPSS multiple regression, 460 respondents from the public and private sectors were
gathered and empirically examined. As expected, the study found that SI had a significant and
beneficial mediating influence on the connection between AI and SDM. Some of the factors
that affect decision-making have already been the topic of research. This study adds to the body
of social science literature by examining the impact of a mediating factor on decision-making.
Because smart decision-making would share the information gathered with entrepreneurs,
businesses, and industries and be advantageous to society and all relevant stakeholders,
including such social innovators, the study's findings will assist local government in developing
smart cities so that social innovations should be taken into account in decision-making. Pia
Weber and Guillaume Noizet (artificial intelligence an approach for decision-making in crisis
management, 2018) aimed: finding out what matters most in crisis management decision-
making processes, determining the capabilities and constraints of human and artificial
intelligences, and determining how artificial intelligence can influence key decision-making
features are the first three goals. Decision-making procedures in an unpredictably brief amount
of time. An interpretivist qualitative method has been used to direct these efforts. Interviews
were conducted with crisis management and consulting professionals as well as AI researchers

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and engineers. Additionally, notes at a symposium on artificial intelligence were collected. As

a result, it has been discovered that making judgments in emergency situations requires both
thoroughness and quickness. The two decision parameters short- and long-term impacts also
required to be included, as evidenced by the empirical findings, because decision-making is
not only about the decision-making process itself, but also about the viability and long-term
implications of judgments made. We established the functions of intuition and reason, as well
as the capabilities and bounds of both human and artificial intelligence. A model for "successful
decision-making in crisis situations" could then be constructed. Finally, the findings
demonstrate that using AI in crisis management has several advantages, creating a high
likelihood that AI will materially alter the situation.

2.0. METHODOLOGY
2.1. Study Design
The purpose of this paper is to investigate the mediating impact of artificial intelligence on the
relationship between decision-making and crisis management in Yemeni private banks, with a
focus on the interaction between exogenous and endogenous variables. Therefore, the
quantitative research is the best technique to explain the connections between measurably
different variables (Sekaran & Bougie, 2016). The quantitative method entails gathering,
analyzing, and interpreting data in order to relate factors brought up by the questions or
hypotheses. More crucially, the quantitative research technique employs accepted
methodologies for statistical testing, validity testing, and reliability testing (Creswell, 2014).
Therefore, this paper applied the quantitative approach because by using the quantitative
approach, studies can examine the significance among and between the study's variables and
are able to generalize the results to the whole population.
2.2. Population and Sample of the Study
The targeted respondents are the employees who are working in private banks in Sana'a which
are 17 banks. These banks are as shown in the next table.
Table 1: Private Banks in Yemen
NO. Bank's Name Establishment Date
1 Saba Islamic Bank 1997
2 Yemen Commercial Bank 1993
3 Arab Bank 1972
4 Rafidain Bank 1982
5 Al-Amal Microfinance Bank 2008
6 Yemen Islamic Bank 1995
7 Shamil Bank of Yemen & Bahrain 2002
8 Al-Kuraimi Microfinance Bank 2010
9 Cooperative and Agricultural Credit Bank 1982
10 Qatar National Bank 2007
11 International Bank of Yemen 1979
12 Tadhamon Bank 1996

