title: A Multi-level Technology Acceptance, Adoption and Implementation Model for Achieving Government-Citizen Dialogue: An Omani Case Study

authors: Al Namani, Hamed

subjects: E-government

abstract: The number of commercial applications that exploit Web 2.0 social media is increasing rapidly. However, little is known about the challenges that public sector organizations face when they decide to adopt Web or other technology-based applications, and offer them to consumers; particularly when governmental and civil service organizations are involved. This is particularly true in developing non-Western regions, such as the Middle East, where 'Arab Spring' developments in 2011 stimulated interest in the ability of social networking to mobilize citizens against ruling elites. Consequently, this study investigated Oman's public sector to gain a deeper understanding of the adoption and use of information technology innovation and its potential to engage governments more closely with citizens. In essence, it aimed to develop a comprehensive model of ‘organizational adoption’ and ‘citizen use’ of technology for achieving meaningful online dialogue. The focus of this study is not social media applications per se, but rather it concerns any Web or other technology-based application that is suited to improving dialogue between government organizations and citizens. 

The final model was derived over three distinct phases of research using a mixed method approach. In Phase I, an initial literature review developed understanding of global trends in e-Government adoption and clarified the study aims, scope, and primary research question. A more extensive literature review was then undertaken to derive a tentative 'first-cut model' theoretical framework. This contains factors considered critical to both achieving successful organizational adoption of IT innovations and a meaningful dialogue between governments and citizens. These are presented from three distinct perspectives or levels; the National level, Organization level, and Management level. In Phase II of the research, case studies involving three Omani civil services organizations helped to refine the tentative model. Policymakers and citizens were interviewed to confirm issues and identify additional adoption and use factors. Finally, in Phase III a participatory action research approach was used to test completeness of the refined model, which culminated in the final model.

This study has shown that meaningful online dialogue can be used for different purposes: for facilitating access to decision-makers (mainly), for responding to citizens' enquiries and for addressing rumours. At the National level, government support—meaning political, economic and technical aspects—plus social changes has driven the acceptance of technology for improving government-citizen interactions and for sharing of information. In contrast, the major National level inhibitors are: limited availability of broadband services, other digital divide barriers, national culture barriers and political barriers. At the Organization level, having an IT strategy and top management support, adequate human, financial and technical resources, and a strong citizen-centric orientation are all factors that drive the adoption. Conversely, lack of capability, inappropriate internal culture, and resistance to change can all inhibit adoption. At the Management level, good preparation, proficiency with technical issues, accessibility and marketing issues, appropriate consideration of operational issues and end user needs are critical for implementation of Web or other technology-based applications needed to create meaningful online dialogue. Conversely, major implementation challenges concern inadequate IT infrastructure, resistance to change, and inability to recruit a suitable management team. The research also found that creating a management team, recruiting qualified moderators, controlling the discussion, responding to citizens, and defining the interaction characteristics (objectives, target citizens, participation policies and rules, etc.) are all critical for achieving a meaningful dialogue. 

The developed model has added to the knowledge of how to encourage technology innovations in governmental organizations, in particular through online dialogue that motivates citizens and other stakeholders to engage in meaningful discussions. For non-Omani governmental organizations having similar operational characteristics, the developed model offers lessons for policymakers and others who wish to enhance citizens' interactions; or who wish to improve the reputation of the organization; or bring about citizen-acceptable policies and decisions. Future work should be aimed at testing the developed social networking adoption model in other industries, sectors and national settings.

text: A Multi-level Technology Acceptance, Adoption and Implementation Model for Achieving Government-Citizen Dialogue: An Omani Case Study The number of commercial applications that exploit Web 2.0 social media is increasing rapidly. However, little is known about the challenges that public sector organizations face when they decide to adopt Web or other technology-based applications, and offer them to consumers; particularly when governmental and civil service organizations are involved. This is particularly true in developing non-Western regions, such as the Middle East, where 'Arab Spring' developments in 2011 stimulated interest in the ability of social networking to mobilize citizens against ruling elites. Consequently, this study investigated Oman's public sector to gain a deeper understanding of the adoption and use of information technology innovation and its potential to engage governments more closely with citizens. In essence, it aimed to develop a comprehensive model of ‘organizational adoption’ and ‘citizen use’ of technology for achieving meaningful online dialogue. The focus of this study is not social media applications per se, but rather it concerns any Web or other technology-based application that is suited to improving dialogue between government organizations and citizens. 

