Telecommunications Regulatory Authority in the UAE Dissertation

Abstract

The general objective of this paper was to understand the relationship between the smart government transformation index for the whole government on the one side and the factors of planning, infrastructure and support, and training on the other. To understand these issues, the study deployed a theoretical framework by reviewing the past and present studies related to the subject matter. Data was collected using questionnaires and was analysed by statistical tools. Regression and correlation analyses evaluated the relationship among the variables. The results pointed out that planning, training, and infrastructure and support were all vital for the success of the transformation index.

As of now been said, one of the real difficulties confronting m-Government execution in numerous nations is the absence of considerable laws managing utilization of portable advancements, especially the exchange of information and data. In the United Arab Emirates, the current legitimate structure rests on the Federal Electronic Business and Transaction Act of 2006. In its present frame, the ICT law is not sufficiently capable to clarify the new improvements in m-Government change, for example, portable instalments. For example, the present law directs that every single versatile exchange must be led using nearby monetary forms. This law requires review so it does not turn into an impediment. Thus, TRA is working intently with different partners in order to concoct a comprehensive computerized law that would make a good domain for the improvement of m-Government. The proposed law ought not only to be limited to information security and protection, but should also give a lawful base for portable based exchanges and business exercises.

Introduction

Overview

This chapter covers the background to the study, problem statement, research objectives, hypotheses and the significance of the study.

Background to the study

The United Arab Emirates is one of the quickest developing economies in the Gulf Region. M-Government in UAE is an across the country program that was started by His Highness Sheikh Mohammed Bin Rashid Al Maktoum. As indicated by his Excellency, UAE as of now has one of the best ICT foundations in the globe with more than 14 million cell phone supporters, which means two cellular telephones for each individual. The nation has truly endeavoured to cross over any barrier in the middle of itself and their Western partner. At present, the UAE government is working on exceptional vision in order to give essential administrations to financial development through upgraded access to government information and data. The UAE government trusts these progressions will change administration conveyance in the general population division. The progressions include changing its e-administrations from e-government to Smart Government (m-Government).

As been specified, the UAE as of now have a hearty ICT foundation because of the Telecommunication Regulatory Authority. The Telecommunication Regulatory Authority has made a useful domain for all state offices amid the move period through shared ICT foundation (application programming interfaces and information sharing stage structural engineering) and administrations, as well as giving legitimate rules and directions. This has served to evaluate inefficiencies and duplications in different regions. Besides, shared base has prompted a key organization and participation among the key partners, which has made an exhaustive situation.

The Telecommunication Regulatory Authority has additionally guaranteed that the versatile Public Key Infrastructure binds together among every one of the partners, particularly the portable system administrators in order to present an institutionalized security framework. The versatile Public Key Infrastructure (PKI) is a framework that ensures an abnormal state of information and data security inside of the M-Systems. There is scrutiny of any data or information sent through the cell phone systems in a scrambled shape. TRA has likewise revealed an arrangement to incorporate portable instalment frameworks with other open and private administrations. In addition, TRA dependably conveys our general examination on the innovation required for different operations.

M-Government partners in the UAE are willing to grasp new changes and actualizing new thoughts. For the UAE and its offices to be productive in the implantation of m-Government and ensuring m-Government maintainability, suitable systems are required (Younus, 2014). At the present, the UAE government is not just mulling over on the best way to improve m-Services, but they are also endeavouring to adjust its status on electronic government. The methodology imagines that m-Services will be accessible in every single cell phone, including cell phones and PDAs. Available versatile advancements and m-Services construct suitable and satisfactory methodologies for m-Government execution. M-Government accessibility and availability relies on upon the current systems and strategies.

On the other hand, the current methodologies and arrangements can be corrected taking into account the likely conditions, both locally and globally (Sheng & Trimi, 2008, p. 6; TRA, 2013, p. 12). The interconnectivity among different divisions and partners matters when assorted frameworks are really and operationally associated together to speed up information trade over the wildernesses (Lee, Tan &Trimi, 2006, p. 123). As indicated by Gebauer, Shaw and Gribbins (2010, p. 265), the interconnectivity among different offices and partners must be accomplished through fitting approaches, techniques, and gauges. These approaches and techniques help in building up essential prerequisites for achieving availability in different frameworks. In addition, suitable approaches and procedures encourage interoperability crosswise over offices and offices, which empower them to communicate successfully among one another.

The Telecommunication Regulatory Authority (TRA) is an independent body commanded to control the ICT segment in the UAE. TRA guarantees life span, aggressiveness and responsibility among players in the business. A percentage of the TRA’s key obligations incorporate guaranteeing e-administrations are accessible and open the nation over, authorizing administrators, protecting customer enthusiasm, speaking to the nation in worldwide gatherings, adding to the ICT business, and helping with the usage of the most fabulous prevalent advancements (TRA, 2013, p. 18). As per the TRA-UAE (2012), TRA influences m-Government usage through the procurement of approach rules, administration of m-Government advancement guide, procurement of support services, and extension of ICT foundation and facilitation of open conversation. The administration of government undertakings requires “hands on” style of an initiative.

This is the best style of administration since most chiefs work nearly with the lesser staff and, consequently, are constantly more worried about their welfare. It additionally offers stress mediation, administration of operations and relations between representatives at all levels (Bolden et al., 2003, p. 5). Established administration style, which concentrates on arranging, administration, and assessment, is additionally fundamental. The result of this style of administration is total adherence to laws and regulations with unassuming space for individual freedom, imagination, and oddity. A transformational pioneer is a case of an established administrator. A transformational pioneer builds up a number vision, which helps with clearing up and conveying objectives. Likewise, the transformational initiative makes a situation that develops excitement, devotion, and relentless change. Along these lines, the administration is another viewpoint that the UAE government ought to give more accentuation amid the move period (Zeleti, 2010, p. 82).

The Telecommunication Regulatory Authority, through its Program Management Office, handles a guide for the improvement and usage of m-Government in the United Arab Emirates. The guide intends to intersect any barrier between e-Government endeavours and national motivation (TRA-UAE, 2012, p. 3; TRA, 2013, p. 28). As of now been said, the UAE ‘s versatile government is dedicated to conveying taxpayer driven organizations to residents the nation over, paying little respect to their financial status and level of instruction. The guide separates into four faces, each with various points of reference. The primary stage includes the foundation of a great situation for m-Government administrations to flourish. This stage contains developments, which focuses on making vital foundations for the m-Government to exist and improves. This starts with setting up an in number and all round administration group to strategize and complete m-Government change. Different breakthroughs concentrate on the operations and interconnectivity of the administration elements at the national level.

They likewise take a glance at methods for upgrading partner inclusion and collaboration, assembling the limit of nationals and government organizations, and making a steady mobile industry and legitimate structure (TRA, 2013, p. 29). The second stage includes the appraisal of ability and limit of state offices. This stage contains points of references, which concentrates on circumstance appraisal as for the ability and limit of state offices so that the resulting stages executes in a more effective and clear way. This will help in growing reasonable methodologies for the service messages. The third stage focuses on the foundation of shared assets crosswise over state offices at the top level. This is vital for upgrading the status of all state offices, especially from the mechanical perspective and circulation of ICT framework. The last stage is the acknowledgment of residents’ bliss or fulfilment. This stage incorporates breakthroughs that encourage citizens to embrace m-services; especially the underprivileged or minority bunches. It additionally concentrates on the underwriting of m-Government benefits in order to quicken the appropriation process (TRA, 2013, p. 30).

M-Government in the UAE includes the utilization of forefront Information, Communications Technologies (ICT), and portable application to give administrations to the overall population. At the end of the day, taxpayer driven organizations conveyed to the nationals through advanced mobile phones and PDAs (TRA, 2013, p. 10). M-Government execution goes side by side with planning. The term “planning” is extremely normal in our world today. Then again, “planning” is over used and it has lost its original meaning. In spite of the importance of the planning, there is a startlingly little accord on what it truly implies. In any case, the truth of the matter is that behind each accomplishment, there must be a plan (Brane, 2002, p. 5).

As per Brane (2002, p. 30), “planning is a vague term that is ordinarily connected to long haul arranging, prearranged objectives, and favoured arrangement of making a harmony between the key assets and externalities. Some authors support this meaning of planning. On the other hand, they feel that this definition is not comprehensive (Elfring & Volberda, 2001, p. 2). The current schools of thought in strategic management strongly suggest that planning is the creation of the organization’s goals, which comes by a combined effort, regarded as a constant process and distinctive in its nature. To cut the long story short, a plan is a strategy for outdoing rivals and achieving greater returns (Elfring & Volberda, 2001, p. 12).

As indicated by Drazin, Glynn and Kazanjian (1999, p. 287), the administration is a vital piece of advancement in light of two crucial reasons. To begin with, they make a domain that backs development and inventiveness. Most studies on authority stress the essential administration exercises in empowering imaginative procedures. Administrators are a wellspring of inspiration (Gong, Huang and Fahr, 2009, p. 767), advance positive collaboration (Csikszentmihaly, 1999, p. 20), and bolster positive work relations among representatives (Sosik & Godshalk, 2000, p. 366).

Second, organizations that embrace top-down style of administration, administrators direct authoritative procedures and operations, which incorporate advancement objectives. They set and direct advancement objectives and oversee expectation. The coordination of the two procedures is, therefore, one of the key responsibilities of administrators. They give backing to trendsetters and overseeing development objectives (Gong, Huang & Fahr, 2009, p. 767). The effect of administrators on development does not happen in a vacuum. Studies demonstrate that administrators just influence advancement through various elements. These variables help in empowering and overseeing development (Drazin, Glynn & Kazanjian, 1999, p. 286).

The transformation of the e-services in the UAE connects to the government’s effort to enhance communication networks, widen the ICT sector, restructure state corporations and institutions, and implement e-government. M-Government is required to supplement and increase the value of the current e-administrations, and additionally give remarkable points of interest; for example, m-Government is significant to standardize e-administrations by reaching out to all and sundry. This implies that the presentation of smart government expects to make the life of UAE natives less demanding and agreeable through open and proficient administration conveyance. Moreover, the transformation of smart government aims to consolidating the UAE’s position in e-services delivery to be on parity with the global best practices (TRA, 2013, p. 18). According to Rubel (2012, p. 4), there are three main objectives behind the introduction of smart government.

The implementation of smart government aims at attaining the following objectives: first, to enhance efficiency and effectiveness of support functions by realizing a given set of goals and performance indices; second, improving citizens experience while receiving government services; lastly, enhancing the level of citizen’s satisfaction with the government services (Mtigwi, 2012, p. 38). Like e-Government, smart government includes industry partners, the legislature, and subjects. The business partners incorporate all organizations in the cell phone quality chain from network service providers to solution and content producers to the mobile manufacturers. The administration incorporates state enterprises and foundations, and associations that bolster them, for example, banks. Citizens, on the other hand, represent the end users of the service provided. State and private corporations and their staff can also be included among the end-users, especially when they rely on the support services (Lee, Tan & Trimi, 2006, p. 116; TRA, 2013, p. 10).

An m-Government board of trustees shaped by the Telecommunication Regulatory Authority (TRA) of UAE manages the administration of m-Government change in the UAE. M-government board of trustees has another name as the Program Management Office (PMO). The council’s fundamental obligation is settling on key choices as to the level of accomplishments in each point of reference, undertaking lifespan, the joint endeavours obliged and the needs (TRA, 2013, p. 14). The administration’s change e-administrations is persuaded by late progressions in the ICT and cell advancements over the globe, which has provoked numerous legislatures to consider or sanction the utilization of versatile advances as a method for giving administrations to the overall population. Furthermore, the UAE seems to have a vigorous framework and amazing potential to change over m-Government opportunities into a noteworthy accomplishment and turn into an all-inclusive pioneer in the field (Humaidan, 2013, p. 4).