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13 Yemen and Gulf Bank 2000

14 Yemen Bank for Reconstruction and Development 1962
15 National Bank of Yemen 1969
16 Yemen Kuwait Bank 1979
17 United Bank Limited 1972
Source: Yemeni Banks Association, https://yemen-yba.com/
The National Bank of Yemen, and Yemen Kuwait Bank refused to cooperate with the
researchers. United Bank Limited does not exist today because it was relocated outside the
capital, Sana'a. The decision was made to solicit responses only from employees of private
banks since this study is concerned with the decision-making that is related to crisis
management in the private banks. Respondents were selected from (General Manager-Assistant
General Manager- Sector Manager-Department Manager.
In the present research, the Comprehensive survey, also known as the Census, was conducted
with a total of 239 participants. As a result, this study followed the recommendation of Byrne
(2013) and Hair et al. (2018), who stated that a sample size of 200 is sufficient for
conducting SEM. To have a proper distribution for sample size, the following table shows the
number of employees occupying the following positions such as General Manager, Assistant
General Manager, Sector Manager and Department Manager in the main branches of private
banks in Sana'a, depending on the banks themselves.
Table 2: Number of Employees in Private Banks in Yemen
General Assistant General Sector Department
NO. Banks
Manager Manager Manager Manager
1 National Bank of Yemen - - - -
2 United Bank Limited - - - -
3 Yemen Commercial Bank 1 2 - 12
4 Arab Bank 1 1 12 -
5 Rafidain Bank 1 - - 4
6 Al-Amal Microfinance Bank 1 2 - 12
7 Saba Islamic Bank 1 2 2 17
8 Yemen Islamic Bank 1 - - 7
Shamil Bank of Yemen &
9 1 2 2 14
Bahrain
10 Al-Kuraimi Microfinance Bank 1 2 - 12
Cooperative and Agricultural
11 1 2 7 33
Credit Bank
Yemen Bank for Reconstruction
12 1 2 2 11
and Development
13 Qatar National Bank 1 - - 5
14 Yemen Kuwait Bank - - - -
15 International Bank of Yemen 1 2 - 27
16 Tadhamon Bank 1 2 2 9
17 Yemen and Gulf Bank 1 1 - 9
Total 14 18 15 184
Total summation 231

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2.3. Instrument of the Study

A survey questionnaire was conducted to collect the data. A questionnaire is a revised set of
inquiries that participants must answer in writing, frequently from a limited set of possibilities.
Typically, questionnaires are designed to collect a lot of quantitative information. They might
be delivered to the respondents through mail, email, or physical delivery. Compared to surveys,
interviews and observations are frequently more expensive and time-consuming, but they also
have a far larger chance of non-response and non-response inaccuracy, Sekaran and Bougie
(2016). On a seven-point Likert scale, these questions in the paper's questionnaire were
evaluated. The survey asked about decision making, crises management, and artificial
intelligence. The questionnaire was divided into four sections which each section of the
questionnaire has its items. The first section focuses on demographic and related information
about respondents consisting of six items including, gender, age, educational qualification,
years of service, job title, and workplace bank. The second section is measuring crisis
management including Signal detection, Preparation/prevention, Containment/Damage
limitation, Recovery, and Learning, while the third section is measuring decision making
that includes quality, effectiveness, and acceptance. The last section is measuring artificial
intelligence that includes user, systems, and devices. All of the measuring items used in the
current paper were taken from 70-item investigations. This paper, however, adopts questions
that have gained a lot of confirmation from other studies.

3.0. FINDINGS AND DISCUSSION

3.1. Respondent Profile
According to Respondent profile, the majority of private banks managers were males with
total number of 182 out of 219 accounting for approximately 83.1% while the rest were female
with only (16.9%). The most common age of the respondents was between 30 and 39 years,
accounting for 51.1% of the participants. This was followed by respondents aged 45 years and
over, which represented 27.9% of the sample. The highest educational level held by top
management of private banks were bachelor degrees, accounting for 64.4% of the individuals.
This was followed by master degrees, (which represented 23.7% of the group. The majority of
respondents have occupations other than those specified. Among these occupations,
Department Manager is the most common, with 173 respondents, representing 79.0% of the
sample. This is followed by Sector Manager, with 26 respondents, representing 11.9%. Among
the respondents who are top managers, the majority of participants (53.40%) have more than
15 years of experience in the banking sector. Additionally, 23.7% of the respondents have
served between 11 and 15 years. This shows that the majority of survey respondents have
employment history and could be considered experienced with crisis situations. According to
workplace affiliation, the most common respondents were from Cooperative and Agricultural
Credit Bank representing 39 respondents or 17.8% of the sample. They were followed by 30
respondents working at International Bank of Yemen representing 13.7%.

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Table 3: Shows Demographic Characteristics of the Respondents

