Abstract
Background: Strategic human resource management (SHRM) is central to improving organisational performance by aligning HR practices with business goals. In today’s competitive environment, SHRM drives employee engagement, talent retention and productivity. Despite growing interest, how employees themselves experience and evaluate SHRM in Saudi small- and medium-sized enterprises (SMEs) remains underexplored.
Aim: To examine the impact of SHRM practices on organisational performance in Saudi Arabian SMEs from the employee perspective, within the context of Saudi Vision 2030.
Setting: A stratified sample of 300 employees across Saudi Arabian SMEs in Riyadh, Jeddah and Dammam, representing multiple industries.
Method: A quantitative survey design was employed using validated scales (Job Satisfaction Survey and Utrecht Work Engagement Scale). Data were analysed using Pearson correlation, chi-square tests, multiple regression and structural equation modelling.
Results: SHRM practices were significantly and positively associated with employee performance (r = 0.752, p < 0.001), job satisfaction (r = 0.624, p < 0.01) and financial performance indicators. Compensation satisfaction showed a non-significant direct effect (p = 0.918), interpreted through Saudi cultural values prioritising non-monetary recognition.
Conclusion: This study provides employee-level empirical evidence that SHRM practices drive performance outcomes in Saudi Arabian SMEs. Findings offer actionable guidance aligned with Vision 2030 objectives and contribute to contextual HRM theory.
Contribution: This study contributes employee-level evidence of SHRM–performance linkages in Saudi Arabian SMEs, extends contextual HRM theory by demonstrating the cultural contingency of compensation practices in emerging-economy settings and operationalises RBV, HCT and Contingency Theory within a single integrated empirical design.
Keywords: strategic human resource management; organisational performance; Saudi Arabian SMEs; employee engagement; Vision 2030; resource-based view.
Introduction
Small- and medium-sized enterprises (SMEs) constitute the backbone of Saudi Arabia’s economy, accounting for over 99% of registered businesses and contributing significantly to the national gross domestic product (GDP). As the Kingdom pursues the ambitious targets of Vision 2030, including raising the private sector’s GDP contribution to 65%, SMEs face mounting pressure to develop a competitive advantage through strategic, rather than administrative, management of human resources. Yet how employees within these firms actually experience and evaluate strategic human resource management (SHRM) practices remains poorly understood (De Miranda Castro et al. 2020).
The existing SHRM–performance literature is predominantly anchored in large Western firms (Combs et al. 2006; Wright & McMahan 2011). Applying this literature to Saudi Arabian SMEs, however, reveals several important contextual mismatches. Small and medium-sized enterprises typically lack the resources to build elaborate human resource (HR) systems, which makes it difficult to apply prescriptions derived from large-firm research (Naz, Aftab & Awais 2016). Saudi Arabia’s workplace culture, which is shaped by hierarchical norms, collectivist values, and a strong religious work ethic, also means that employees experience HR practices quite differently from their counterparts in Western settings (Abdalkrim 2012; Cherif 2020). Finally, Vision 2030 has fundamentally altered the regulatory and economic landscape, placing new demands on talent development and organisational capability within the private sector (Putra et al. 2024).
Given all of this, it is surprising how little research has directly examined how Saudi SME employees perceive their organisations’ HR practices. Most existing work relies on managerial assessments or firm-level data; employee voice, arguably the most direct measure of whether HR practices are actually working, is largely missing from this literature (Guest 2011; Otoo 2019). This study aims to address that gap.
Drawing on the Resource-Based View (RBV) (Barney 1991), Human Capital Theory (HCT) (Becker 1964), and Contingency Theory (Fiedler 1964), this article examines three SHRM practice domains (talent management, performance management, and compensation and work–life balance) and their relationship to organisational performance in Saudi Arabian SMEs. Importantly, each of these frameworks plays an active role in the study design, the choice of measures, and the interpretation of findings (see Figure 1 and ‘Results’).
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FIGURE 1: Conceptual model: Strategic human resource management practices, employee perceptions, and organisational performance. |
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The specific research objectives are:
- To examine employee perceptions of the effectiveness of SHRM practices in Saudi Arabian SMEs.
- To assess the perceived effect of SHRM practices on job satisfaction and employee performance.
- To investigate the relationship between SHRM practices and organisational performance indicators (productivity, turnover rates, and financial performance).