The most noteworthy accomplishment by the UAE government is the change of both staff and national mind-set and the way of life of taxpayer supported organizations. Right now, benefit conveyance is no more pegged on human work, however on cutting edge frameworks mechanical frameworks (“UAE government totally”, 2014, p. 2). As per His Highness Sheikh Mohammed Bin Rashid Al Maktoum, the change procedure is at the last stage. The main thing remaining is connecting all administrations together in order to upgrade the nature of portable applications and achieve an abnormal state of purchaser fulfilment or joy.

Sheikh Mohammed likewise clarifies that the quantity of residents utilizing m-administrations is still low. He ascribes this to absence of open mindfulness and trouble to utilize the new framework. By the by, the administration, through the Telecommunication Regulatory Authority, plans to dispatch an across the country battle to sharpen natives on the advantages of m-Government benefits and show them how to utilize the new framework (Nasri & Abbas, 2015, p. 528). The UAE government wants to build the quantity of residents utilizing m-Government administration to more than 80 percent by 2018. The arrangement will include streamlining m-Service with a specific end goal to make it quicker and less difficult. What’s more, the UAE government wants to present a star rating framework for its m-Government administrations to upgrade the nature of administration and enhance the client experience.

Statement of the problem

Citizens conducted previous studies in the field of e-services, smart mobile services and smart government transformation within the context of the UAE looking into the issue from different angles, such as the strategy component, service delivery, and adoption. In addition, other studies observed the transformation to e-services and mobile service from multi-country context. Clearly, these studies have looked at many aspects related to the e-services domain and transformation in the UAE and other countries, but there was no research done concerning the factors affecting smart transformation or the role of TRA in that process. Therefore, this research will be a unique one and will add value to the existing body of literature for understanding the impact of TRA, based on specific factors, on the transformation of smart government in the UAE.

Like e-Government, m-Government capacities on four key levels of interface, to be specific: m-Government to the overall population, m-Government to private business, m-Government to common hirelings and m-Government to state companies and establishments. M-Government interfaces rely on upon the four principal levels of e-government; however, they change over to cell auxiliary pieces. In the meantime, the key partners participate to grasp the utilization of portable advances in government bolster administrations (Mengistu, Zo & Rho, 2009, p. 1448).

M-government separates into two domains, to be specific: back office and front office applications in light of the four essential levels of interface. Back office applications manage the utilization of portable innovations in government-coordinated efforts (m-Government to common workers and m-Government to state organizations and foundations) for the improvement of open administration conveyance. This is an expense decrease measure as for administration. Front office applications, then again, deal with the utilization of versatile advancements to guarantee that residents and private organizations have entry to fundamental data and administrations (Mtigwi, 2012, p. 40).

State offices are all that much mindful of the weight connected to m-Government change. Be that as it may, the lion’s share still needs comprehension of the entire procedure, and, along these lines, ought to be treated carefully (TRA-UAE, 2012, p. 7; TRA, 2013, p. 42). The national and neighbourhood government workers still need course and clarity on the way of m-Government change in order to manufacture the limit required for the completion process. The Telecommunication Regulatory Authority, through the Mobile Centre Innovation Centre, for the most part gives preparing to every single open hireling, particularly the individuals who do not have the limit (TRA, 2013, p. 44). Then again, cell telephone utilization among the UAE natives has turned into a propensity.

Cell phone infiltration in the nation is around 65% (Mtigwi, 2012, p. 40) which means an abnormal state of innovation uptake. The cell phone clients have a normal of 30 applications introduced on their gadgets, and the lion’s share of them are associated with the web. This implies that most UAE nationals are educated and have the essential. Nevertheless, the quantity of clients off m-Government administrations is still low. This comes about because of low mindfulness and complex nature of the framework. Consequently, TRA wants to dispatch a countrywide open mindfulness crusade to sharpen and teach nationals on the advantages of m-Services, and in addition train them on the most proficient method to utilize the new framework (TRA-UAE, 2012, p. 9).

In order to shape the mobile industry towards supporting m-Government programs, the industry requires constant control. With the Telecommunication’s Regulatory Authority, the nation has possessed the capacity to think of creative models of open and private associations, which has ensured the survival of tech organizations in the worth chain. These organizations give administrations to state offices that are responsible for the m-Government change process. In this way, Telecommunication Regulatory Authority not just backings the m-Government change by uniting diverse partners, it additionally creates new motion and prospects in the ICT business. Besides, the Telecommunication Regulatory Authority has coordinated the idea of outsourcing and association and thought of the between business outsourcing relationship.

They characterize between business outsourcing relationship as a linkage between administration suppliers and customers emerging from the contractual assertion. The contractual understanding highlights the advantages achieved by every gathering. TRA (2013, p. 42) clarifies that the relationship or organization between IT outsourcing firms and their customers helps in minimizing dangers, expands consistency and, along these lines, diminishes instability. Along these lines, the outsourcing relationship has a critical effect on the result of outsourcing contracts.

Research purpose and rationale

Incorporating the existing literature will lead to a better appreciation of key issues that relate to the subject that the case study will reveal. The rationale for conducting this study has arisen from the need to understand the relationship between the smart government transformation index for the whole government on the one side and the factors of planning, infrastructure and support, and training on the other. It is crucial to conduct this study in the context of the TRA’s role since it is the central agency within the mGov transformation team. Additionally the first phase of the initiative results have been announced very recently with a success rate of 96.3 % (Mtigwi, 2012, p. 40) for the most important 337 services which will evoke the questions about what has affected TRA in achieving those results for the mGov transformation index. The study will provide an analysis of the relationship between the above factors, which will be a useful study to identify the upcoming stage, which targets raising the number of smart services users to 80 per cent by 2018.

1.5 Research objectives

The general objective of this paper was to understand the relationship between the smart government transformation index for the whole government on the one side and the factors of planning, infrastructure and support, and training on the other. In line with the general objective, the following are the specific objectives.

1. To evaluate the relationship between planning and the transformation index,
2. To ascertain relationship between infrastructure and support and the transformation index, and
3. To assess the relationship between training and the transformation index.

Research question

The above research objectives came to be by taking into consideration the following research question.

1. Do infrastructure and support have a positive relationship with the Transformation Index?
2. Does planning have a positive relationship with the Transformation Index?
3. Does training have a positive relationship with the Transformation Index?

Research Hypothesis

To achieve the research objective, the research considered the following null hypotheses.

1. H1: Planning has positive relationship with the Transformation Index.
2. H2: Infrastructure and support have positive relationship with the Transformation Index.
3. H3: Training has positive relationship with the Transformation Index.

Literature Review

Introduction

The last one hundred years saw Information Communication Technology (ICT) turning out to be a core service enabler. The “dot.com” recession of 2001 followed by the Great Recession of 2007, saw an increasing demand for information technology systems to maintain a competitive advantage at a low cost. At the same time, Technology and connectivity evolved very fast with the introduction of numerous electronic platforms and high-speed internet. From a narrow perspective, it is hard to view the impact of these technologies since they have transformed how individuals and institutions operate (Humaidan, 2013, p. 1). The continuous evolution of ICT has helped government to automate their systems and discover new ways of delivering service to the citizens. A number of studies have shown that the growth of e-government is highly attributed to their capacity to leverage ICT for various initiatives (Humaidan, 2013, p. 2).

A government is a framework by which represents a state or the public and it more barely alludes to the specific administration in control of a state at a given moment. According to the Oxford dictionary, the government refers to the bigger framework, which structures any state. Moreover, the term government often refers to any given administration. The delivery of government services has evolved in stages beginning from traditional methods of service delivery to the use of electronic devices. All these changes aim at enhancing reliability and reducing time and energy wastage (Lee, Tan & Trimi, 2006, p. 114).

Many countries have devised simple ways of communicating with their citizens to obtain instant feedbacks. The use of information technology by state entities to reach out to the public is electronic government or e-government (Humaidan, 2013, p. 4). With the increasing number of innovations and cellular phone users, the Smart Government (m-Government) is increasingly becoming popular. This is also attributed to the fact that many people in both developed and developing economies have acquired mobile devices, particularly mobile phones, to access fundamental services such as voice services, short message and multimedia services and online communication, because they are cheaper than computers (Lee, Tan & Trimi, 2006, p. 115).

Smart Government Development Stages

M-government has four stages of progression. The stages separate into information stage, interface stage, operation stage and transformation stage (Trimi & Sheng, 2008, p. 54). The information stage involves communicating with the public via the SMS and collecting their views regarding the initiative. Information stage in e-Government is the catalogue stage. In this case, the government publishes information on its website for public knowledge instead of sending them through the mobile devices. At this stage, there is no obligation to respond to the SMS (Trimi & Sheng, 2008, p. 54). The interface stage is when to initiate the interactions because of responses to the message sent. The operation stage refers to the actual transaction carried out through the cell phone, for instance, paying taxes. The interface stage and operation stage activities are comparable to e-Government. Lastly, the transformation stage refers to the provision of support service by the back office. These services are reliant on mobile technologies, that is, mobile devices and networks (Trimi & Sheng, 2008, p. 55).

Smart Government Functions and Modes

As already mentioned, m-Government is essentially the expansion of e-Government through the mobile technologies. The principal function of m-Government is the utilization of mobile devices and networks to provide public services to citizens and other stakeholders. The classification of mobile applications, which are an integral part of m-Government, is in accordance with the stakeholders’ operations involved. The m-Government functions can informational functions, transactional functions, operational functions and managerial functions (Gebauer, Shaw & Gribbins, 2010, p. 265). Informational functions deal with information distribution, review and providing alert messages. These messages distribute proactively or habitually through SMS. Transactional functions allow users to carry out their business on the web, for example, license renewal and reporting crimes, using cellular phones. Transactional functions that have seen expedient advancement are horticulture, law enforcement, training, and medical emergency services (Zalesak, 2003, p. 21).

Operational functions, on the other hand, are government in-house systems. Government employees can effectively access and convey information to other departments while away from their workplaces. For example, a law enforcement officer can access data related to a given suspect while on field duty through a wireless network. To wrap things up, managerial functions are assignments that hold with ICT and production gadgets to enhance the dexterity, coordination and support services within the organization, for instance, the use of mobile technologies to monitor inward and outward incidences and for initiating change in the organization (Gebauer, Shaw & Gribbins, 2010, p. 276). The side-by-side existence of e-government and m-government applications depend on every nation’s condition since cellular phones cannot handle all applications. The ICT infrastructure is a significant element in choosing suitable applications (Zalesak, 2003, p. 21).

Challenges/Obstacles Facing m-Government Implementation

In accordance with Sheng and Trimi (2008, p. 2), general approval of mobile technologies for daily activities does not guarantee that it will be accepted for the delivery of government services. It is very important to consider some of the potential impediments to citizens’ acceptance of m-services. The government risks spending a colossal amount of resources in offering services whose approval is in doubt. Therefore, one needs to look further beyond the providers of m-servicers to the consumers of the m-services. Failure by the citizens to accept m-services as expected in the end would result in a breakdown of m-Government initiatives. The risk for the government is a low level of adoption, as witnessed in some Western countries (Gebauer, Shaw & Gribbins, 2010, p. 268). Shifting from e-government to m-Government requires change. Some of the reasons why citizens may not accept a new technology include fear for unknown, security concerns and socio-economic factors. As a result, education, staff participation and communication between government agencies should be at the centre stage of the implementation process.

This will encourage the stakeholders to embrace the new changes, instead of pressurizing them to accept the setup targets. The civil servants should be motivated all the way through the transition process and be assured that the process would not have any negative effect on them; instead, it will simplicity their work and provide better services to the public and business entities (Sheng & Trimi, 2008, p. 5). M-Government challenges refer to factors that can affect successful implementation of m-Government infrastructure (Trimi & Sheng, 2008, p. 53). Since messages transmit through unobstructed wireless networks, they are prone to illegal interceptions and hackers. According to Sharma and Gupta (2004, p. 462), the main challenges facing m-Government include privacy and security, accessibility, usability, infrastructure for applications, legal issues, compatibility and interoperability, and citizen’s readiness.