Variables Items Frequency Percentage
Male 182 83.1
Gender Female 37 16.9
Total 219 100.0
Less than 25 years 4 1.8
25- to 34 years 42 19.2
Age 35 to 44 years 112 51.1
45 years and over 61 27.9
Total 219 100.0
Diploma or less 19 8.7
Bachelor's 141 64.4
Academic qualification M.A. 52 23.7
Ph.D. 7 3.2
Total 219 100.0
5 years and less 26 11.9
From 6 to 10 years 24 11.0
Years of service in the
From 11 to 15 years 52 23.7
Banking Sector
More than 15 years 117 53.4
Total 219 100.0
General Manager 3 1.4
Assistant General Manager 17 7.8
Job title Sector Manager 26 11.9
Department Manager 173 79.0
Total 219 100.0
Yemen Islamic Bank 8 3.7
Yemen Commercial Bank 14 6.4
Arab Bank 14 6.4
Yemen and Gulf Bank 10 4.6
Al-Amal Microfinance Bank 14 6.4
Yemen Bank for Reconstruction and Development 14.0 6.4
Tadhamon Bank 14 6.4
Workplace bank Al-Kuraimi Microfinance Bank 13 5.9
International Bank of Yemen 30 13.7
Saba Islamic Bank 22 10.0
Qatar National Bank 5 2.3
Cooperative and Agricultural Credit Bank 39 17.8
Rafidain Bank 5 2.3
Shamil Bank of Yemen & Bahrain 17 7.8
Total 219 100.0

3.2. Alpha Cronbach’s (Reliability Analysis) for Questionnaire Items

The most popular approach, Cronbach's Alpha coefficient, was employed to determine internal
consistency (Sekaran, 2003). Cronbach's Alpha values range from 0 to 1, and a value of 0.6 or
below often denotes internal consistency dependability that is less than excellent (Hair et al.,
2018). Table 4 displays the Cronbach's Alpha coefficient for each of the variables that were
assessed.

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Table 4: Summary Statistics of Reliability Analysis

Constructs Cronbach’s Alpha
Crisis management 0.982
Decision making 0.968
Artificial intelligence 0.953

As explained above in table 4, the result of Cronbach’s Alpha is ranged between 0.953 and
0.982 which are within the recommended value of reliability, according to (Hair et al., 2018).
In addition, the study used correlation coefficients between dimensions and variables, and
between each item of the questionnaire and its variable. For more, the following table 5 shows
the results of the correlation coefficients between dimensions and variables.
Table 5: Correlation Coefficients between Dimensions and Variables
Correlation of Crisis management
Signal Preparation/ Damage Crisis
Dimensions Recovery Learning
Detection Prevention Containment Management
signal detection 1 .885** .867** .801** .744** .916**
preparation/prevention .885** 1 .960** .841** .921** .979**
damage containment .867** .960** 1 .826** .896** .967**
Recovery .801** .841** .826** 1 .852** .914**
Learning .744** .921** .896** .852** 1 .934**
Crisis management .916** .979** .967** .914** .934** 1
Correlation of Decision-making
Dimensions Quality Effectiveness Acceptance Decision-making
Quality 1 .785** .861** .933**
Effectiveness .785** 1 .852** .931**
Acceptance .861** .852** 1 .963**
decision-making .933** .931** .963** 1
Correlation of Artificial intelligence
Dimensions User Systems Devices Artificial intelligence
User 1 .824** .775** .939**
Systems .824** 1 .634** .896**
Devices .775** .634** 1 .896**
artificial intelligence .939** .896** .896** 1
The above table shows that the correlation values between dimensions and variables were at
high values, and all the correlation coefficients of each dimension with its variable are
statistically significant at the level of significance (0.005). This indicates that there is an internal
consistency of the study tool and its validity to measure what it was prepared for.
3.3. Descriptive Analysis
The researcher can have a thorough understanding of how the survey respondents replied to
the questionnaire items by using the descriptive statistic of variable mean and standard
deviation (Sekaran & Bougie, 2010). The predicted range is not exceeded by the values of mean
or standard deviation (Sekaran & Bougie, 2010). The researcher can get a clear sense of how
survey respondents have answered to the survey's questions using the descriptive statistic of