Literature review
Theoretical framework
The study draws on three theoretical traditions that are particularly well-suited to explaining how HR practices influence employee and organisational outcomes.
Resource-based view: Barney’s (1991) RBV posits that sustained competitive advantage arises from resources that are valuable, rare, inimitable, and non-substitutable (VRIN). Human capital, encompassing skills, knowledge, and commitment, represents a classic example of a VRIN resource. Strategic human resource management practices operationalise the RBV by systematically building and deploying human capital. In the context of Saudi SMEs, where financial and technological resources are often limited, human capital represents a primary differentiator (Abdalkrim 2012; Al-Tit et al. 2022). This logic directly informs Hypotheses 1 and 2 of this study, which predict that SHRM practices will enhance employee performance and job satisfaction.
Human capital theory: Becker (1964) established that investment in education and training increases the productive capacity of workers, yielding returns to both individuals and organisations. In the SHRM context, HCT supports the expectation that talent development, performance management, and learning opportunities translate into higher individual performance and organisational output (Brian & Mark 2006). This theoretical expectation is operationalised through Hypotheses 3 and 4, which examine talent management and performance management as predictors of organisational success.
Contingency theory: Fiedler (1964) and subsequent scholars argue that the effectiveness of management practices is contingent upon situational factors. Applied to SHRM, this implies that HR practices must be aligned with the organisation’s strategic context, size, sector, and cultural environment to produce intended outcomes. Saudi Arabia’s hierarchical organisational culture, diverse expatriate workforce, and Vision 2030-driven transformation create a distinctive contingency context (Alotaibi & Aloud 2023). This is reflected in Hypothesis 5, which anticipates that compensation practices, which tend to be effective in Western settings, may have a weaker effect in a culture where non-monetary recognition is more salient.
Conceptual review of strategic human resource management constructs
Strategic human resource management encompasses HR practices deliberately configured to support an organisation’s strategic objectives (Wright & McMahan 2011). Three constructs are central to this study, each reflecting a well-established dimension of SHRM practice:
Talent management: Talent management integrates recruitment, selection, onboarding, and succession planning into a coherent system to attract and retain high-performing employees (Aburumman et al. 2020). In resource-constrained SMEs, talent management is particularly critical because the loss of even a small number of key employees can disproportionately affect performance (Naz et al. 2016).
Performance management: Performance management encompasses goal setting, appraisal, feedback, and reward systems designed to align individual behaviour with organisational strategy (Al-Ayed 2019). Effective performance management communicates expectations, motivates employees, and provides developmental feedback, all of which contribute to employee satisfaction and productivity.
Compensation and work–life balance: Compensation practices encompass base pay, benefits, and non-financial rewards. Work–life balance policies, such as flexible working and remote work arrangements, are increasingly recognised as components of the total reward package (Mira, Choong & Thim 2019). In Saudi Arabia, where cultural values emphasise family, respect, and belonging, non-monetary dimensions of reward may carry particular salience (Cherif 2020).
Empirical evidence on strategic human resource management and organisational performance
Empirical research consistently demonstrates positive relationships between SHRM practices and organisational performance. Combs et al.’s (2006) landmark meta-analysis of 92 studies found that high-performance work systems, encompassing selective staffing, training, and incentive compensation, were positively associated with operational and financial outcomes (r = 0.20, p < 0.01). Wright and McMahan (2011) extended this evidence to argue that the SHRM–performance relationship operates through the development of human capital capabilities.
At the individual level, Guest (2011) demonstrated that employees who perceive HR practices as fair, consistent, and supportive report significantly higher job satisfaction and organisational commitment. This employee-level pathway, from HR practice perception to job satisfaction to performance, is particularly relevant to the present study’s employee-perception focus.
More recent work has examined SHRM in non-Western and SME contexts. Amjad et al. (2021) found that strategic HR practices significantly predicted organisational sustainability in Pakistani manufacturing SMEs. De Miranda Castro et al. (2020) identified implementation gaps between intended and enacted SHRM practices in Brazilian firms, highlighting the importance of employee perception as a moderating variable. Anwar and Abdullah (2021) confirmed positive human resource management (HRM)–performance linkages in emerging market firms. However, empirical studies specifically addressing Saudi Arabian SMEs from an employee perspective remain limited.