The final model was derived over three distinct phases of research using a mixed method approach. In Phase I, an initial literature review developed understanding of global trends in e-Government adoption and clarified the study aims, scope, and primary research question. A more extensive literature review was then undertaken to derive a tentative 'first-cut model' theoretical framework. This contains factors considered critical to both achieving successful organizational adoption of IT innovations and a meaningful dialogue between governments and citizens. These are presented from three distinct perspectives or levels; the National level, Organization level, and Management level. In Phase II of the research, case studies involving three Omani civil services organizations helped to refine the tentative model. Policymakers and citizens were interviewed to confirm issues and identify additional adoption and use factors. Finally, in Phase III a participatory action research approach was used to test completeness of the refined model, which culminated in the final model.

This study has shown that meaningful online dialogue can be used for different purposes: for facilitating access to decision-makers (mainly), for responding to citizens' enquiries and for addressing rumours. At the National level, government support—meaning political, economic and technical aspects—plus social changes has driven the acceptance of technology for improving government-citizen interactions and for sharing of information. In contrast, the major National level inhibitors are: limited availability of broadband services, other digital divide barriers, national culture barriers and political barriers. At the Organization level, having an IT strategy and top management support, adequate human, financial and technical resources, and a strong citizen-centric orientation are all factors that drive the adoption. Conversely, lack of capability, inappropriate internal culture, and resistance to change can all inhibit adoption. At the Management level, good preparation, proficiency with technical issues, accessibility and marketing issues, appropriate consideration of operational issues and end user needs are critical for implementation of Web or other technology-based applications needed to create meaningful online dialogue. Conversely, major implementation challenges concern inadequate IT infrastructure, resistance to change, and inability to recruit a suitable management team. The research also found that creating a management team, recruiting qualified moderators, controlling the discussion, responding to citizens, and defining the interaction characteristics (objectives, target citizens, participation policies and rules, etc.) are all critical for achieving a meaningful dialogue. 

The developed model has added to the knowledge of how to encourage technology innovations in governmental organizations, in particular through online dialogue that motivates citizens and other stakeholders to engage in meaningful discussions. For non-Omani governmental organizations having similar operational characteristics, the developed model offers lessons for policymakers and others who wish to enhance citizens' interactions; or who wish to improve the reputation of the organization; or bring about citizen-acceptable policies and decisions. Future work should be aimed at testing the developed social networking adoption model in other industries, sectors and national settings.

year: 2014

title: Measuring the pedagogical shift: Small-scale review of the New Zealand Diploma in Legal Executive Studies (NZDipLEX)