Privacy and security are the most significant challenges facing m-Government. Most citizens are more worried about their data security and privacy since m-Government exposes users to strangers and hackers. Data insecurity can also be because of viral attacks (Trimi & Sheng, 2008, p. 57; Sharma & Gupta, 2004, p. 463). Inadequate ICT infrastructure and network problems may lead to accessibility challenges. Therefore, there is a need to put in place all the necessary measures to ensure easy access to information by all the stakeholders through mobile technologies.

Low data storage, operational errors and another device inbuilt constraint may cause usability problems (AlShaali & Varshney, 2005). According to Sharma and Gupta (2004, p. 463), there are two infrastructural challenges facing m-Government. First, m-Government still over-depends on e-Government operational applications. Second, m-Government uses different platforms, which may be incompatible with some devices. In addition, countless nations have not enacted laws regulating usage of mobile data. Lastly, a public awareness campaign is required prior to introducing m-Government or the citizens may rise up against the new system (Mengistu et al., 2009, p. 1446).

Another challenge facing m-Government implementation is complacent leadership. Most managers after budding through the ranks to the top most positions forget about training. They only turn to training departments usually after making all the key decision within an unreasonable period. In order for training department to accomplish its task successfully, it needs time to design programs, invite workers for training, carry out the training and allow a sample to experiment what they have learned in order to produce results (Sosik & Godshalk, 2000, p. 39). This often leads to a waste of time and resources. It is only through training that an organization can avoid time wastage and exasperation. This is by assisting the top management to embrace training practices that lead to innovation and change in a business (Csikszentmihaly, 1999, p. 24).

Moreover, many government administrators always apply a top-down style of leadership, which has proven to be ineffective in the current business environment. In this case, the manager designs the business strategies, sets goals and objectives, sets deadlines, and delegate duties among other functions without consultation. In such cases, employees only execute duties assigned by the top management (Sosik & Godshalk, 2000, p. 370). Training and human resources development should be a continuous process rather than a spontaneous process (Csikszentmihaly, 1999, p. 24). Some of business managers always think they know everything about the business and understand the effect of the change on the workers. They check their roles in the organization to produce optimal results. More so, some managers still believe that consultation is a major obstacle to quick adoption of innovations and, therefore, always avoid performance barriers, which is a threat to innovations (Drazin, Glynn & Kazanjian, 1999, p. 286).

M-Government Guidelines and Solution to Impediments

In accordance with Sheng and Trimi (2008, p. 2), general approval of mobile technologies for daily activities does not guarantee that it will be accepted for the delivery of government services. It is very important to consider some of the potential impediments to citizens’ acceptance of m-services. The government risks spending a colossal amount of resources in offering services whose approval is in doubt. Therefore, one needs to look further beyond the providers of m-servicers to the consumers of the m-services. Failure by the citizens to accept m-services as expected in the long ran would result in a breakdown of m-Government initiatives. The risk for the government is a low level of adoption, as witnessed in some Western countries (Alateyah, Crowder & Wills, 2013, p. 87).

Shifting from e-government to m-Government requires change. Some of the reasons why citizens may not accept a new technology include fear for unknown, security concerns and socio-economic factors. As a result, education, staff participation and communication between government agencies should be at the centre stage of the implementation process. This will encourage the stakeholders to embrace the new changes, instead of pressurizing them to accept the setup targets. The civil servants should be motivated all the way through the transition process and be assured that the process would not have any negative effect on them; instead, it will simplicity their work and provide better services to the public and business entities (Walkowiak, 2011, p. 42; Alateyah, Crowder & Wills, 2013, p. 89).

More significantly, the core of all m-Government services is skilled, learned and professional administrators, civil servants and citizens who are directly involved in the implementation process. For this reason, enlightening and training individuals who are directly involved in m-Government transformation should be carried out promptly. The training should focus on m-Government concepts and uses of m-Services. Such courses need incorporation in schools, colleges and universities both public and private. In addition, a nationwide public awareness campaign should happen, particularly through the communication channels (TRA-UAE, 2012, p. 9; Zalesak, 2003, p. 21). Snellen and Thaens (2008, p. 48) add that the ever-changing global economy calls for innovations and strategies in order to maintain a competitive advantage.

This happens through training and development of the human resource and other stakeholders to enhance productivity and overall performance of the economy. Governments are taking huge risks by investing heavily on human resource training and development. Snellen and Thaens (2008, p. 49) stresses that training and development are the main instruments for breaking new grounds and, therefore, brings real change to any institution or organization. The expertise acquired through training not only helps in being accustomed to the new technology, but also contributes to the innovations. Training must take place within a framework of a partnership between the training department, the organization as a whole and the human resources. This will make sure that the training offered is in line with all the stakeholders view and interest. Therefore, training brings all the stakeholders together by identifying and working upon the common interest.

For legal issues, an autonomous regulatory body is necessary. The body should be responsible for recommending copyright policies, security laws and regulating m-Government operations. The security laws should include a codification of vital information and usage of digital signatures. Extra security facilities, for instance, log in, filtering and verifications are part of the mobile platform (AlAwadhi& Morris, 2009, p. 586). Concisely, the body should manage a roadmap for the development and implementation of m-Government in the United Arab Emirates. However, when it comes to sociocultural matters it is essential to draw attention to the fact that confidence building for the citizens and other stakeholders on using m-Government services can promote and improve the use of m-services.

Removal of conservatism principles and encouraging administrators to embrace the innovations and programs could also create a favourable environment for m-Government transformation (AlAwadhi & Morris, 2009, p. 3). In addition, holding nationwide seminars and symposiums about m-Government and its merits can create a huge difference on the degree of confidence building, responsiveness and m-Gov engagement (Snellen & Thaens, 2008, p. 45). Nevertheless, to make the m-Government work, the body in charge of m-Government transformation must build efficient links and communications among state departments. Efficient links and communications enhance the level of interaction and information exchange among various state agencies. This requires a master plan and suitable mobile applications. The applications should have expendable enterprise scalability and on-demand provisioning.

According to Sheng and Trimi (2008, p. 13), efficient mobile applications should have an on demand self-service, which allows the specification of m-Government resources. In addition, it should have a broad network access, which is access to m-Services over the network using standard mechanisms in heterogeneous ways through thick and thin clients. Another attribute is the capability to resource-pool, which allows the capacity to pool and serve multiple clients through a multitenant model. Efficient mobile applications should be rapidly elastic, which allows rapid capacity provisioning for rapid scaling. Lastly, it should measure service, which allows for control, monitoring and reporting of operation, as well as allowing transparency between the users and providers.

In addition to the underlying characteristics, there are common characteristics, such as resilient computing, large-scale availability of storage and computing capacities, homogeneity and the use of virtualization technology. Zeleti (2010, p. 77) stresses the need for governments to establish inter-state communications and interactions to enhance the ICT sector. Interactions between countries facilitate technology exchange and information transfer, which lead to the overall growth of the economy and development of m-Government. The focus should be on nations that are popular for software and hardware production. The global communications and interactions enhances by removing restrictive laws and policies regarding international trade.

M-Government implementation also requires strong leadership skills. Most government initiatives often fail due to leadership and poor decision-making (Zeleti, 2010, p. 82). Burns (1978, p. 6) defines leadership as the process of putting up a practice for people to throw in their efforts to make something happen. In other words, leadership perceives to mean the capacity to put in order a group of people to accomplish a common objective. The kind of a leader that an organization has will determine the direction that the organization will take in terms of development. Visionary and exemplary leaders will steer an organization to prosperity and success while inefficient leaders will drive the organization to disarray and disorder. The people under a leader will often derive their modes of behaviour from their leader. They always look upon the leader to give directions and instructions that aims at steering the organization forward. Therefore, a good leader must have a clear understanding of the project and capability to manage it (Chen, & Silverthorne, 2005, P. 289).

The management of government projects requires “hands on” style of leadership. This is the most effective style of leadership since most managers work closely with the junior staff and, therefore, are always more concerned about their welfare. It also offers stress intercession, management of operations and relations between employees at all levels (Bolden et al., 2003, p. 5). Classical management style, which focuses on planning, management and evaluation, is also essential. The outcome of this style of management is absolute adherence to laws and regulations with modest room for personal liberty, inventiveness, and novelty. A transformational leader is an example of a classical manager. A transformational leader develops a strong vision, which will assist in clarifying and communicating goals. In addition, transformational leadership creates an environment that cultivates enthusiasm, loyalty, and steady improvement. Thus, leadership is another aspect that the UAE government should give more emphasis during the transition period (Zeleti, 2010, p. 82).

According to Drazin, Glynn and Kazanjian (1999, p. 287), leadership is an essential part of innovation because of two fundamental reasons. First, they create an environment that supports innovation and creativity. Most studies on leadership emphasize the crucial leadership activities in encouraging innovative processes. Leaders are a source of motivation (Gong, Huang and Fahr, 2009, p. 767), promote positive teamwork (Csikszentmihaly, 1999, p. 20), and support positive work relations among employees (Sosik & Godshalk, 2000, p. 366). Second, in companies that embrace the top-down style of leadership, leaders oversee organizational strategies and operations, which include innovation goals. They set and direct innovation goals and manage expectations. The coordination of the two processes is, therefore, one of the key responsibilities of leaders in an organization. They provide support to innovators and managing innovation goals (Gong, Huang & Fahr, 2009, p. 767). The impact of leaders on innovation does not happen in a vacuum. Studies show that leaders only influence innovation through a number of factors. These factors help in stimulating and managing innovation (Drazin, Glynn & Kazanjian, 1999, p. 286).

M-Government Strategic Building

Change is a widespread feature in our society and the capability to handle such changes is the core competence of success in any undertaking (Sheng & Trimi, 2008, p. 4). The main drivers of change over the last two decades have been globalization, advancement in technology and fluctuation in the global economy. This has led to a distressed exploration of mechanisms for achieving competitive advantage through increased radical forms of change (Gebauer, Shaw & Gribbins, 2010, p. 262). Gebauer, Shaw and Gribbins (2010, p. 264) recommend that governmental strategies must take the form of a process of continuous learning, in which at the limit; preparation and execution become impossible to tell apart. He proposes that governments should generate, develop and maintain excellent designs capable of taking advantage of its strategic landscape and business environment beyond the lifetime series of changes in any institution or organization. This comes through a self-organizing process of government employees and other stakeholders. They acknowledge the role of strategic building and the formation of networks since individual errors may have a severe impact in the government as a whole.

M-Government implementation is not possible without a strategic building. The term ‘strategy’ is very common in our world today. However, the word ‘strategy’ is so popular that it has lost a clear meaning. Despite the significance of strategy, there is startlingly little consensus on what it really means. Nonetheless, the fact is that behind every success, there must be a strategy (Brane, 2002, p. 5). According to Brane (2002, p. 30), “strategy is an ambiguous term that is normally linked to long-term planning, prearranged goals, and preferred system of creating a balance between the organizational resources and externalities. Some authors second this definition of strategy. However, they argue that it is too narrow (Elfring & Volberda, 2001, p. 2). The current schools of thought in strategic management strongly suggest that strategy is the creation of the organization’s goals, which comes about by combined effort, regarded as a constant process and distinctive in its nature. To cut the long story short, a strategy is an action plan for outdoing rivals and achieving greater returns (Elfring & Volberda, 2001, p. 12).

M-Government stakeholders in the UAE are willing to embrace new changes and implementing new ideas. For the UAE and its agencies to be fruitful in the implantation of m-Government and guaranteeing m-Government sustainability, suitable strategies are required (Younus, 2014). Currently, the UAE government is not only contemplating on how to enhance m-Services but also striving to balance its status in the future government. The strategy envisages that m-Services will be available in all mobile devices, including smart phones and PDAs. Accessible mobile technologies and m-Services build suitable and adequate strategies for m-Government implementation. M-Government availability and accessibility depends on the existing strategies and policies.

