+1 862 207 3288
Chapter 3: Research Methodology
Considering the objectives of the study, this research has adopted two main approaches. This research is complemented with information gathered from secondary sources to set the stage of this research, further shapes the topic and strengthens the research argument. The first part of this research was done through collecting data from secondary sources, from scholarly sources as part of establishing the conceptual framework for understanding key concepts such as citizen participation, public services and innovation. More specifically, through information gathered from secondary sources, notions of public services innovation tools and techniques emphasizing citizen participation were looked at from the historical perspective as part of developing the conceptual framework of this research. In addition, these concepts were further explored through examining the best practices internationally, and nationally. Findings from the secondary sources informed the design and development of the instrument of the primary research checklist to be used for the interviews.
The second part of this research was done primarily through writing a case study on Dubai Customs (DC) to investigate the emerging concept of citizen participation in service-innovation based strategies and practices. The main reason why this method was thought to be appropriate was because it addressed the research questions and research objectives by gathering data and information for analysing. Then examining the current situation of citizen-centric public service strategies and practices in the UAE to draw policy learnings to facilitate service innovation in the federal and local governments through increased citizen-focused practices. In other words, the case study approach is considered to be the most appropriate method for this research as it helped in collecting case data that will contribute to gaining greater understanding and insight on the citizen-centric phenomenon and practice within its real-life context.
The qualitative case study covered a case from the Dubai Government (DC) as an empirical study to drive strategic and policy learnings for the UAE government. The case study was developed in light of the theoretical background research conducted.
3.1 The Case Study Design
This case study based research aims to examine citizen participation practices in service innovation in the government of Dubai in a real-life context. For this, DC has been selected as the case organization. The case study was used as an empirical evidence to investigate the emerging phenomenon and practice of citizen participation in the government services delivery and improvement plans. The case study focused on DC to provide empirical evidence to support the research objectives. The selection criteria considered in choosing DC as the case study are as follows:
- DC won .. awards at the 19th cycle of Dubai Government Excellence Program (DGEP) in 2016.
- Adopting excellence and innovation in strategy, services, daily operations and continuous performance improvement practices.
- Promoting a fourth-generation government excellence system as a way to achieve their vision, highest satisfaction levels based on innovation and enablers, and greater service and performance improvements (The Dubai Media Office, 2016).
- Represents an example of an entity contributing to making Dubai a smart city, through achieving smart and innovative initiatives and services which save the environment, enhance quality of life, and support smart government services transformation.
- Establishment of a Customer Happiness Charter, which focuses on the importance of engaging with customers in ensuring excellence in their services.
- Research investigation potential as it can provide real-life examples of how citizen participation can lead to innovation in service delivery and improvement representing an example of a successful experience in engaging with the public.
- Thoughtful planning, identification, and review of partnership opportunities in place.
- Involvement of multiple stakeholders and partners in achieving its strategic and mutual goals with others, and achieve mutual benefits, knowledge and expertise sharing.
- Open dialogue with the public and customers is available through various channels including full provision of contact details through all means, and online systems for complaints and suggestions to share customers’ feedback.
- Among the list of corporate values and principles, transparency, customer-focus, integrity support and encouraging citizen-centric practices are of the highest importance to innovation and recognition of the public engagement.
3.2 The Case Study Objectives
- To gain greater understanding of the topic of citizen participation in service innovation within its real-life context.
- To examine the current situation of citizen centric practices to draw strategic and policy learnings.
3.3 The Case Study Approach
The type of case study used in this research is single and exploratory research. The case data was gathered through in-depth interviews using a primary research checklist. Key constructs and variables have been identified based on the conceptual framework completed using the selected and reviewed secondary resources that helped in identifying what to study and analyse in the case study. Such constructs are categorised into four key categories to be assessed, including (detailed checklist in Appendix B):
- Organizational philosophy of public involvement and service innovation
- Processes and interactions
- Implementation areas
- Challenges and limitations
3.4 Interviewing Logistics
Interviews were conducted with key informants who know the most about the topic and have decision-making authority in the areas of research interest. Targeted key informants to participate in the case study include organizational leaders, policy makers, strategic players, innovation experts, administrators working closely with citizens in service planning and improvement, and relevant knowledge management experts in the selected entity. The targeted interview sample was five key people in DC, however the researcher was able to interview six people. A screening procedure was applied to make sure to identify the appropriate candidates, with assistance from the researcher’s study peer, who is an employee at DC, to identify a preliminary candidate list. Further directions in selecting people to participate were obtained upon conducting fieldwork visits at DC and meeting with the employees. Interviews were conducted using an interview checklist, written in Arabic, to ensure the convenience of participants (please refer to Appendix B for the Arabic interview questions); the researcher translated interview findings. Audio recording equipment was used, upon agreement of participants, which aided the researcher in capturing the required information, in addition to taking notes while conducting the interviews. In conducting the case interviews, permission of participants, confidentiality and data handling ethics, access to data, retention and data storage arrangements and dissemination of results were communicated and applied.