authors: Martell-Stark, Cynthia

subjects: Online learning

abstract: This research focuses on the fully online New Zealand Diploma in Legal Executive Studies (DipLEX) at Toi Ohomai Institute of Technology (TOIT) that was first delivered in 2017. The development of an online program was enabled by the review of qualifications that changed the ownership of the qualification from industry bodies to a national framework. The online program has proven to be successful from an institutional perspective. Nevertheless, it has faced some criticism from the very industry bodies that took part in the initial review process that made the decision to remove industry control. Given this criticism and the review of vocational education and training (RoVE) it is timely to reflect on the qualification and its outcomes for graduates and its relationship to industry. The overarching purpose of this qualitative small-scale study is to evaluate the DipLEX to understand the benefits, if any, that have accrued from the use of constructivist approaches, including communities of learning and problem-based learning in the online environment; to explore the applicability of content and teaching techniques to the employment of legal executives; to determine the transferability of the skills and knowledge in the new DipLEX to legal practice, particularly in the short term (e.g., the first six months of employment); and to identify strengths and weaknesses of the DipLEX. To achieve these aims, interviews were held with five graduates and three employer representatives. The findings from these interviews included a range of sub-themes that stemmed from the overarching topics of learning and transition to work and in employment.
For the graduates, sub-themes included thoughts on the benefits and challenges of online learning, the benefits of applied learning and the graduates’ views on assessment structures, the role of the diploma in their job search, and initial employment and progression experiences. For the employers’ representatives’ the sub-themes included thoughts on the value of the diploma in law firms, the employers’ lack of understanding about the diploma, their wish list for the learning they would like to see included the diploma program and their views about online learning. Further sub-themes included the employers’ observations on firm-based practices within the profession of legal executives, including their recruitment, initial employment experiences, including the importance of professional development and career progression. Based on these findings discoveries of note were made in relation to (1) online learning, (2) disconnections between education and industry and (3) gender dynamics that provided a basis for recommendations to improve the experiences of students in the online DipLEX program. Despite extensive consultation and reviews, this research demonstrates an enduring gap between education providers and industry. This disconnect needs to be addressed as per the vision of Te Pūkenga. In particular, that the structure of law firms includes gendered practices that hinder recruitment and career progression need to be discussed with the students. Finally, this research demonstrates that online learning can be effective, particularly when strong relationships with teachers are maintained and communities of learning are facilitated.

text: Measuring the pedagogical shift: Small-scale review of the New Zealand Diploma in Legal Executive Studies (NZDipLEX) This research focuses on the fully online New Zealand Diploma in Legal Executive Studies (DipLEX) at Toi Ohomai Institute of Technology (TOIT) that was first delivered in 2017. The development of an online program was enabled by the review of qualifications that changed the ownership of the qualification from industry bodies to a national framework. The online program has proven to be successful from an institutional perspective. Nevertheless, it has faced some criticism from the very industry bodies that took part in the initial review process that made the decision to remove industry control. Given this criticism and the review of vocational education and training (RoVE) it is timely to reflect on the qualification and its outcomes for graduates and its relationship to industry. The overarching purpose of this qualitative small-scale study is to evaluate the DipLEX to understand the benefits, if any, that have accrued from the use of constructivist approaches, including communities of learning and problem-based learning in the online environment; to explore the applicability of content and teaching techniques to the employment of legal executives; to determine the transferability of the skills and knowledge in the new DipLEX to legal practice, particularly in the short term (e.g., the first six months of employment); and to identify strengths and weaknesses of the DipLEX. To achieve these aims, interviews were held with five graduates and three employer representatives. The findings from these interviews included a range of sub-themes that stemmed from the overarching topics of learning and transition to work and in employment.
For the graduates, sub-themes included thoughts on the benefits and challenges of online learning, the benefits of applied learning and the graduates’ views on assessment structures, the role of the diploma in their job search, and initial employment and progression experiences. For the employers’ representatives’ the sub-themes included thoughts on the value of the diploma in law firms, the employers’ lack of understanding about the diploma, their wish list for the learning they would like to see included the diploma program and their views about online learning. Further sub-themes included the employers’ observations on firm-based practices within the profession of legal executives, including their recruitment, initial employment experiences, including the importance of professional development and career progression. Based on these findings discoveries of note were made in relation to (1) online learning, (2) disconnections between education and industry and (3) gender dynamics that provided a basis for recommendations to improve the experiences of students in the online DipLEX program. Despite extensive consultation and reviews, this research demonstrates an enduring gap between education providers and industry. This disconnect needs to be addressed as per the vision of Te Pūkenga. In particular, that the structure of law firms includes gendered practices that hinder recruitment and career progression need to be discussed with the students. Finally, this research demonstrates that online learning can be effective, particularly when strong relationships with teachers are maintained and communities of learning are facilitated.