However, the existing strategies and policies change based on the probable conditions, both locally and internationally (Sheng & Trimi, 2008, p. 6; TRA, 2013, p. 12). The interconnectivity among various departments and stakeholders can be realized when diverse systems are actually and operationally connected together to expedite data exchange across the frontiers (Lee, Tan &Trimi, 2006, p. 123). According to Gebauer, Shaw and Gribbins (2010, p. 265), the interconnectivity among various departments and stakeholders can only be achieved through appropriate policies, strategies and standards. These policies and strategies help in establishing prerequisite requirements for attaining connectivity in various systems. In addition, appropriate policies and strategies facilitate interoperability across departments and agencies, which enable them to communicate effectively among each other.

Mobile Technologies (MTs)

The presence of mobile technologies in a country is very important in assessing the country’s readiness for m-Government. Mobile technologies assume a vital role, in light of the fact that they are the communication instruments for government services through m-Government (Mtigwi, 2012, p. 12). Mobile technologies consist of the network infrastructure and mobile devices. The growing interest in m-Government services attributes to advance the capabilities of mobile technologies and their expanded utilization in the public sector. State agencies use mobile technologies to bolster speedy data exchange within and without the government organizations and institutions. In addition, the mobile devices are very convenient and readily available. The mobile devices include mobile phones, smart phones, personal digital assistants (PDAs), tablet PCs and blackberry phones (Younus, 2014, p. 32). The growth in mobile network penetration is remarkable around the world, especially in Europe and Asia, because of the removal of telecommunication barriers and usage of Global System for Mobile (GSM). Most of the mobile devices are for communication purpose and for data transfer and make small business transactions. Now, nearly 5 billion mobile phone subscriptions exist across the globe. Similarly, over a third of the global population has access to the internet. The growth of mobile networks and devices has opened up in remote areas. The growth is, for the most part, significant in developed created and developing nations (Mtigwi, 2012, p. 15).

The Decisive Factors for m-Government Realization

As governments strive to advance their capacity to be deft and omnipresent, they are gradually transforming service delivery towards mobile technologies. However, this requires careful examination, innovativeness and appraisal of new systems for delivering services to the citizens. This should be carried out in order to find out whether the new system is accepted by citizens and whether the minimum number of “digital citizens “ exist to completely procure the benefits of the new system (Snellen & Thaens, 2008, p. 67). According to Cranston (2009), the following factors are vital before deploying mobile technologies: technical infrastructure, skills and knowledge, information security, service quality, public awareness, usability and accessibility, compatibility and culture.

Technical infrastructure

Technical infrastructure represents network systems, mobile application and systems, database platforms, and technical parameters among others (Alateyah, Crowder & Wills, 2013, p. 62). A study conducted by Younus (2014) found out that technical infrastructure has a significant impact on user acceptability and, therefore, it is important in promoting the adoption of m-Government. Alateyah et al. (2013) state that reliable and well-developed infrastructure is the most significant factor in rolling out m-Government services. Therefore, technical infrastructure has a major impact on the delivery and adoption of m-Government services. In accordance with Zeleti (2010, p. 30), technical infrastructure is essential in the implementation of e-services. Hence, without appropriate infrastructure, implementation of m-Government should not happen. She adds that m-Government status index directly correlates to human capital index and infrastructure index.

Skills and Knowledge

Citizen literacy as applied to information and communication technology is essential in the adoption of m-Government service. Mobile and information literacy refers to the ability to use mobile devices, mobile applications, and information, as well as the possession of knowledge of the information. The mobile and information literacy is affected by the individual level of education, maturity, and sex, which all influence citizens to embrace m-Government services (Zeleti, 2010, p. 35). Studies have shown that individual age and level of education positively or negatively influences the use of e-services. Youths (especially generation Y) have a high affinity to technology and technological devices, hence are highly likely to use m-Government services compared to their older counterpart. High affinity to technology and technological devices relates to the level of education. Most tech savvy individuals more likely to welcome the use of m-Government and the majority of them are well-educated (Alateyah et al., 2013, p. 66). In order to improve citizen literacy, a number of countries have introduced ICT centres for citizens and civil servants. These centres are fully equipped with state of the art facilities and professional instructors. Some have even introduced ICT courses in elementary schools, as well as giving out free laptop computers (Younus, 2014).

Information Security

Privacy and data security are very significant factors in the adoption of e-services. Citizens are very sensitive to the security of private information and this can significantly affect the adoption and continued usage of m-Government services (Alateyah et al., 2013, p. 58). Security is the insurance of data or frameworks from unsanctioned interruptions or surges. The absence of security is one of the fundamental elements that influence the intention to embrace m-government services as identified by numerous researchers. As a result, the design of the m-Government should actualize in a way that it can avert and rebuff any form of attack on data and information.

This calls for the codification of vital information and usage of digital signatures. In addition, extra security facilities such as login, filtering and verifications apply during correspondence. This will improve network security experience (AlAwadhi & Morris, 2009, p. 586). (TRA, 2013, p. 27) emphasizes the importance of information on security. Information security has the top most priority during the implementation of smart government. Mobile services develop with careful consideration for confidentiality and security of the delicate data shared conveyed during the use of m-Government services. The Telecommunication Regulatory Authority receives any form of infringement. In addition, the citizens should be able to verify the authenticity of the mobile services and devices they are using.

Service Quality

Service quality also plays a critical role in m-Government service development.

In order to encourage citizens to embrace m-Government services, the government should put more emphasis on service quality with the target of rate of conveyance, with due thought of data unwavering consistency and accessibility (Alateyah et al., 2013, p. 68).

AlAwadhi and Morris (2009, p. 586) defines service quality as the appraisal carried out by consumers for the general excellence of the service provided. Since M-Government lacks face to face-to-face interaction, service quality is very important. The government portal structures in such a way that it meets consumer’s requirements. Service quality also considers system reliability. A system is reliable when it has a quick error recovery. On the other hand, service quality is reliable when services come as agreed. In addition, a system is not reliable when it meets its objectives (Alateyah et al., 2013, p. 70).

Service accessibility and availability also go hand-in-hand with service quality. Consumers should be able to access and use e-services at whatever time they want or desire. For this reason, service availability is a significant factor or the adoption of m-Government services (Mtigwi, 2012, p. 54). Walkowiak (2011, p. 37) defined system availability as the likelihood of a system to be prepared to offer services whenever required. According to AlAwadhi and Morris (2009, p. 586), system availability is the capacity of a system to be readily available for various operations.

The speed of service delivery is another important aspect of service quality that influences the adoption of e-services. When the government enhances the delivery speed, there is a high a probability that citizens will embrace the new system and gadgets. Delivery speed refers to the time taken when a customer requests for a service and the time he/she receives the service (Alateyah et al., 2013, p. 70). Information quality is also a critical factor of the quality service that influences the adoption of e-services. Studies on m-Government service have listed information quality among the key elements. Information quality is the degree to which the information on a given system possesses attributes such as content, efficacy, aptness, and precision.

Public Awareness

Public awareness is one of the major barriers to the adoption of m-Government services. Awareness is defined as an understanding of the undertakings of others, which offers a perspective for an own undertaking. Increased public awareness is necessary for the development of e-Government. It purposes to encourage citizens to embrace m-Government services. AlAwadhi and Morris (2009, p. 586) states that one of the main concerns in relation to the deployment and adoption of e-services is lack of public awareness on the existence of a new technology or the advantages of the new technology. Sharma and Gupta (2004, p. 463) consider the lack of public awareness of m-Government services or its benefits a major concern. For citizens to acknowledge the value of new technology, the benefits are clear. Therefore, lack of awareness is an impediment to the adoption of new technology. Sheng and Trimi (2008), on the other hand, argue that awareness in the early phase of implementation can significantly influence the adoption of new technology, for example, online banking.

However, AlAwadhi and Morris (2009, p. 2) hold a different opinion. They believe that public awareness does not necessarily influence the adoption of new technology. They give the UK Inland Revenue Online Service as an example. The number of Britons using this system is still very low, despite the government spending a huge amount of resources to market it. The taxpayers feel the new system lack substantial benefits compared to the traditional methods. A similar study conducted in Oman found out that the main factors influencing the adoption of m-Government services include users IT knowledge, public awareness and impetus, vigorous marketing of government strategies and programs, proper legislations and laws, and faith and confidence among the citizens. Nonetheless, the study demonstrates that culture had an insignificant impact on the adoption of m-Government (AlAwadhi & Morris, 2009, p. 3). Briefly, most of these studies contradict each other.

System Design

The consumer’s intention to utilize a given system depends on its supposed efficacy and user-friendliness. Rodgers’ theory of innovation diffusion is important to clarify consumers’ reception of new technology in information system studies. According to the diffusion of innovation theory, new technologies can only come up when it has the following attributes, namely: relative advantage, ease of use, compatibility, testability and observability (Rogers, 1995). Carter and Belanger (2004) seconded the diffusion of innovation theory. However, they replaced trial ability and observe ability with “image”, which denotes the level at which the innovation is viewed as improving consumers’ social status or class. Moreover, since electronic government and mobile government are almost similar in a number of aspects, one of the principal constituents of the electronic marketing is the online portal; this implies that excellent portal design is necessary to serve the objective market successfully and effectively.

It specifies that a deliberation of features such as ease of navigation, user-friendliness, and elements, for example, personalization, customization, and different dialects are necessary. Consolidating these features will straightforwardly influence user experience and push them to embrace innovation. Additionally, studies have shown that the configuration if online portal may encourage users to embrace e-services and enhance repeated usage. Therefore, when designing online portals, the government should pay close attention to elements such as usability, ease of access and multi-lingual support (AlAwadhi & Morris, 2009, p. 588).

Usability is the ease with which citizens can easily access and navigate a government website with the aim of figuring out how to handle the system and be acquainted with its fundamental functions. Well-designed websites are accessible and have enjoyable interfaces (AlAwadhi & Morris, 2009, p. 588). Zeleti (2010, p. 35) defines usability as the ease-of-use of an online portal. For an online portal to be valid, it must have the following aspects: learnability, effectiveness, accuracy and liking. Accessibility, on the other hand, refers to the level at which citizens and search engines can access information on the government portal. Lastly, the government portal should include the official dialect with one or more extra dialects and output for incapacitated persons, which permits natives to get to and explore the data effortlessly. This is because a government portal with multi-lingual support will encourage citizens to use m-Government services.

Culture

Many studies establish the impact of culture on change management. Some of these studies emphasize the impact of culture in change efforts. They match different forms of culture with different types of change management, for instance, upbeat and collaborative culture. They stress that mismatch of cultures and different types of change management may lead to implementation problems (Weick & Quinn, 1999, 365). Therefore, culture can also affect the adoption of m-Government services. Culture can either be a component belonging to a given society or a representative of an entire nation. Weick and Quinn (1999, 367) define culture as an independent explanatory variable, usually determined by the values, beliefs and norms in the society. El-Kiki and Lawrence (2008, p. 977) stresses that the content of m-Government portal should be applicable to the region, culture and dialect to create a sense of belonging among the users. Most m-Government services exist in different fields, for instance, health care and education. Some packages are for specific groups or communities, for example, students. In order to justify the adoption, the services must be relevant to the culture of the targeted group or individuals.

A study conducted by Bagchi et al. (2004) established that individualism and collectivism within a culture could influence e-service adoption. Collectivist society is characterized by strong bond and lasting relationships between individuals. The adoption of e-services in both societies hinges on the disparity between societal functions and interdependency within the group. Since e-services reduce face-to-face contacts, the adoption of m-Government services in individualistic society is high. However, Weick and Quinn (1999, 370) believes that face-to-face interactions can enhance m-Government adoption.