3.5 The Case Study Structure
The case study covered major parts consisting of organizational profile, interview results categorized into the four key areas to be assessed, and additional findings or observations. Organizational profile was included in the first part of the case study using both the secondary resources and relevant information from the interviews. The last part of the case study provided data on any additional findings, which had not been captured by the research instrument, in addition to any observations found by the researcher.
3.6 Case Study Data Analysis Methodology
In application of the case study principles to achieve the research outcomes, and based on the nature, structure, and scope of the research conducted, the data analysis methodology for the gathered qualitative data was completed through the examination and summation of input and common topics from participants. Key insights and remarks were highlighted within the four specified categories. Data was labelled, coded and re-classified into the main categories with the same characteristics and meanings within each category, as part of the operationalization phase. After data collection, the second step involved classification into common themes, categories and dimensions; more focused areas were identified, which are closely related to the research questions, for analysis and interpretations and writing the case narrative. In addition, alternative explanations of the studied phenomena were tested, and data was integrated with ideas, themes, and categories.
4.1 The Philosophy and Origin of Public Involvement and Service Innovation Practice at DC
Progress and evolution of customer engagement practice at DC
In terms of the evolution and progression of the increased engagement of customers practice, one of the factors to foster customer participation is through the restructuring strategy exercise to include customers as being one of the main stakeholders, which is now evident in the strategy map. One of the participants mentioned that “it goes back to 2009, after the announcement of the results of DGEP and DC’s ranking at number 15. The journey of intensive improvements started by creating a higher committee which was headed by the Director General, of which its main function was to increase customer satisfaction. The other crucial factor in the shift in DC’s management and operational practice is the transformation
to smart services.
Key drivers, benefits and the impact of customer participation
According to participants’ views, the key drivers and motives for ensuring engagement of customers is the seeking of their feedback with the aim of increasing their happiness, increasing service excellence and quality, increasing effectiveness and efficiency and ensuring the best utilization of resources. Another key driver for involving citizens is enhancing innovation in service design, development and delivery. Based on this view, innovation is represented in the vision and corporate strategy plan, and part of the fourth generation requirements includes the addition of one new criterion into the program, namely the innovation in resources utilization and delivery of services. One of its effects is the establishment of an innovation department two years ago, which aims to spread the innovation culture, and incorporate it in planning, development and improvement initiatives. Leadership has a strong and definite belief that innovation is the way for excellence.
In addition, interview findings show that there is a common understanding that excellence in service provision can be achieved based on understanding customer needs and expectations. According to the senior executive at the Customer Happiness Sector, “….”
The role of leadership
Crucially, there is emphasis by all participants on the role of leadership in supporting and incorporating key innovation, the citizen engagement perspective and standards into the organizational practice, which is evident in the full inclusion into governmental systems; for example, the forth excellence generation program and the Mohammed Bin Rashid Smart Majlis initiative. Such programs and systems are fully supported, supervised, and followed up by higher management on a regular basis. Moreover, the principles and practice of engaging the customers is also a result of fulfilling the requirements of The Dubai Government Excellence Program, and the Dubai Model program. In addition, it is important to note that DC has a comprehensive strategic plan in place encompassing requirements from the UAE and Dubai vision 2021 plans, the fourth generation excellence program, the customer service centres seven-star rating system, the Dubai Model, and corporate strategy requirements.
Global Perspective:
(Local Problem with Global Innovative Solution)
Different Methods to Engage Citizens by Government
- Through share citizens skills with the government
Example from Sao Paulo, Brazil :
The city of São Paulo, has launched the Agents of Open Government programme, which allows private citizens to share in-demand skills with the government.
The city invited residents to volunteer to train public servants in one of four areas: collaborative technology; transparency and open data; networked communication; and mapping and collaborative management. In 2016, the city held 1,200 workshops.
This has resulted in a much more diverse pool of advisers than the government selects for itself. Of those people chosen to become citizen teachers, 42% are women and 40% from minority backgrounds.
The skills governments need often come from unexpected sources, says Beth Simone Noveck who was Obama’s open government guru. “Expertise is not synonymous with credentials and status,” she says. “In many cases it’s about skills and lived experience.” The São Paulo example shows how governments can go beyond their local think tanks to get advice.
- Driving Change Through Using Social Media
India has launched a dedicated social network to let citizens and businesses propose ideas to government.