year: 2022

title: The Daldy Mcwilliams ‘Outrage’ of 1879

authors: Hart, Philip

abstract: In the later 1870s, conflicts developed near Paeroa between a small hapu, Ngati Hako, and other hapu over land sales and surveys. In 1879, after some members of Ngati Koi offered to sell the Pukehanga Block, at Rotokohu, between Paeroa and Te Aroha, to the Crown, surveyors were sent to determine the boundaries despite threats of violence from Ngati Hako. These threats became a reality with shots being fired, wounding a surveyor’s assistant, ‘Daldy’ McWilliams, who survived by playing dead. Despite Pakeha fury about a ‘weak’ response, officials reacted cautiously, fearing to provoke a wider conflict. 
Instead of trying to arrest the two men accused of the attempted murder, which would have been difficult, because Ngati Hako claimed their action was justified the Native Minister encouraged senior Hauraki rangatira to convene a rununga to examine their claim. Ngati Hako said that the block of land was theirs, and as previously other land had been surveyed without their permission they had taken this action. The government was criticized for paying advances on a block that had not been through the land court, and the rununga determined that although Ngati Hako had acted wrongfully, their action could be justified. When Ngati Hako refused to hand over the two accused to the authorities, the rununga claimed not to have the power to hand them over; Ngati Hako then constructed two pa to defend themselves.
Such actions provoked much frustration and criticisms of the government amongst Pakeha, but officials who investigated Ngati Hako’s complaints agreed that they had indeed lost land unjustly. Once the owners of a large domain, they had lost their land to the invading Marutuahu, whose slaves they became. When the two accused were arrested in 1882 one was found not guilty and the other was amnestied after eight months in prison because it was believed that, as rangatira, they probably had not fired the shots but had taken the responsibility for the actions of their hapu. As for McWilliams, he received what he considered inadequate compensation.
This ‘outrage’ was the first and only time in Hauraki that a Maori had shot a Pakeha, and the government’s cautious but firm response meant that the ‘peace of Hauraki’, although disturbed for a while, was maintained.

text: The Daldy Mcwilliams ‘Outrage’ of 1879 In the later 1870s, conflicts developed near Paeroa between a small hapu, Ngati Hako, and other hapu over land sales and surveys. In 1879, after some members of Ngati Koi offered to sell the Pukehanga Block, at Rotokohu, between Paeroa and Te Aroha, to the Crown, surveyors were sent to determine the boundaries despite threats of violence from Ngati Hako. These threats became a reality with shots being fired, wounding a surveyor’s assistant, ‘Daldy’ McWilliams, who survived by playing dead. Despite Pakeha fury about a ‘weak’ response, officials reacted cautiously, fearing to provoke a wider conflict. 
Instead of trying to arrest the two men accused of the attempted murder, which would have been difficult, because Ngati Hako claimed their action was justified the Native Minister encouraged senior Hauraki rangatira to convene a rununga to examine their claim. Ngati Hako said that the block of land was theirs, and as previously other land had been surveyed without their permission they had taken this action. The government was criticized for paying advances on a block that had not been through the land court, and the rununga determined that although Ngati Hako had acted wrongfully, their action could be justified. When Ngati Hako refused to hand over the two accused to the authorities, the rununga claimed not to have the power to hand them over; Ngati Hako then constructed two pa to defend themselves.
Such actions provoked much frustration and criticisms of the government amongst Pakeha, but officials who investigated Ngati Hako’s complaints agreed that they had indeed lost land unjustly. Once the owners of a large domain, they had lost their land to the invading Marutuahu, whose slaves they became. When the two accused were arrested in 1882 one was found not guilty and the other was amnestied after eight months in prison because it was believed that, as rangatira, they probably had not fired the shots but had taken the responsibility for the actions of their hapu. As for McWilliams, he received what he considered inadequate compensation.
This ‘outrage’ was the first and only time in Hauraki that a Maori had shot a Pakeha, and the government’s cautious but firm response meant that the ‘peace of Hauraki’, although disturbed for a while, was maintained.

year: 2016