This is why m-Government is limited in some jurisdiction. In addition, physical contact minimizes uncertainty and distrust, hence increased adoption of m-Government services. Finally yet importantly, Governments that pay close attention to citizens’ positive emotions usually experience less instability, increased innovation. This is because positive emotions enhance efficiency and capacity to cope with transformational changes (Bagchi et al., 2004). Zalesak (2003, p. 28) describes civil servants as the most crucial asset, at the same time identifying the element of flexibility in strengthening positive potential. This means that government employees should have the ability to adapt to the changing conditions. The flexibility of government employees manifests in mind-set, knowledge and competency. Flexible civil servants can create a culture (national culture) that is necessary for m-Government implementation.

The United Arab Emirates (UAE) Context

The United Arab Emirates is one of the fastest growing economies in the Gulf Region. M-Government in UAE is a nationwide program initiated by His Highness Sheikh Mohammed bin Rashid Al Maktoum. According to his highness, UAE already has one of the best ICT infrastructures in the globe with over 14 million mobile phone subscribers, which translates to two mobile phones for every person. The country has really made significant strides in its effort to bridge the gap between itself and their Western counterpart. Currently, the UAE government is operating within a special vision to provide basic services for socio-economic growth through enhanced access to government data and information. The UAE government hopes these changes will transform service delivery in the public sector. The changes involve transforming its e-services from e-government to Smart Government (m-Government).

M-Government in the UAE involves the use of cutting-edge Information and Communications Technologies (ICT) and mobile application to provide services to the public. In other words, government services delivered to the citizens through smart phones and PDAs (TRA, 2013, p. 10). In spite of the fact that the utilization of mobile applications is the focal point of m-government, m-Government usually alludes to dynamic utilization of such technologies to provide astute, smart and circumstantial services, which additionally incorporate human and machine correspondences. However, developing a nationwide m-government is a daunting task for any administration on the planet. Such attempts should at the outset, go through a systematic and foundational set of activities in embracing portable technologies in the public sector. These sets of activities should cover a limited time span (Sheng & Trimi, 2008, p. 2).

M-Government committee formed by the Telecommunication Regulatory Authority (TRA) of UAE oversees the management of m-Government transformation in the UAE. M-government committee is the Program Management Office (PMO). The committee’s main responsibility is making key decisions with regard to the level of achievements in every milestone, project lifespan, the joint efforts obliged and the needs (TRA, 2013, p. 14). The transformation of the government’s e-services is due to the recent advancements in the ICT and cellular technologies across the globe, which has prompted many governments to consider or approve the use of mobile technologies as a means of providing services to the public. In addition, the UAE appears to have a robust system and incredible potential to convert m-Government opportunities into a major achievement and become a universal leader in the field (Humaidan, 2013, p. 4).

The transformation of the e-services in the UAE links to the government’s effort to enhance communication networks, the growth of the ICT sector and restructure state corporations and institutions, and to implement e-government. M-Government expects to complement and add value to the existing e-services, as well as provide unique advantages, for instance, m-Government expects to mainstream e-governances by reaching out to all and sundry. This means that the introduction of smart government intends to make the life of UAE citizens easier and comfortable through accessible and efficient service delivery. Moreover, the transformation of smart government aims at consolidating the UAE’s position in e-services delivery to be on parity with the global best practices (TRA, 2013, p. 18). According to Rubel (2012, p. 4), there are three main objectives behind the introduction of smart government.

The implementation of smart government aims at attaining the following objectives: first, to enhance efficiency and effectiveness of support functions by realizing a given set of goals and performance indices; second, improving citizens experience while receiving government services; lastly, enhancing the level of citizen’s satisfaction with the government services (Mtigwi, 2012, p. 38). Like e-Government, smart government involves industry stakeholders, the government, and citizens. The industry stakeholders include all companies in the mobile phone value chain from network service providers to solution and content producers to the mobile manufacturers. The government includes state corporations and institutions, as well as organizations that support them, for instance, banks. Citizens, on the other hand, represent the end users of the service provided. State and private corporations and their staff can also be included among the end-users, especially when the support services aim at them (Lee, Tan & Trimi, 2006, p. 116; TRA, 2013, p. 10).

Like e-Government, m-Government functions on four fundamental levels of interface, namely: m-Government to the public, m-Government to private business, m-Government to civil servants and m-Government to state corporations and institutions. M-Government interfaces depend on the four fundamental levels of e-government, but they convert to cellular structural blocks. At the same time, the key stakeholders seek to embrace the use of mobile technologies in government support services. The mobile government transformation calls for a restructuring of the entire government and its business activities (Mengistu, Zo & Rho, 2009, p. 1448). M-government separates into two realms, namely: back office and front office applications based on the four fundamental levels of interface. Back office applications deal with the use of mobile technologies in government collaborations (m-Government to civil servants and m-Government to state corporations and institutions) for the enhancement of public service delivery. This is a cost reduction measure with respect to governance. Front office applications, on the other hand, manage the use of mobile technologies to ensure that citizens and private businesses have access to basic information and services (Mtigwi, 2012, p. 40).

The Telecommunication Regulatory Authority of UAE is already involved key exercises that are crucial in the management of smart government transformation in the nation. These exercises link to the countrywide network, mobile identity, cellular modernization, mobile phone payment systems and Reliable Service Manager. These undertakings are main enablers for the countrywide success of the smart government. A realistic framework that involves key undertakings has bolstered these exercises. This has had a noteworthy impact on decisions related to the exercises carried out by TRA. Additionally, TRA is working with all government entities to ensure that m-Government transformation spreads throughout the country.

UAE m-Government Success Index

The UAE had set a target of transforming its services to m-Government by mid-2015. The target relied on the smart government readiness index. The smart government readiness index incorporates mobile transformation of federal government services, the level of utilization of m-Government services, and the citizen satisfaction level. The smart government readiness index also includes the level of public awareness and acquaintance with m-Government services. M-Government readiness index is a self-evaluation platform for assessing m-Government services at any point in time (”UAE government completely”, 2014, p. 1). The country has made great strides towards m-Government transformation, which aims at serving the citizens through mobile devices with the ultimate goal of improving the environment, enhancing the status and achieves user satisfaction.

In fact, the country has managed to implement m-Government transformation within a record period. The first phase of the initiative results came out very recently with a success rate of 96.3 % for the most significant 337 services, the majority of which are procedural, informative and social services. A lot still need to happen for business and enforcement services. The success rate for different government departments are as follows: 100% for Infrastructure, Environment and Energy Department; 97.7% for Finance and Economic Department; 97% for Social Affairs Department; 94% for Security and Justice Department; 89% for Education Department; and 93% for other departments (”UAE government completely”, 2014, p. 2).

The most significant achievement by the UAE government is the change of both staff and citizen mentality and the culture of government services. Currently, service delivery is no longer pegged on human labour, but on advanced systems technological systems (”UAE government completely”, 2014, p. 2). According to His Highness Sheikh Mohammed bin Rashid Al Maktoum, the transformation process is at the last phase. The only thing remaining is linking up all services together to enhance the quality of mobile applications and attain a high level of consumer satisfaction or happiness. Sheikh Mohammed also explains that the number of citizens using m-services is still low.

\He attributes this to lack of public awareness and difficulty to use the new system. Nevertheless, the government, through the Telecommunication Regulatory Authority, is planning to launch a nationwide campaign to sensitize citizens on the benefits of m-Government services and teach them how to use the new system (Nasri & Abbas, 2015, p. 528). The UAE government is planning to increase the number of citizens using m-Government service to over 80 percent by 2018. The plan will involve streamlining m-Service in order to make it faster and simpler. In addition, the UAE government is planning to introduce a star rating system for its m-Government services to enhance the quality of service and improve user experience.

Role of TRA in the Successful Implementation of m-Government

The Telecommunication Regulatory Authority (TRA) is an autonomous body mandated to regulate the ICT sector in the UAE. TRA ensures longevity, competitiveness and accountability among players in the industry. Some of the TRA’s key responsibilities include ensuring e-services are available and accessible across the country, licensing operators, safeguarding consumer interest, representing the country in global forums, developing the ICT industry, and assisting in the implementation of the most excellent superior technologies (TRA, 2013, p. 18). According to the TRA-UAE (2012), TRA influences m-Government implementation through the provision of policy guidelines, management of m-Government development roadmap, provision of support services, expansion of ICT infrastructure and the creation of public awareness.

One of the major challenges facing m-Government implementation in many countries is the lack of substantial laws regulating usage of mobile technologies, particularly the transfer of data and information (TRA, 2013, p. 22). In the United Arab Emirates, the existing legal structure stems from the Federal Electronic Business and Transaction Act of 2006. In its current form, the ICT law is not competent enough to explain the new developments in m-Government transformation such as mobile payments. For instance, the current law dictates that all mobile transactions must be conducted using local currencies. This law needs amendment so that it does not become an impediment. For this reason, TRA is working closely with other stakeholders to come up with an all-inclusive digital law that would create a favourable environment for the development of m-Government. The proposed law should not only be restricted to data security and privacy but also provide a legal base for mobile-based transactions and commercial activities (TRA, 2013, p. 23).

The Telecommunication Regulatory Authority, through its Program Management Office, handles a roadmap for the development and implementation of m-Government in the United Arab Emirates. The roadmap models to bridge the gap between e-Government efforts and national agenda (TRA-UAE, 2012, p. 3; TRA, 2013, p. 28). As already been mentioned, the UAE ‘s mobile government is devoted to delivering government services to citizens across the country, regardless of their socioeconomic status and level of education. The roadmap splits into four faces, each with a number of milestones. The first phase involves the establishment of a favourable environment for m-Government services to thrive. This phase contains milestones, which concentrates on making important establishments for the m-Government to exist and persist. This begins with setting up a strong and well-equipped management team to strategize and actualize m-Government transformation. Other milestones focus on the operations and interconnectivity of the government entities at the national level. They also look at ways of enhancing stakeholder involvement and cooperation, building the capacity of citizens and government agencies, and creating a supportive mobile industry and legal structure (TRA, 2013, p. 29).

The second phase involves the assessment of capability and capacity of state agencies. This phase contains milestones, which focuses on situation assessment with respect to the capability and capacity of state agencies so that the subsequent stages could be executed in a more efficient and straightforward manner. This will help in developing realistic approaches for service delivery. The third phase concentrates on the establishment of shared resources across state agencies at the top level. This is the essential for enhancing the readiness of all state agencies, particularly from the technological viewpoint and distribution of ICT infrastructure. The last phase is the realization of citizens’ happiness or satisfaction. This phase includes milestones that support citizen-oriented m-Government transformation, particularly the underprivileged or minority groups. It also focuses on the endorsement of m-Government services to accelerate the adoption process (TRA, 2013, p. 30).

State agencies are very much aware of the pressure linked to m-Government transformation. However, the majority still lacks understanding of the whole process, and, therefore, treated with care (TRA-UAE, 2012, p. 7; TRA, 2013, p. 42). The national and local government employees still need direction and clarity on the nature of m-Government transformation to build the capacity needed for the actualization process. The Telecommunication Regulatory Authority, through the Mobile Centre Innovation Centre, usually provides training to all public servants, especially those who lack the capacity (TRA, 2013, p. 44).

On the other hand, mobile phone usage among the UAE citizens has become a habit. Smartphone penetration in the country is approximately 65 percent, which translates to a high level of technology uptake. The smartphone users have an average of 30 applications installed on their devices, and the majority of them have access to the internet. This means that most UAE citizens are knowledgeable and have the necessary. However, the number of users off m-Government services is still low. This explains the low awareness and complex nature of the system. For this reason, TRA is planning to launch a countrywide public awareness campaign to sensitize and educate citizens on the benefits of m-Services, as well as train them on how to use the new system (TRA-UAE, 2012, p. 9).