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variable through mean and standard deviation (Sekaran & Bougie, 2010). The descriptive
statistic was used to make sure that the mean and standard deviation of the data was usually as
predicted and that no entries were outside the expected range. To determine the alternatives to
the seven-point Likert scale (lower and upper limits) used in the tool, the range was calculated
through the following:
Range = the difference between the highest value and the lowest value = (7 - 1 = 6)
Then divide the range by the number of alternatives to get the longest category = 6/7 = 0.86
After that, this value of 0.86 is added to the lowest value in the scale (the correct one) to
determine the upper limit for this category. As a result, the length of the categories is adjusted
accordingly, as shown in the following table.
Table 6: The Length of Categories
True limits of the arithmetic mean
Alternative value Verbal indication
Min Max
1 1 1.85 Low**
2 1.86 2.70 Low*
3 2.71 3.55 Low
4 3.56 4.40 Middle
5 4.41 5.25 Strong
6 5.26 6.1 Strong*
7 6.11 7 Strong**
After determining the upper limit for this category and adjusting the length of the categories
accordingly, Table 7 presents the result of descriptive statistics.
Table 7: The Result of Descriptive Statistics
Variables N Mean Std. Deviation
Signal detection 219 5.0 1.29
Preparation/prevention 219 5.06 1.27
Containment/Damage limitation 219 5.01 1.33
Recovery 219 5.14 1.32
Learning 219 5.01 1.33
CM 219 5.04 1.24
Quality 219 5.13 1.26
Effectiveness 219 5.21 1.29
Acceptance 219 5.087 1.29
DM 219 5.14 1.24
User 219 5.17 1.27
Systems 219 4.97 1.25
Devices 219 5.38 1.44
AI 219 5.17 1.24

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According to the results shown in Table 7, all Variables had high means. The AI variable had
the highest mean with a value of 5.17, amongst all other factors and value of 1.24, for standard
deviation. This result of mean suggested that top management of the private banks in Yemen
have highly emphasized and given more attention to the AI. The standard deviation for the AI
variable was 1.24, indicating that the respondents’ ratings of AI had relatively no spread or
dispersion to a certain extent. According to the dimensions of AI, the devices dimension had
the highest mean with a value of 5.38, amongst all other dimensions and value of 1.44, for
standard deviation. On the other hand, the Systems dimension had the lowest mean with a value
of 4.97, above the mid-point of 4.40 amongst all other dimensions and values of 1.24, for
standard deviation.
The next highly rated factor from the perspective of top managers in private banks in Yemen
was DM, with a mean value of 5.14 and a standard deviation value of 1.24. These results show
that mean values of the DM stands is a second highly rated factor acceding the average of
seven-point Likert scale. The standard deviation of the DM was 1.24, which was considered
low value, therefore no spread or dispersion of data. According to the dimensions of DM, the
effectiveness dimension had the highest mean with a value of 5.21, amongst all other
dimensions and value of 1.29, for standard deviation. On the other hand, the acceptance
dimension had the lowest mean with a value of 5.087, amongst all other dimension and value
of 1.29, for standard deviation.
CM exhibits a satisfactory rating index, with mean values of 5.04, and standard deviation of
1.24, as indicated by the statistical results presented in Table 7. The result revealed that the
mean value for this factor suggests that top managers in private banks in Yemen considered the
dimensions of CM crucial to respond to the crisis. In addition, this result indicates that the
senior management of private banks in Yemen has focused heavily and given more attention to
the stages of CM to control the crisis. According to the dimensions of crisis management, the
recovery dimension had the highest mean with a value of 5.14, amongst all other dimensions
and value of 1.32, for standard deviation. However, the Containment/Damage limitation and
learning dimensions had the lowest mean with a value of 5.01, amongst all other dimension
and value of 1.33, for standard deviation.
In conclusion, the results indicated that the participants' evaluation of the variables of the
current study was above average, indicating positive perceptions of the measures being
examined. Furthermore, the outcome demonstrated that all of the standard deviation values for
the variables were adequate. The sample data is more reliable, in particular, if the standard
deviation is smaller than the mean values (Sekaran & Bougie, 2010). The sample data is
therefore significant for achieving the objectives of the current investigation.
3.4. Structural Equation Modeling (SEM)
The structural equation modeling (SEM) technique, as described by Hair et al. (2010), enables
the examination of distinct relationships for each dependent variable within a given set.
According to Byrne (2013), SEM is a multivariate statistical technique used to examine the
direct and indirect routes among exogenous and endogenous latent variables. Many statisticians