Called MyGov, the site works by launching challenges that citizens can respond to with ideas. These include big issues like cleaning up the Ganga, and smaller challenges like helping with tourism campaigns. Some challenges even award a cash prize.
The site also allows Indians to submit questions and problems directly to the Prime Minister. He addresses these in a monthly radio show called ‘Mann Ki Baat’.
India also engaged citizens in a nationwide movement called Clean India. It used social media to build a viral campaign, sharing photos of Prime Minister Narendra Modi sweeping the streets of Delhi. He was soon joined by movie stars, sportsmen, celebrities and civil servants.
- From Public Good :
Singapore’s Ministry of Defence has used hackathons to involve citizens in tech procurement. The Ministry’s business units worked directly with shortlisted teams on ways to use data analytics, for instance.
In another hackathon, participants were asked to think of ways to use Internet of Things in areas ranging from ammunition tracking to medical services. In the weeks leading up to the hackathon, participants received met with the business teams and received training from tech companies. Apart from winning cash prizes, participants showcased their solutions to the defence community.
Hackathons like these help broaden the government’s supplier base. They allow agencies to get ideas and support directly from the tech community, without a middleman or a tedious procurement process in between.
Crowdsourcing example :
Today the most common methods of government procurement are open tenders or requests for proposals. “That’s what everyone does,” Chia says. But this can sometimes favour tried and tested solutions.
The Ministry of Finance wants officials to also consider newer forms of procurement which allow them to quickly adapt – and also include more small players with good ideas. Crowdsourcing is one such method, and some ministries have taken an active interest in it, he says. This approach is particularly helpful when faced with complex problems where no single organisation has a monopoly on a product.
For example, the Ministry of Defence recently ran a competition for new equipment ideas. “They awarded prizes to the top ideas and, conceivably, some of these can be incorporated into future procurement,” Chia says. “This is the kind of thing that we want more agencies to think about.”
Dubai Context:
- Public Participation in Service Innovation and Co-creation in Dubai Customs
….
Generating new ideas is a central part of the innovation process and their development is essential. In fact, the ideas can be found everywhere and are easy to generate, replicate, modify and change. The best approach is to generate many ideas and to discard the useless ones. The challenge is, therefore, how to spot the ones with high potential, how to develop them and how to transform them into real projects.
- Openness in Ideation
The best ideas for innovation may exist beyond known contacts and networks. Openness in ideation process means getting new ideas from a wide range of people, through a range of means. Approaches such as competitions, prizes, challenges and open approaches can attract new kinds of innovators and harness fresh thinking.
Although sourcing ideas from the stakeholders is not new; advanced digital technology companies are changing the nature of collaboration by offering crowdsourcing opportunities that strengthen the way organizations generate ideas with their staff, stakeholders and with the society.
- Ideation Principles
New ideas are always vague even though the development of new ideas is about exploring ideas in-depth and developing their details. This process also requires a safe and motivational environment where risk-taking and experimentation are permitted and supported.
Development is an iterative process; we rarely move from problems to solutions in a straightforward way. Therefore, it is helpful to view the development phase as comprising of a number of activities that may be repeated. Beta testing is one way of trying the idea before launching it.
It is useful for innovators to note down comments and opinions, even criticism; this prompts the reshaping of ideas. Involving other people, especially potential users and stakeholders, is essential within this context.
The development of new ideas involves two important kinds of processes: considering all possibilities and making the right decisions. Creativity and openness are critical, yet evaluation and decision-making are also needed in this phase.
- Ideation Methods
There are many creative and non-traditional ways to bring ideas to life through the design of services, products, processes or policies. They include visualizing ideas, building business models and mockups, and role-playing scenarios.
Prototyping is an approach to developing, testing and improving ideas on a small scale, prior to any significant investment.
Experimental prototypes can be used in the early stages to test the viability of an idea, real prototypes relate to later stages, when the product or service proposition is clear but needs further development.
Prototyping and piloting are not the same thing. In general, prototyping occurs before, or in preparation for a pilot. Piloting occupies the sharper, more refined end of the development process – the final testing stages are to smooth out minor issues, put in the finer details, and formally measure outcomes.
- Making the Case
It is important to plan the strategy for gathering evidence at every possible stage of the innovation process and to be prepared to adapt the approach as the idea develops.
There is a range of methods for gathering evidence, and the approach adopted at the earlier stages will differ from the one adopted when the idea is more developed. As the innovation develops, the focus of evidence gathering will shift from helping refine the idea towards helping to convince others to support the innovation, and purchase or adopt what is being offered.
A robust evidence base will help in developing a feasibility study. This is an important document to make the case for the innovation when it is presented to the key stakeholders, investors and funders.