As been mentioned, the UAE already have a robust ICT infrastructure thanks to the Telecommunication Regulatory Authority. The Telecommunication Regulatory Authority has created a beneficial environment for all state departments during the transition period through shared ICT infrastructure (application programming interfaces and data sharing platform architecture) and services, as well as providing proper guidelines and instructions. This has helped to remove inefficiencies and duplications in various areas. Furthermore, shared infrastructure has led to a strategic partnership and cooperation among the key stakeholders, which has created an all-inclusive environment.

The Telecommunication Regulatory Authority has also ensured that the mobile Public Key Infrastructure unifies among all the stakeholders, especially the mobile network operators to present a standardized security system. The mobile Public Key Infrastructure (PKI) is a system that guarantees a high level of data and information security within the m-Systems. It makes sure that any information or data sent through the mobile phone networks are in encrypted form and authenticated access. TRA has also rolled out a plan to integrate mobile payment systems with other public and private services. In addition, TRA always carries our regular analysis on the technology needed for various operations.

To shape the dynamics of the mobile industry towards supporting m-Government programs, the industry requires regulation. With the headship of the Telecommunication Regulatory Authority, the country has been able to come up with innovative models of public and private partnerships, which has guaranteed the survival of tech companies in the value chain. These companies provide services to state agencies that are in charge of the m-Government transformation process. Therefore, Telecommunication Regulatory Authority not only supports the m-Government transformation by bringing different stakeholders together, it also generates new dynamics and prospects in the ICT industry. Furthermore, the Telecommunication Regulatory Authority has integrated the concept of outsourcing and partnership and came up with the inter-business outsourcing relationship. They define inter-business outsourcing relationship as a linkage between service providers and clients arising from the contractual agreement. The contractual agreement highlights the benefits liable to each party. TRA (2013, p. 42) explains that the relationship/partnership between IT outsourcing firms and their clients helps in minimizing risks, increases predictability and, therefore, reduces uncertainty. Therefore, the outsourcing relationship has a significant impact on the outcome of outsourcing contracts.

Gaps in the Literature

Works of literature on m-Government implementation or adoption in the Arab World are scarce, compared to the West (AlAwadhi & Morris, 2009, p. 586). Gebauer et al. (2010, p. 274) believe that m-Government publications in the Arab World are still lacking. They claim that diffusion theory is comparatively new in the Gulf Region. According to AlAwadhi and Morris (2009, p. 588), studies related to the impact of telecommunication activities are non-existent.

Since the adoption of m-Government service is similar to other e-services, the influential factors affecting the implementation n process include reform bureaucracy, efficacy, ease of use, and culture and social factors. Numerous studies conducted in the Western World verify this. However, studies on the influence of telecommunication authority on the implementation of m-Government do not exist. In addition, a number of studies on the influencing factors of e-Government and m-Government adoption contradict each other. Studies conducted in Europe to some extent show different results from those conducted in the Middle East and, therefore, this needs further research. Furthermore, little research establishes the influencing factors of m-Government adoption in developing economies, particularly in the Gulf Region.

Studies related to m-Government initiatives offer a twisted view of measures of success for implementation of m-Government service. This could be its accountability (AlAwadhi & Morris, 2009) or cost effectiveness (Alateyah et al., 2013). In addition, it could be bridging the digital gap (Snellen & Thaens, 2008) or accessibility to m-Government services (Mengistu et al., 2009). It could be through financial gains (Trimi & Sheng, 2008) or efficiency (Lee, Tan & Trimi, 2006) and public-private partnership (Humaidan, 2013). Lastly, it can involve process transformation (Zalesak, 2003) and infrastructural framework (Zeleti, 2010).

They also do not focus on individual factors that can influence the adoption of m-Government service in the United Arab Emirates. Researchers have been more concerned with factors such as public awareness, readiness and accessibility of e-services. Their concern has been more subjective instead of corroborating the empirical evidence. It is true that the use of e-services is beneficial, but it is not clear how individual factors such as planning, infrastructure and support, and training influence the implementation of smart government and usage of m-Government services. This paper aims to bridge the existing gap. The main objective of this paper is to establish the role of TRA in the successful implementation of the smart government initiative in the United Arab Emirates. TRA’s role relies on the following factors: planning, infrastructure and support, and training.

Methodology

Introduction

The methodology is the process of instructing the ways to do the research. It is, therefore, convenient for conducting the research and for analysing the research questions. The process of methodology insists that much care influences the kinds and nature of procedures to observe in accomplishing a given set of procedures or an objective (Blanchard & Cathy, 2002). The purpose of this research proposal is to create a room for further research that will assess the role of Telecommunications Regulatory Authority (TRA) on the Smart Government Transformation Index in the United Arab Emirates (UAE). Consequently, the research study is exploratory. Exploratory research studies provide researchers an opportunity to assess areas that have not been extensively researched (Saunders, Thornhill, & Lewis, 2009). Therefore, engaging in exploratory studies contributes to the development of additional knowledge on the issue or phenomenon under investigation. This goal comes by testing the stipulated hypotheses. To undertake the research study, a comprehensive research methodology is necessary. This part includes the research design, the sample and the methods used in gathering information. It also contains the data analysis methods, validity and reliability of data and the limitation of the study.

Quantitative and Qualitative Approach

Quantitative research approach refers to the use of statistical techniques, mathematical methods and calculation techniques to analyse data (Saunders, Thornhill, & Lewis, 2009). The quantitative methodology aims at utilizing mathematical and statistical theories and models to analyse the data. The quantitative method validates the hypotheses and conclusions that stem from the qualitative methodology. The scientific procedures and processes that help in quantitative methodology encompass deriving models and theories; designing instruments for data gathering; controlling the variables empirically; and analysing data using models.

The qualitative approach is mostly concerned with the human motives and the reasons behind such motives (Saunders, Thornhill, & Lewis, 2009). The main questions that come with qualitative approach are ‘why?’ and ‘how?’ in addition to ‘what?’, ‘where?’ and ‘when?’ Concerning this, a researcher utilizing the qualitative approach will tend to use smaller samples rather than larger samples. Qualitative approach strictly generates only information that applies to the designated case study; any additional information is guesses. Once the hypotheses stem from a qualitative approach, they filter through the quantitative approach.

Advantages and disadvantages of primary research

Primary research is relevant for categorizing the observations or variables, examining the variables and generating statistical representations to analyse the observations. A researcher who utilizes the primary research design has a predetermined knowledge of what to expect. In addition, the researcher employs data collection instruments like questionnaires or other relevant data collection equipment. The kind of data handled through primary research is mainly in numerical or statistical format. A strong feature of the primary research is that it is the most efficient design to test hypotheses. Its limitation is that the relevant details of the variables or observations may be overlooked (Saunders, Thornhill, & Lewis, 2009).

On the other hand, primary research does not give a full detail in terms of the description of the research process. Unlike qualitative research, the researcher has no idea of what results to expect because he/she mainly relies on observations. Primary research approach consumes a lot of time and demands many resources in terms of money and expertise (Saunders, Thornhill, & Lewis, 2009).

Research Design

There are three types of research design: exploratory research, descriptive research and causal research (Blanchard & Cathy, 2002). This study utilized the exploratory research design. The exploratory research design mainly explores the nature of the problem in order to draw inferences. In this scenario, the researcher is in a good position to understand the problem under investigation. The flow of exploratory research involves identifying the problem and seeking to find the appropriate solutions and new ideas. Exploratory research is mostly applicable in circumstances where the structure of the research problem is not definite. The interview is a good example of the methods that helps to gather information in this kind of research.

On the other hand, descriptive research is mostly applicable in circumstances where the structure of the research problem is explicit. This kind of research is valid when the researcher expects to distinguish the various observed facts in a sample or a population. In addition, descriptive research is valid when the researcher has a prior understanding of the problem under investigation. Causal research is the kind of research whereby there is a clear structure of the research problem. In this case, the researcher is interested to explore on the cause-effect relationship. The design identifies the causes, analyse them and the extent of the effects is reviewed (Blanchard & Cathy, 2002).

Considering the exploratory nature of the research study, the research will adopt the mixed research design. The study will take into account the qualitative and quantitative research designs. The choice of the mixed research design has arisen from the need to improve the quality of the research study. First, the integration of the qualitative research design will aid in the generation of adequate data from the field to support the study. Moreover, the research will have an opportunity to collect data from the natural setting, hence improving the relevance of the research study. In the course of implementing the qualitative research design, the study will take into account the grounded theory.

Subsequently, incorporation of the grounded theory in the qualitative research design will enable the research to elucidate the issue under investigation. For example, the research study will contribute to a further understanding on the importance of adopting a multi-dimensional approach in formulating the employee compensation policies. Conversely, the quantitative research design will aid in improving the effectiveness with which the research data are analysed and interpreted by the target research audience such as organizations human resource managers.

Case Study Approach

The case study is an approach of methodology that applies when a comprehensive research or investigation is required. The case study is widely applied in sociological studies, but of late, it applies in research institutions. Case study approach has procedures to follow; hence, the researcher is required to stick to the guiding rules and principles to produce the best results. Through a case study approach, the researcher has access to a wide range of data sources; because of this, case study results are always very comprehensive and in-depth.

The case study research does not entail sampling; hence, it is beneficial to select the cases in a relevant manner in order to maximize on what is valid. Through a case study approach, relevant issues that form the basis of the study reveal. In addition, issues that appear to be more complex come out using case study as a research approach. The basic steps to follow when structuring a case study approach are the research questions should be clearly stated and defined, choose the cases and the data collection and analysis techniques, arrange to gather data, process and analyse the collected data, and make a report with regard to the analysed data.

Population and Sampling

There are two popularly used procedures for sampling. The sampling procedures include prospect sampling and non-prospect sampling. In a probability sampling procedure, the samples are representative of the population. This is because all the entries have a chance of selection. On the other hand, items in the non-probability sampling do not have an equal chance. In this scenario, not all the items in the population have equal chances of selection. The data for the study came from the employees of the organization under study. The employees had profiles that fit the context of this study. Therefore, the employees were an excellent choice because many of them have had the organization experience. Because not all the employees could be accessible, a non-probability sampling procedure was important in this study.

A pilot test needed to ensure that the questionnaires were reliable and valid. After the pre-test, the questionnaire editing was important to remove and change some words. Another pre-test was then important to be sure that the questionnaire was now very reliable and very valid. The study targeted employees who work with the UAE federal government. Conducting a study on the entire population is not manageable due to the high cost and the amount of time required. Consequently, the research study will take into account the sampling technique. To make the study manageable scholars found that the research will integrate the simple random sampling technique in constructing the research sample (Scott, 2011, p. 90).

This technique will ensure that there is no bias in conducting the study. The study had a sample of 164 respondents for data collection. The study will take into account both males and females in constructing the research sample. The study assumes that the selected research sample will be representative of the workforce perception of the relationship between pay and performance. The choice of these regions has arisen from the need to understand the impact of social and cultural diversity on the employee perception and hence performance.

Data Collection and Instrumentation

In any research, there are basic stages that are involved in regards to the shaping of the research. These stages include understanding the research problem, the conceptual framework of the research, data collection, data analysis and interpretations, and drawing inferences and making recommendations. In this study, quantitative research method helps to test the hypotheses formulated. The quantitative research method is very instrumental in harnessing mathematical models that are enshrined to natural facts. The existing theories construct a conceptual framework that measures this type of research.

The adoption of primary sources played a fundamental role in improving the relevance of the research findings. The integrated interviewing technique helped to collect data from the field. Consequently, a set of questionnaires was developed. The questionnaires acted as a guide in conducting the interview. The questionnaires were mainly composed of open-ended questionnaires to provide the respondents an opportunity to answer the required issues based on their opinion. The respondents received the questionnaires directly via an online media. Thus, the data collection method entailed an online survey. Adopting this method of administration validates the need to minimize the cost of the study. This is because of the fact that respondents stay sparsely.