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and researchers, like Hair et al. (2010) and Kline (2015), have shown that SEM outperformed
regression when determining the mediating effect of a study variable. Khine (2013) further has
shown how SEM offers explicit estimations of the factors governing error variance.
Measurement error cannot be evaluated or corrected using other multivariate approaches.
Additionally, SEM techniques include both observable and latent (unobserved) variables.
Additionally, SEM can estimate the direct and indirect impacts of study variables and test
models with multivariate linkages (Hair et al., 2010). Moreover, structural equation modeling
(SEM) is becoming a method of preference for theory creation and testing (Hair et al., 2014).
There seems to be consensus in the SEM literature among practitioners and theorists that there
are processes involved in testing SEM models. According to Hair et al. (2018), these processes
are model formulation, identification, estimating, evaluation, and revision.
The confirmatory factor analysis is used to determine latent variables in the model
specification, which is the first stage. Identifying the causal connections between the latent
variables is followed by the definition of the measurement and structural models. The suggested
model, which consists of one exogenous construct (DM) and two endogenous constructs (CM
and AI), served as the basis for the model specification. DM is formulated as an exogenous
construct, while CM and AI are formulated as endogenous constructs. The use of structural
relationships is required to specify the structural model based on the measurement model,
which calls for the use of single-headed arrows for the predicted causal linkages between the
external constructs (DM) and the endogenous constructs (CM and AI). Quality, efficacy, and
acceptability are the three variables used to evaluate the exogenous concept DM. The three
dimensions of users, systems, and devices are used to quantify the endogenous construct AI,
which serves as a mediator variable. Five dimensions are used to quantify the second
endogenous construct, CM, which stands for signal detection, preparation, damage
containment, recovery, and learning.
3.5. Testing the Validity of the Hypothesis
The hypothesis (H) states that there is a statistically significant effect of artificial intelligence
as a mediating variable in the relationship of decision-making quality, effectiveness, and
acceptance with crisis management in private banks in Yemen. The hypothesis has three sub-
hypotheses which are:
H4a: Artificial intelligence mediates the relationship of the quality of decision-making with
crisis management.
H4b: Artificial intelligence mediates the relationship of the effectiveness of decision-making
with crisis management.
H4c: Artificial intelligence mediates the relationship of the acceptance of decision-making
with crisis management.
To verify the validity of the hypothesis, a structural model was made for the relationship
between decision-making and artificial intelligence. Figure 1 and tables 8, 9 explains that:

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Figure 1: The Mediating Model of AI between DM and CM

Table 8: The Fit Result of the Mediating Model of AI between DM and CM
Measurement CMIN/
RMSEA GFI AGFI CFI NFI IFI TLI
indicators df
0.05 to
Level of Acceptable <5 (1.0) (1.0) (1.0) (1.0) (1.0) (1.0)
0.08
Level of Excellence <2 ≤ 0.05 ≥ 0.90 ≥ 0.80 ≥ 0.90 ≥ 0.90 ≥ 0.90 ≥ 0.90
Index Value 2.2 .076 .752 .708 .933 .884 .933 .925

Table 9: Pathways Testing the Mediating Model of AI between DM and CM

(***) Statistically significant at a level of significance less than (0.001)
IDV D.V Estimate ß S.E C.R P Result
DM ----> AI 0.827 .083 9.99 *** Sig
DM ----> CM 0.958 .113 8.5 *** Sig
AI ----> CM .971 .088 11.1 *** Sig

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From the Previous figure and tables, it is conformed that:

1. All indicators of conformity came close to the excellent values, which indicate the
acceptance of the model of the relationship between artificial intelligence and crisis
management.
2. There is a positive impact of decision-making on crisis management in private banks in
Yemen, where the value of (ß) (0.958), the critical ratio (CR) shown in Table 9 has a value
of (8.461), which is a significant value at the level of significance (***), and this confirms
that the effect is statistically significant.
3. There is a positive impact of decision-making on artificial intelligence in private banks in
Yemen, where the value of (ß) (.827), the critical ratio (CR) shown in Table 9 has a value of
(9.986), which is a significant value at the level of significance (***), and this confirms that
the effect is statistically significant.
4. There is a positive impact of artificial intelligence on crisis management in private banks in
Yemen, where the value of (ß) (.971), the critical ratio (CR) shown in Table 9 has a value of
(11.098), which is a significant value at the level of significance (***), and this confirms
that the effect is statistically significant.
To find out the direct and indirect influence between decision-making, crisis management and
artificial intelligence, path analysis was used using the Amos 26v, as shown in the following
figure and table.