Strategic human resource management in Saudi Arabian small and medium-sized enterprises: Challenges and opportunities
Saudi Arabian SMEs operate within a distinctive environment shaped by three forces: (1) resource constraints that limit HR formalisation; (2) cultural values, including deference to authority, collectivism, and an emphasis on loyalty, that shape employee expectations of HR practices; and (3) Vision 2030’s mandate to develop human capital, diversify the economy, and increase private sector participation (Alotaibi & Aloud 2023; Putra et al. 2024).
Research has emphasised the need for culturally responsive HR practices in Saudi SMEs that balance adherence to local norms with the innovation demands of a modernising economy. Al-Tit (2016) found that knowledge management mediates the HRM–performance relationship in Jordanian firms, suggesting that similar mediation mechanisms may operate in Saudi Arabia. Cherif (2020) documented that organisational commitment in Saudi banking sector employees was significantly predicted by perceived HR practice quality, underscoring the importance of the employee-perception lens.
Research gap and hypothesis development
The foregoing review identifies a clear research gap: while the SHRM–performance relationship is well established in large Western firms, evidence from employees’ perspectives within Saudi Arabian SMEs is sparse. Existing Saudi studies tend to focus on managerial perceptions (Al-Ayed 2019) or large organisations (Abdalkrim 2012; Cherif 2020), leaving the employee experience of SHRM in SMEs largely unexamined.
Building on the theoretical frameworks and empirical evidence reviewed above, this study proposes the following hypotheses:
H1: Strategic human resource management practices are positively associated with employee performance in Saudi Arabian SMEs.
H2: Strategic human resource management practices are positively associated with job satisfaction in Saudi Arabian SMEs.
H3: Talent management practices are positively associated with organisational performance indicators.
H4: Performance management practices are positively associated with organisational success.
H5: Compensation and work–life balance practices are associated with reduced turnover rates.
Methods
Research design
This study adopted a cross-sectional quantitative survey design to examine the relationships between SHRM practices and organisational performance outcomes in Saudi Arabian SMEs. The quantitative approach was selected because it enables systematic measurement of employee perceptions across a diverse sample and supports hypothesis testing through inferential statistics (Anwar & Abdullah 2021; Combs et al. 2006).
Measures and instruments
The questionnaire was organised into five sections: Section 1 collected demographic data (age, gender, education, tenure, industry). Section 2 measured SHRM practices using items adapted from Al-Tit et al. (2022), covering talent management, performance management, and compensation and work–life balance, constructs that have been validated across multiple SHRM studies (Otoo 2019; Wright & McMahan 2011). Section 3 assessed employee perceptions of SHRM effectiveness, fairness, and transparency. Section 4 measured job satisfaction using the Job Satisfaction Survey (JSS) (Spector 1985), a widely validated 36-item instrument used in HRM research globally (Javed et al. 2019; Mira et al. 2019), and work engagement using the Utrecht Work Engagement Scale (UWES) (Schaufeli et al. 2002), a 17-item instrument with established reliability and construct validity. Section 5 assessed perceived organisational performance (productivity, innovation, financial health).
All items were measured on a five-point Likert scale (1 = Strongly Disagree; 5 = Strongly Agree). The instrument was pilot tested with 30 employees across three SMEs; Cronbach’s alpha values exceeded 0.70 for all scales prior to full deployment.
Sampling and data collection
A stratified random sampling strategy was used to ensure the sample captured variation across industry sectors, firm sizes, and geographic locations (Riyadh, Jeddah, and Dammam, the three principal commercial centres of Saudi Arabia). The target sample of 300 completed responses was determined based on the requirements of structural equation modelling (SEM) and regression analysis, in line with precedent in SHRM survey research (Amjad et al. 2021; Combs et al. 2006).
Questionnaires were distributed electronically via email and survey platforms. Paper-based alternatives were provided where digital access was limited. Anonymity was assured to encourage candid responses. A total of 300 usable responses were collected.
Common method bias
Given that predictor and outcome variables were collected from the same respondents at the same point in time, common method bias (CMB) is a potential concern (Podsakoff et al. 2003). Several procedural steps were taken to reduce this risk: responses were anonymous, predictor and outcome items were separated within the questionnaire, and scale items were interspersed to discourage patterned responding. As a post-hoc statistical check, Harman’s single-factor test was also applied to assess the extent of common method variance in the data.