Questionnaire Survey

Questionnaires are a pre-formulated set of questions that require the respondents to record their answers usually within closely defined alternatives. The respondents can receive the questionnaires from the researcher via mail or through personal delivery. Before designing a questionnaire, there are three principles to pay attention to, these principles include principles of wording, principles of measurement, and the general set up of the questionnaire. The principle of text entails the content and purpose of the questions, for instance, the researcher needs to understand the nature of variables to consider. If a variable is subjective such as satisfaction where it measures a respondent’s beliefs, perceptions, and attitudes, the questions should draw the dimensions and elements of the concepts. In addition, when tapping the objective variables such as age and income, a single direct question would be appropriate. The wording and language are other elements of the principle of text, for instance, the language of the questionnaire should approximate the level of understanding of respondents. Consequently, the choice of words should depend on the degree of education of the respondents.

The principle of measurement encompasses the principles to ensure that the data collected are appropriate to test the hypotheses. These principles include categorization, which entails the adjustment of negative questions to become positive issues, coding, using scales and scaling techniques, and reliability and validity. Reliability indicates how stable and consistent the instrument taps the variable. The general set up of the questionnaire encompasses the introduction to respondents, length of the questionnaire, instructions for completion and the overall appearance of the questionnaire.

Data Analysis and Presentation

The collected data will be analysed quantitatively. This goal comes by incorporating quantitative data analysis tools such as tabulation, use of graphs, percentages, and charts. Considering the fact that the research study has integrated the qualitative research design, the data analysis and presentation method will entail the adoption of the textual presentation technique. This technique comes about by using statements that comprise numerals. One of the textual presentation tools that are important in analysing the research data entails the Likert scale. By using this tool, the research will be in a position to evaluate the qualitative data using point scales such as the 5-point Likert scale. In addition to the above technique, the research will integrate the Microsoft Excel data analysis technique. The adoption of this technology will play a fundamental role in improving the effectiveness and efficiency with which the collected data will be analysed using tables, charts, and graphs. Moreover, incorporation of the Microsoft technique will play a fundamental role in improving the ease with which the research data translates.

Limitations of the study

There have been a considerable measure of concerns on extra-budgetary costs of gathering of the information, paying little mind to whether the accumulated information is truly genuine or not and whether there may be an unequivocal conclusion when translating and breaking down the information. What’s more, a few representatives were hesitant to offer some data that was private and perilous in the hands of their rivals. This represented an extraordinary test in the examination as the specialist needed to take a more drawn out time to discover workers why should willingly give out sufficient data.

Findings, Data Analysis and Interpretation

Introduction

This section covers the analysis of the data, presentation and interpretation. The results were analysed using SPPS, ANOVA, regression and correlation analysis.

Sample characteristics

The sampling procedures include prospect sampling and non-prospect sampling. In a probability sampling procedure, the samples are representative of the population. This is because all the entries have a chance of selection. On the other hand, items in the non-probability sampling do not have an equal chance. In this scenario, not all the items in the population have equal chances of selection. The data for the study came from the employees of the organization under study. The employees had profiles that fit the context of this study. Therefore, the employees were an excellent choice because many of them have had the organization experience. Because not all the employees could be accessible, a non-probability sampling procedure was important in this study.

This technique will ensure that there is no bias in conducting the study. The study had a sample of 164 respondents for data collection. The study will take into account both males and females in constructing the research sample. The study assumes that the selected research sample will be representative of the workforce perception of the relationship between pay and performance. The choice of these regions has arisen from the need to understand the impact of social and cultural diversity on the employee perception and hence performance. In order to understand the demographic information about the participants, the distribution of gender, age, education level, income, and period employed in the organization are in the following sections.

Gender

Table 4.1 Gender distribution

The distribution of gender is in Table 4.1 and Figure 4.1, according to the results; there are 78 females and 91 males, composed 46.2% and 53.8% of the sample respectively.

Age

Table 4.2 Age distribution

The distribution of age is in Table 4.2 and Figure 4.2 above. According to the results, there are 47.9% of the participants aged between 26 and 35, which is the largest proportion, followed by participants aged between 36 and 45, composed 33.7% of the sample, and participants aged between 46 and 55, accounted 12.4% of the sample. Finally, participants aged above 55 or between 18 and 25 composed 4.7% and 1.2% of the sample respectively.

Education level

Table 4.3 Education distribution

In terms of the education level, nearly half of the participants (49.1%) have a postgraduate degree or above, which is the largest proportion, followed by participants who have a bachelor degree, composed 36.7% of the sample, and participants who have a diploma, composed 11.8% of the sample. There are only 2.5% of the participants have high school or below degree.

Income

Table 4.4 Income distribution

Regarding the income of the participants, 39.6% of the participants indicate that they have income above 5000, which is the largest proportion, followed by participants who have income between 3001 and 5000, composed 31.4% of the sample, and participants who have income between 2001 and 3000, composed 16.6% of the sample. There are 10.7% of the participants have income below 1000 and 1.8% of the participants have income between 1000 and 2000.

4.1.5 Time period employed in the organization

Table 4.5 Time period employed in the organization

Table 4.5 and Figure 4.5 above summarized the employment period of the participants in the organization. According to the results, 32.5% of the participants have stayed more than 10 years, which is the largest proportion, followed by participants who have stayed between 7 and 10 years, composed 24.3% of the sample, and participants who have stayed between 4 and 7 years, composed 22.5% of the sample. In addition, there are 35 participants have stayed for less than 3 years, comprised 20.7% of the sample.

Reliability Analysis

Reliability analysis evaluates whether the multiple instrument items are measuring the same variable or concept (Blanchard & Cathy, 2002). In SPSS, the Cronbach’s Alpha value measures the reliability of the various variables. The minimum requirement for the value of Cronbach’s Alpha is 0.7 to ensure that the items are internally consistent and reliable. In the exploratory study, the Cronbach’s Alpha value of 0.6 is valid. In this study, the various measurement items are from previous studies, thus, the minimum value is set at 0.7. The corrected-item total correlation (CITC) is also included to evaluate the reliability of the individual item. If the CICT is below 0.5, then the item cannot reliably measure the corresponding variable and is invalid for further analysis (Blanchard & Cathy, 2002). The Cronbach’s Alpha if item deleted indicate whether the Cronbach’s Alpha value goes up or down after excluding this item. Thus, if this value is above the Cronbach’s Alpha value for the variable, the item is invalid for further analysis. Table 4.6 summarizes the results.

Table 4.6 Reliability Analysis for Variables

According to the results, the Cronbach’s alpha value of the knowledge of transformation index, role of the Telecommunications Regulatory Authority (TRA), planning, training, infrastructure and support, subjective norms, and smart government transformation index are 0.836, 0.817, 0.761, 0.739, 0.898, 0.833, and 0.837, which are all above the minimum requirement of 0.7. In addition, the CICT for individual items are all above the minimum requirement of 0.5 and the Cronbach’s Alpha if deleted for individual items are all below the Cronbach’s Alpha value. These results demonstrate that these items are internally consistent and reliable, and are valid for further analysis.

Frequency analysis

Knowledge of the transformation index frequency analysis

Table 4.7 The Knowledge of the transformation index frequency analysis

As can be seen from Table 4.7 and Figure 4.7, more than half of the participants are familiar with the knowledge of transformation index. There are 52.1% of the participants indicate, “Compared to the average person, I am familiar with the transformation index policies” and 46.2% of the participants indicate, “Compared to my friends, I am familiar with the smart government services transformation activities”. From the total score of these three items measuring Knowledge of the transformation index, a large group of participants have a score of 11 or 12. To gain a clearer picture of the participants’ Knowledge of the transformation index, there was the aggregation of the items measuring Knowledge of the transformation index. The aggregated mean value was 3.69, suggesting that participants have medium level knowledge of the transformation index.

Role of the Telecommunications Regulatory Authority (TRA) frequency analysis

Table 4.8 Role of the Telecommunications Regulatory Authority (TRA) frequency analysis

Table 4.8 shows the overall responses to the role of the Telecommunications Regulatory Authority (TRA) among participants. According to the results, the mean value of all measurement items was between three and four. Thus, the participants’ attitude, concern was at a medium level. By analysing the frequency, more than half of the participants have expressed their concern regarding the role of the Telecommunications Regulating Authority (TRA). In order to gain a more detailed picture of the level of role of the Telecommunications Regulatory Authority (TRA), the aggregate mean score was classified into three levels: low (below 2), medium (2-4), and high (4-5). The aggregate mean score was 3.76, suggesting a medium level of role of the Telecommunications Regulatory Authority (TRA). There was a summary of the overall scores of the items measuring role of the Telecommunications Regulatory Authority (TRA). The results reveal the range to be 16, with scores ranging from five to 20. The majority of the participants have an overall score between 14 and 16.

Planning frequency analysis

Table 4.9 Planning frequency analysis

Table 4.9 summarized the frequency analysis for items measuring planning. According to the results, the majority of the participants agree or strongly agree that “Proper planning by the (TRA) of the smart government services transformation produces good implementation results”, “Planning enables smart government services transformation to be undertaken within a shorter period”, and “Planning of the smart government services transformation by the (TRA) improves efficiency and accountability”. The aggregated mean value of planning is 3.98, nearly 4, suggesting that participants have a positive attitude towards the planning of the transformation index. Figure 4.9 summarized the score of the items measuring planning. As can be seen from the results, the majority of the score ranged between 10 and 15, indicating a relatively higher-level positive attitude towards planning.

Training frequency analysis

Table 4.10 Training frequency analysis

Table 4.10 summarized the frequency analysis for items measuring training. According to the results, more than half of the participants agree or strongly agree, “Training provided by the (TRA) improves awareness on smart government services transformation requirements”. In addition, many agreed, “Training provided by the (TRA) provides necessary skills for the implementation of the smart government services transformation”, and “Training provided by the (TRA) has a positive impact on the success of the smart government services transformation”. The aggregated mean value of planning is 3.85, suggesting that training is at medium to high level. Figure 4.10 summarized the score of the items measuring training. As can be seen from the results, the majority of the score ranged between 10 and 13, which also indicate a medium to high-level training perception.

Infrastructure and support frequency analysis

Table 4.11 Infrastructure and support frequency analysis

Table 4.11 summarized the frequency analysis for items measuring infrastructure and support. According to the results, more than half of the participants agree or strongly agree that “The infrastructure, facilities and support (i.e. FedNet, Cloud, etc.) provided by the (TRA) are appropriate for the smart government services transformation”. In addition, they agree, “The (TRA) Smart Government Team support availability and quality has a positive impact on the success of the smart government services transformation” and “Efficient infrastructure and support are relevant to the success of sub-criteria under the smart government services transformation”. The aggregated mean value of planning is 3.79, suggesting that the infrastructure and support is at medium to high level. Figure 4.11 summarized the score of the items measuring organization facility. As can be seen from the results, the majority of the score ranged between 18 and 22, which also indicate a medium to high-level organization facility perception.

Subjective norms frequency analysis

Table 4.12 Subjective norms frequency analysis

Table 4.12 summarized the frequency analysis for items measuring subjective norms. According to the results, less than half of the participants agree or strongly agree that, “Most key people in the process of the smart government services transformation think that (TRA) planning role has a positive relationship with the Smart Government Services Transformation Index”. In addition, they agree that, “Most key people in the process of the smart government services transformation think that infrastructure and support provided by the TRA have a positive relationship with the Smart Government Services Transformation Index”. Lastly, they agree, “Most key people in the process of the smart government services transformation think that Training and workshops provided by the TRA have a positive relationship with the Smart Government Services Transformation Index”. The aggregated mean value of planning is 3.53, suggesting that the subjective norms are at medium level. Figure 4.12 summarized the score of the items measuring subjective norms. As can be seen from the results, the majority of the score ranged between 10 and 11, which also indicate medium level subjective norms.

