Malaysia Shared Prosperity Vision 2030 aims to transform Malaysia into a prosperous, competitive, dynamic, robust and resilient nations. The performance of Malaysia public sector is a critical success factor that contribute to facilitate and to steer the charted vision towards realising the aspiration. This study aims to analyse the effect of top management commitment and dynamic capabilities on management practices (MPCs) and organisation performance in Malaysian Public Sector. The top management in publicsector commitment an important aspect in determining the success of any management practices implemented in the organisation towards improvement of service delivery and steering the nation towards the vision in the dynamic environment. Management practices are being assessed from three dimensions namely talent management practices (TMPs), management innovation practices (MIPs) and knowledge management practices (KMPs). In this regard, this study developed a framework that integrates the perspectives of Resource Based-View Theory (RBV) and Dynamic Capability Theory (DCT) to investigate the role of dynamics capabilities as a mediator in bridging the relationship between MPCs and OP. In addition, grounding on Upper Echelon Theory (UET) this study proposed Top Management Commitment (TMC) as a moderator to explain the relationship between MPCs and OP. Subsequently, a total number of 320 questionnaires were distributed to the top management in Malaysia Public Sector from 25 Federal Ministries, with 287 returned and usable questionnaires. The descriptive and inferential analysis of this study are analysed using Rasch Measurement Model and Statistical Package for Social Science (SPSS). Rasch Principal Contrasts Analysis (PCA) was conducted to evaluate the instrument effectiveness and functionality as a measurement tool in describing a construct variable. The result of raw variance explained by measures is 58.3 percent (higher than 40.0 percent), while the unexplained variance in the 1st contrast is 3.7 percent (less than 15 percent). These results indicate that all items are clear and not confusing. The SPSS finding of this study revealed that there is a positive significant relationship between MPCs and OP (r=0.881 and p-value = 0.01), while MPCs towards DCs as mediating variable indicates a positive significant relationship (r=0.870 and p-value = 0.01). This study also revealed a negative moderation relationship of TMC on MPCs and OP (β = -.1230 and p=0.00, with 95 percent confidence interval range from - 0.1664 to -0.0796). The mediation effect of DCs on MPCs and OP is statistically significant (β = 0.1131, with 95 percent confidence interval ranged from -0.0048 to 0.2411. The moderated mediation analysis found that DCs partial mediation affects the association between MPCs and OP while TMC serves as a moderator of the association between MPCs and DCs. The result indicated acceptance of the framework of this study, and implementation of effective MPCs, with the inclusion of TMC as moderator and DCs as mediator will contribute towards Malaysia Public Sector performance. Last but not least, the limitation and implications of this study are elaborated and possible direction for further study was also suggested.