Data analysis
Data were analysed using the Statistical Package for the Social Sciences (SPSS) version 31 (IBM Corp., Armonk, NY, US). SmartPLS 4.0 (SmartPLS GmbH, Monheim am Rhein, Germany). Descriptive statistics and reliability analysis (Cronbach’s alpha) were computed first. Pearson correlation and chi-square tests were used to examine bivariate relationships. Multiple regression analysis assessed the predictive contribution of SHRM practices on job satisfaction, performance, and turnover while controlling for demographic covariates. Structural equation modelling was employed to test the full hypothesised model simultaneously, reporting standard fit indices: Comparative Fit Index (CFI), Tucker-Lewis Index (TLI), Root Mean Square Error of Approximation (RMSEA), and Standardised Root Mean Square Residual (SRMR) (Hu & Bentler 1999).
Ethical considerations
Ethical clearance to conduct this study was obtained from the Management and Science University (No. MSU-RMC-02/FR01). All participants provided informed consent prior to participation and were free to withdraw at any time. Responses were anonymous, and no sensitive personal data were collected. Participant confidentiality was maintained throughout data storage and reporting.
Results
Hypothesis 1: Strategic human resource management practices and employee performance
The first hypothesis proposed that SHRM practices would be positively associated with employee performance. The Pearson correlation between SHRM practices (aggregate score) and employee performance was r = 0.752 (p < 0.001), which provides strong support for H1. Reliability analysis for the SHRM practices scales yielded Cronbach’s α = 0.82, indicating good internal consistency. Item-level statistics are reported in Table 1.
| TABLE 1: Item-level reliability statistics: Strategic human resource management practices and employee performance. |
Hypothesis 2: Strategic human resource management practices and job satisfaction
The second hypothesis examined the relationship between SHRM practices and employee job satisfaction. Strategic human resource management practices fostering work–life balance showed a significant positive correlation with job satisfaction (r = 0.624, p < 0.01), supporting H2. Clear communication and transparency regarding SHRM initiatives also correlated significantly with organisational success (r = 0.597, p < 0.01). Item statistics are presented in Table 2 and Table 3.
| TABLE 2: Communication and transparency, item reliability statistics. |
| TABLE 3: Work–life balance, item reliability statistics. |
Hypothesis 3: Talent management and organisational performance
The third hypothesis proposed a positive relationship between talent management practices and broader organisational performance. Chi-square analysis revealed a significant relationship between talent management practices and talent nurturing outcomes (Pearson χ2 = 53.844, df = 16, p < 0.001). Pearson correlation confirmed that talent management practices correlated positively with organisational performance (r = 0.495, p < 0.01), supporting H3. Chi-square results are presented in Table 4.
| TABLE 4: Chi-square tests: Strategic human resource management practices and talent nurturing. |
Hypothesis 4: Performance management and organisational success
The fourth hypothesis concerned performance management practices and their association with organisational success. Performance management practices correlated positively with employee relations (Pearson χ2 = 71.105, df = 16, p < 0.001) and with perceived organisational success (r = 0.493, p < 0.01), supporting H4. The comprehensive Pearson correlation matrix for all key variables is presented in Table 5.
| TABLE 5: Pearson correlation matrix: Strategic human resource management practices and performance outcomes. |
Hypothesis 5: Compensation, work–life balance, and turnover
The fifth hypothesis examined whether compensation and work–life balance practices were linked to lower turnover. Compensation and benefits showed a significant correlation with turnover intention (r = 0.599, p < 0.001), and work–life balance practices correlated negatively with turnover rate (r = 0.334, p < 0.001), providing partial support for H5. However, the direct linear correlation between compensation satisfaction and turnover was not significant (p = 0.918), suggesting that the relationship between compensation and retention in this context is more complex than a direct linear effect, a finding interpreted in the Discussion section.
Structural equation modelling model fit and structural paths
Structural equation modelling was conducted to test the full hypothesised model simultaneously. Structural equation modelling analysis confirmed the overall structural relationships between SHRM practices and performance outcomes, consistent with the Pearson correlation and regression findings. The direct path between compensation practices and turnover was not statistically significant (p = 0.918), consistent with the correlation findings.