Smart government transformation index frequency analysis

Table 4.13 Smart government transformation index frequency analysis

Table 4.13 summarized the frequency analysis for items measuring smart government transformation index. According to the results, nearly half of the participants agree or strongly agree, “Planning has a positive relationship with the Transformation Index”, “Infrastructure and support have a positive relationship with the Transformation Index”. The aggregated mean value of planning is 3.52, suggesting that the subjective norms are at medium level. Figure 4.13 summarized the score of the items measuring smart government transformation index. As can be seen from the results, the majority of the score ranged between 10 and 11, which also indicate a medium level smart government transformation index.

Correlation analysis

Correlation between Knowledge of transformation index and Smart government transformation index

There was a scatter plot in order to check the correlation between Knowledge of transformation index and smart government transformation index. This was to ensure that there was not a violation of the assumptions of normality, linearity and homoscedasticity among the data. As seen in Figure 14 below, there is a strong, positive correlation between the variables of Knowledge of transformation index and smart government transformation index and the data is normally distributed.

There was a Pearson product-moment correlation coefficient to analyse the relationship between Knowledge of transformation index and customer smart government transformation index. This was after inspecting a positive correlation between Knowledge of transformation index and smart government transformation index. The results are in table 4.14 above. The correlation value below 0.3 indicates low-level correlation; the correlation value between 0.3 and 0.6 indicates medium level correlation, while the correlation value above 0.6 indicates higher-level correlation. As can be seen in Table 4.14, there was a medium positive correlation between Knowledge of transformation index and smart government transformation index, with a correlation value of 0.373, which is significant at 0.01 levels, indicating that higher levels of Knowledge of transformation index is associated with higher levels of customer smart government transformation index.

Table 4.14 Correlation between Knowledge of transformation index and Smart government transformation index

The correlation between Role of the Telecommunications Regulatory Authority (TRA) and Smart government transformation index

There was a scatter plot to check the correlation between Knowledge of transformation index and smart government transformation index. As seen in Figure 4.15 below, there is a strong, positive correlation between the variables of role of the Telecommunications Regulatory Authority (TRA) and smart government transformation index and the data is normally distributed.

There was a Pearson product-moment correlation coefficient to analyse the relationship between role of the Telecommunications Regulatory Authority (TRA) and customer smart government transformation index. This was after inspecting a positive correlation between role of the Telecommunications Regulatory Authority (TRA) and smart government transformation index; the results are in table 15 below. As is in Table 15, there was a medium positive correlation between role of the Telecommunications Regulatory Authority (TRA) and smart government transformation index. The correlation value was 0.313, which is significant at 0.01 level, indicating that higher levels of role of the Telecommunications Regulatory Authority (TRA) is associated with higher levels of customer smart government transformation index.

Table 4.15 The correlation between Role of the Telecommunications Regulatory Authority (TRA) and Smart government transformation index

The correlation between Planning and Smart government transformation index

There was a scatter plot to check the correlation between a fair wage and smart government transformation index. As seen in Figure 16 below, there is a strong, positive correlation between the variables of planning and smart government transformation index and the data are normally distributed.

There was a Pearson product-moment correlation coefficient to analyse the relationship between planning and customer smart government transformation index. This was after inspecting a positive correlation between a fair wage and smart government transformation index. The results are shown in table 16 below. As can be seen from this table, there was a medium positive correlation between a planning and smart government transformation index, with a correlation value of 0.412, which is significant at 0.01 level, indicating that higher levels of planning is associated with higher levels of customer smart government transformation index.

Table 4.16 Correlation between Planning and Smart government transformation index

4.4.4 The correlation between Training and Smart government transformation index

In order to check the correlation between training and smart government transformation index, there was a scatter plot. As seen in Figure 4.17 below, there is a strong, positive correlation between the variables of training and smart government transformation index and the data is normally distributed.

After inspecting a positive correlation between training and smart government transformation index, there was a Pearson product-moment correlation coefficient to analyse the relationship between training and customer smart government transformation index. The results are in Table 4.17 below. As can be seen from this table, there was a medium positive correlation between training and smart government transformation index, with a correlation value of 0.409, which is significant at 0.01 level, indicating that higher levels of training is associated with higher levels of customer smart government transformation index.

Table 4.17 Correlation between Training and Smart government transformation index

Correlation between Infrastructure and support and Smart government transformation index

In order to check the correlation between infrastructure and support and smart government transformation index, there was a scatter plot. As seen in Figure 4.18 below, there is a strong, positive correlation between the variables of infrastructure and support and smart government transformation index and the data is normally distributed.

After inspecting a positive correlation between infrastructure and support and smart government transformation index, a Pearson product-moment correlation coefficient was carried out to analyse the relationship between infrastructure and support and customer smart government transformation index. The results are in Table 4.18 below. As can be seen from this table, there was a medium positive correlation between infrastructure and support and smart government transformation index, with a correlation value of 0.455, which is significant at 0.01 level, indicating that higher levels of the infrastructure and support is associated with higher levels of customer smart government transformation index.

Table 18 Correlation between Infrastructure and support and Smart government transformation index

The correlation between Subjective norms and Smart government transformation index

In order to check the correlation between subjective norms and smart government transformation index, there was a scatter plot. As seen in Figure 4.19 below, there is a strong, positive correlation between the variables of subjective norms and smart government transformation index and the data is normally distributed.

After inspecting a positive correlation between subjective norms and smart government transformation index, there was a Pearson product-moment correlation coefficient was to analyse the relationship between subjective norms and customer smart government transformation index. The results are in table 19 below. As can be seen from this table, there was a strong positive correlation between subjective norms and smart government transformation index, with a correlation value of 0.765, which is significant at 0.01 level, indicating that higher levels of subjective norms is associated with higher levels of customer smart government transformation index.

Table 4.19 Correlation between Subjective norms and Smart government transformation index

Regression analysis

Regression analysis is a statistical process for estimating the relationships among variables (Blanchard & Cathy, 2002). More specifically, regression analysis helps to understand how the change of independent variables can affect the change of dependent variables (Blanchard & Cathy, 2002). The correlation analysis above indicated that there are relationships between subjective norms, infrastructure and support, Knowledge of transformation index, planning, training, role of the Telecommunications Regulatory Authority (TRA) and smart government transformation index. In order to find out how these variables influence customer smart government transformation index and which one has the biggest impact, the multiple-linear regression is used.

Table 4.20 Model Summary

The Adjusted R Square is 0.536, which means that the independent variables of subjective norms, infrastructure and support, Knowledge of transformation index, planning, training, and role of the Telecommunications Regulatory Authority (TRA) can explain 53.6% of the variance of smart government transformation index.

Table 4.21 ANOVA

By summarizing the ANOVA table, it can be said that the independent variables of subjective norms, infrastructure and support, Knowledge of transformation index, planning, training, and role of the Telecommunications Regulatory Authority (TRA) can predict the dependent variable of smart government transformation index at a significance of 0.01, by considering F=411.961.

Table 4.22 Coefficients

The regression results are in Table 4.22 above. According to the results, there is no collenearity problem among the independent variables as the VIF values for all independent variables are less than 10 and the Tolerance value for all variables are above 0.1. It is found that subjective norms, infrastructure and support, Knowledge of transformation index, planning, training, and role of the Telecommunications Regulatory Authority (TRA) can significantly impact smart government transformation index, with sig values all less than 0.05. Specifically, subjective norms have the biggest impact on smart government transformation index, with a standardized coefficient value of 0.437, followed by infrastructure and support, with a standardized coefficient value of 0.424 and planning, with a value of 0.334. The role of the Telecommunications Regulatory Authority (TRA) has the smallest impact on smart government transformation index, with a standardized coefficient value of 0.212.

Conclusions and Recommendations

Introduction

This chapter presents the conclusion and the recommendations of the findings and of the results in accordance to the objectives of this study.

Conclusion and recommendations

The United Arab Emirates is one of the quickest developing economies in the Gulf Region. M-Government in UAE is an across the country program that was started by His Highness Sheikh Mohammed Bin Rashid Al Maktoum. As indicated by his Excellency, UAE as of now has one of the best ICT foundations in the globe with more than 14 million cell phone supporters, which means two cellular telephones for each individual. The nation has truly endeavoured to cross over any barrier in the middle of itself and their Western partner.

At present, the UAE government is working on exceptional vision in order to give essential administrations to financial development through upgraded access to government information and data. The UAE government trusts these progressions will change administration conveyance in the general population division. The progressions include changing its e-administrations from e-government to Smart Government (m-Government). As been specified, the UAE as of now have a hearty ICT foundation because of the Telecommunication Regulatory Authority. The Telecommunication Regulatory Authority has made a useful domain for all state offices amid the move period through shared ICT foundation.

The topical strategy of smart government and targeted quality government services in the UAE has taken a high priority by the leadership of the government especially with recently revealed results of the smart transition success led by the Telecommunications Regulatory Authority. This research aimed to examine the factors affecting TRA role in the smart government transformation in the UAE. The Smart Government Transformation Index is the list, which measures the rate of keen change for the taxpayer, supported organizations.

It comprises of three sub-criteria, which are accessibility of administrations on the electronic entryway, accessibility of the administration and advancement on the portable stages and the third is the entrance channels to the administration. Arranging during the time spent the keen government change in the UAE is the mix of building up the guide, portable administrations rules and the National Plan to Support Mobile Government Initiative. The following component which is framework and bolster means adding to the required shared base, specialized backing for the partners which are the elected substances keeping in mind the end goal to empower them to give their services. The third’s meaning component, which is preparing is giving the essential attention to different levels of human capital inside of the central government.

Past studies in the field of e-administrations, shrewd mobile services and keen government change inside of the setting of the UAE were led investigating the issue from distinctive holy messengers, for example, the technique segment, and administration conveyance and reception by nationals. Additionally different studies watched the change to e-administrations and portable administration from multi-nation setting while others studies incorporated the UAE advanced development level from a subject administration experience worldview. Different endeavours have given an outline of e-government change rehearses in some Arab nations including the UAE. Plainly, the past studies have taken a gander at perspectives identified with the e-administrations area and change in the UAE and different nations, however there was no exploration done concerning the components influencing brilliant change or the part of TRA in that procedure. Along these lines, this exploration will be a one of a kind one to increase the value of the current collection of writing for comprehension the effect of variables on the accomplishment of the TRA in the change of perceptive government in the UAE. This will edify the future endeavours towards full shrewd government change in the nation.

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Appendices

Appendix 1: Questionnaire

Part Ⅰ Demographic Characteristics of Respondents

Part Ⅱ Proposed Measurement Items for Factors

Please answer the following questions using the 5-point scale

Please answer the following questions based on your own opinion

Appendix 2: Interview questions

Interview Questions

1. The Index is measure using three sub-criteria, which are availability of services on Web-Portal, availability of services on mobile platforms and Access channels to the services. Among the three sub criteria of the Index, What do you think is the most influencing one on the index? Why?
2. What is the main TRA contribution to the process of implementing the Smart Government Services Transformation Index for UAE Federal Entities?
3. What are the key challenges faced since the initiation of the Smart Government Initiative in relation to the Smart Government Services Transformation Index and availability on mobile platforms?
4. Were there any international visits conducted by the TRA for the benchmarking purposes with regard to Smart Government Services Transformation? How these visits contributed to the implementation process?
5. From your perspective, what were the main effective plan/strategies, which have supported the implementation of the Smart Government Services Transformation?
6. What are your views on the importance of infrastructure and support (i.e. Fed-Net, CoDI, Cloud Computing, etc.) as per the TRA on the implementation of the Smart Government Initiative in relation to the Smart Government Services Transformation Index?
7. Do you think that TRA role from planning point of view such as workshops and consultations has positively affected the implementation of the Smart Government Services Transformation Index?
8. What are the future prospects for the UAE Smart Government and the process of Smart Government Services Transformation?