Figure 2: Path Analysis Testing the Impact of DM on CM Mediating of AI

Table 10: Results of the Direct and Indirect Effects of Decision-Making in Crisis
Management Mediated by Artificial Intelligence using Path Analysis
IDV DV Direct Effects Indirect Effects Total Effects
Decision making Artificial intelligence .868 .000 .868
Decision making Crisis management .804 .099 .903
Artificial intelligence Crisis management .114 .000 .114

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Based on the preceding table and figure, it is evident that there is a significant effect of decision-
making on crisis management. The effect size increased from .804 to .903, indicating a
substantial increase of .099. This increase in effect can be attributed to the indirect influence of
decision-making on crisis management, mediated by artificial intelligence. Through what is
shown in Figures (1 and 2) and Tables (8, 9, 10), a quantitative model with Goodness of Fit
Indices (very good) was reached that expresses the indirect relationship between decision-
making and crisis management through the partial mediation of artificial intelligence.
Therefore, a quantitative model with Goodness of Fit Indices (very good) was reached that
expresses the indirect relationship between decision-making and crisis management through a
partial mediation of artificial intelligence. This confirms that the effect is statistically
significant, and the hypothesis H is accepted.
The results of this study supported the findings of Banerjee et al. (2018), who suggested that
AI agents should be used specifically in critical situations because "critical decisions need more
time to be made by human" and "decline in the strength of decisions making in humans when
they are in the state of shock" (Banerjee et al., 2018, p. 210). This is because it holds true in
crisis situations. Additionally, Polonski (2018) agrees with this viewpoint, asserting that AI
often outperforms humans in forecasting (Polonski, 2018). Conversely, Jarrahi (2018)
argues that while AI excels in complex decision-making, human beings still outperform smart
agents in ambiguous and uncertain scenarios since, by definition, the human brain is still
superior than AI in these circumstances. Therefore, Noizet & Weber (2018) discovered that by
separating prospective applications for the short-, medium-, and long-term, it is feasible to
estimate the potential use of AI for decision-making processes in crisis management. Due to
concerns regarding trust and regulation, as well as a lack of crisis data, it has been determined
that the implementation of AI for decision-making in crisis management is not currently
feasible.

4.0. RECOMMENDATIONS AND SUGGESTIONS

All the objectives of the current study have been successfully achieved. However, like any
other study, this research is not without limitations. Several limitations of this study are
explained below.
Firstly, in terms of the study's scope, this research focused on analyzing the conceptual
framework for crisis management in private banks in Yemen specifically during the ongoing
crisis. To enhance the generalizability of this study, future research could consider including
individual private banks as separate entities within the study. Furthermore, it is important to
acknowledge that, decision-making, artificial intelligence and crisis management might be
perceived differently within each individual private bank, as these factors can vary across
different organizations. Moreover, the results of this study cannot be generalized in a wider
context across the organizations in Yemen or in the other countries since the data collected for
this study were limited to private banks in Yemen. Different cultures and different educational
environments may furnish different impact of exogenous to endogenous variables. A highly
recommended avenue for further study, particularly within the same sector as this study, would

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be to investigate the same variables from the perspective of subordinates' opinions. This
approach could yield additional insights and potentially uncover different results.
Secondly, in terms of methodology, this study adopted a cross-sectional design. It is important
to note that a cross-sectional approach captures a snapshot of the research variables at a specific
point in time. However, changes in crisis management practices and experiences may vary over
time as leaders accumulate crisis-related knowledge and experience. Moreover, the
questionnaires do not contain qualitative data hence; the interviews of the sampled managers
in the organizations would have improved the study quality to achieve a more comprehensive
overview of the assessed interactions in this research, future research studies should include
both quantitative and qualitative information. This will provide a more holistic understanding
of the topic.
Thirdly, in the context of examining the mediator, this study solely focused on artificial
intelligence as a mediator. It is important to note that other organizational factors or
contingency factors would also play significant mediating roles in the relationship between
decision making and crisis management. Hence, future studies should consider
incorporating other factors as mediators or moderators, such as crisis management strategy or
crisis management communication, in order to provide a more comprehensive analysis. In
addition, studying decision making using Vroom's model with leadership may not yield distinct
results, as Vroom's model already incorporates leadership through the decision making itself.
Also, artificial intelligence was reported to have no indirect effect on crisis management,
therefore, it is recommended to examine artificial intelligence as independent variable which
will enhance knowledge in crisis management field.
Finally, regarding the R-Squared value, the predictors in the study model accounted for 40%
of the total variance in crisis management as an endogenous variable. This implies that the
model can explain 40% of the variance, while the remaining 60% could be attributed to other
factors. Therefore, future studies could consider this recommendation for further exploration.

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