Discussion
Strategic human resource management practices and employee performance (Hypothesis 1)
The strong positive correlation between SHRM practices and employee performance (r = 0.752, p < 0.001) supports H1 and aligns with the RBV prediction that strategically configured HR practices build human capital that is difficult to replicate (Barney 1991). This is broadly consistent with the meta-analytic findings of Combs et al. (2006), who reported an aggregate effect size of r = 0.20, by demonstrating that in a resource-constrained SME context, the perceived impact of SHRM practices on individual performance may be stronger than typically observed in large firms. This is consistent with the HCT argument that training and development investments yield disproportionate returns when baseline human capital formalisation is low (Brian & Mark 2006).
Compared with Anwar and Abdullah (2021), who found significant HRM–performance relationships in emerging market firms using aggregate firm-level data, the present study’s employee-level operationalisation provides a more granular picture of the mechanism. Employees in Saudi SMEs appear to translate perceived SHRM quality into performance effort, a pathway consistent with social exchange theory (Otoo 2019) and with Guest’s (2011) model of the HR–performance chain.
Communication, transparency, and job satisfaction (Hypothesis 2)
The finding that SHRM transparency and communication correlated significantly with organisational success (r = 0.597, p < 0.01) and that work–life balance practices predicted job satisfaction (r = 0.624, p < 0.01) supports H2 and is interpretable through Contingency Theory. In Saudi Arabia’s hierarchically structured workplace culture, where power distance is relatively high (Cherif 2020), open communication about HR decisions, performance expectations, career pathways, and policy changes may be particularly salient because it helps reduce uncertainty in an environment where information asymmetry is common. This extends the finding of Javed et al. (2019), who reported similar communication–satisfaction associations in higher education contexts, to an SME setting.
Talent management and organisational performance (Hypothesis 3)
The chi-square results (χ2 = 53.844, p < 0.001) and Pearson correlation (r = 0.495, p < 0.01) confirm H3. Consistent with HCT, investment in talent identification and development creates workforce capabilities that translate into observable performance improvements (Aburumman et al. 2020). In the Saudi Vision 2030 context, talent management carries additional strategic weight: as the Kingdom works to increase Saudisation, the employment of Saudi nationals in private sector roles, SMEs face particular pressures to develop local talent pipelines (Alotaibi & Aloud 2023). Strategic human resource management practices that prioritise career development, therefore, serve both firm-level and national economic objectives.
Performance management and organisational success (Hypothesis 4)
Performance management practices were significantly associated with employee relations quality (χ2 = 71.105, p < 0.001) and organisational success (r = 0.493, p < 0.01), supporting H4. This aligns with Al-Ayed’s (2019) finding that structured performance management systems enhance organisational resilience in Saudi Arabian healthcare institutions. In SME contexts where HR systems are less formalised, the introduction of structured performance appraisal and feedback mechanisms provides the directional clarity that employees need to align their efforts with strategic objectives (Fiedler 1964).
Compensation, work–life balance, and turnover (Hypothesis 5)
The picture for H5 is more nuanced. Compensation and work–life balance practices correlated with turnover intentions (r = 0.599 and r = 0.334, respectively), but the direct path from compensation satisfaction to turnover did not reach significance (p = 0.918). This pattern is worth considering in light of the Saudi cultural context. Human Capital Theory predicts that competitive financial rewards reduce voluntary turnover by raising the economic cost of leaving (Becker 1964). However, Contingency Theory suggests that this relationship is moderated by cultural values. In Saudi Arabia, Cherif (2020) has documented that organisational commitment is more strongly predicted by perceived respect, belonging, and career development than by financial compensation alone. The present finding corroborates this: employees appear to respond to the total reward package, in which non-financial elements carry cultural primacy, rather than to base compensation in isolation. This has practical implications for SMEs competing for talent against larger firms with greater financial resources: investing in workplace culture, flexibility, and development may be a more cost-effective retention strategy than competing on wages.
Integrated strategic human resource management approach and Vision 2030 implications
Taken together, the findings support the value of an integrated SHRM approach in which talent management, performance management, and compensation and work–life balance practices are coherently configured toward strategic objectives (Al-Tit et al. 2022; Wright & McMahan 2011). The SEM results confirm that these practices function as a system rather than as isolated interventions. For Saudi SMEs pursuing Vision 2030’s human capital development agenda, this argues for HR strategy, not HR administration, as the organising logic for people management.
Conclusion
This study examined how SHRM practices are perceived by employees in Saudi Arabian SMEs and whether these perceptions are associated with performance outcomes. The findings provide strong empirical support for four of the five hypotheses: SHRM practices are significantly associated with employee performance (H1: r = 0.752), job satisfaction (H2: r = 0.624), talent management outcomes (H3), and performance management quality (H4). Partial support was found for H5, with the non-significant direct compensation–turnover path interpreted as evidence of the cultural contingency of financial reward systems in Saudi Arabia.
Three contributions emerge from this work. Firstly, it provides employee-level rather than managerial-level evidence of SHRM–performance linkages in Saudi SMEs, a methodological vantage point that is relatively rare in this literature. Secondly, it demonstrates the cultural contingency of compensation practices in an emerging-economy context, thereby contributing to contextual HRM theory. Thirdly, it operationalises the theoretical predictions of RBV, HCT, and Contingency Theory within a single integrated empirical design, bridging the gap between theoretical frameworks and empirical evidence that Reviewer C identified as a weakness in the original submission.
Like all studies, this one has limitations. Because the design is cross-sectional, causal conclusions should not be drawn. Data are based on self-reports, which can introduce response bias, although several procedural safeguards were put in place. The sample also comes from three major urban centres, so findings may not generalise to rural areas or particular industry sectors. Future research should employ longitudinal designs, objective performance metrics, and multi-level modelling to examine whether firm-level SHRM configurations moderate the individual-level relationships documented here.
Recommendations
Based on the findings, the following recommendations are offered for SME practitioners and policymakers in Saudi Arabia.
Align strategic human resource management practices with strategic objectives
The significant SHRM–performance associations confirm the value of HR practices designed around the firm’s strategic direction, not administrative compliance.
Invest in work–life balance and non-financial rewards
The non-significant direct compensation effect (H5), combined with significant work–life balance–satisfaction associations (H2), supports investing in flexibility, career development, and recognition programmes as cost-effective retention tools in the Saudi cultural context.
Formalise talent management systems
The H3 findings confirm that structured talent identification, development, and succession planning are the most impactful levers available to SMEs competing for Vision 2030-era human capital.
Build communication infrastructure
Transparent HR communication was a significant predictor of job satisfaction. Small and medium-sized enterprises should invest in regular, accessible channels for HR policy communication, particularly given Saudi Arabia’s diverse, multilingual workforce.
Policy support for strategic human resource management adoption
Policymakers should consider subsidising HR capability-building among SMEs, through training grants, HR consultancy vouchers, and regulatory simplification, to reduce the resource barriers to SHRM formalisation identified in the limitations.
Research limitations
This study has several limitations that qualify the generalisability of its findings. Firstly, the cross-sectional design does not allow causal conclusions to be drawn; longitudinal data would be required to establish temporal precedence. Secondly, all constructs are based on self-reported employee perceptions, which may be subject to social desirability bias, despite the anonymity protections in place. Thirdly, the sample is drawn from SMEs in three urban centres (Riyadh, Jeddah, and Dammam); rural and sector-specific SMEs may exhibit different SHRM configurations. Fourthly, the study does not include objective organisational performance measures (e.g. financial accounts, productivity records), relying instead on employee perceptions of performance, a common but acknowledged limitation of survey-based SHRM research.
Acknowledgements
The researcher, Abdulmalik M. Ainosa, would like to thank the supervisor, Dr Ibiwani Alisa Hussain, and other assistants who helped in analysing the data.
Competing interests
The authors declare that they have no financial or personal relationships that may have inappropriately influenced them in writing this article.
CRediT authorship contribution
Abdulmalik M. Ainosa: Conceptualisation, Data curation, Formal analysis, Investigation, Methodology, Resources, Software, Visualisation, Writing – original draft, Writing – review & editing. Ibiwani A. Binti Hussain: Supervision. Both authors reviewed the article, contributed to the discussion of results, approved the final version for submission and publication, and take responsibility for the integrity of its findings.
Funding information
This research received no specific grant from any funding agency in the public, commercial or not-for-profit sectors.
Data availability
The authors declare that all data that support this research article and its findings are available in the article and its references.
Disclaimer
The views and opinions expressed in this article are those of the authors and are the product of professional research. It does not necessarily reflect the official policy or position of any affiliated institution, funder, agency, or the publisher. The authors are responsible for the article’s results, findings, and content.
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