Transitioning to Smart Cities in Gulf Cooperation Council Countries: The Role of Leadership and Organisational Culture

Abstract

The concept of Society 5.0, first introduced by Japan in 2016, has become a widely accepted model for the development of social infrastructures across the world. It is a model which is expected to take root globally over the next few years. It is also a model which has smart cities, which are connected and inclusive, at its core. The role of open data is critical to smart cities, and the ability to design and implement strategies for its use is a crucial element in their growth and success. This requires a leadership and organisational culture that embraces the concept of open government data (OGD) and understands its key role in the development of smart cities. In this paper, we examine how the leadership and organisational culture in Gulf Cooperation Council (GCC) Countries has impacted the progress of OGD initiatives and, therefore, the transition to smart cities. This is approached via a re-analysis of data from an earlier study in which semi-structured interviews were used to understand the views and attitudes of a range of senior government department personnel in OGD-related roles, where here a new thematic analysis seeks to identify clearer pointers to attitudes and practices directly relating to smart cities and Society 5.0. The focus on internal factors, such as leadership attitudes and organisational culture, as opposed to external factors, such as technology and resources, differentiates this research from previous studies and adds to our current knowledge. The findings lead to a discussion that identifies a likely gap in the leadership provided by more senior figures. A pilot study of a group of these leaders suggests a generalised problem with communication of policy, objectives and strategies, which is crucial to overcoming cultural impediments to smart city development. While further research is required, a need clearly emerges for significant changes in attitude and application at senior managerial and leadership levels if strategic goals are to be achieved. The paper also makes a number of specific recommendations for activities that could improve progress and indicate areas where more research would be beneficial.

How to Encourage Public Engagement in Smart City Development—Learning from Saudi Arabia

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Sustainable Connectivity—Integration of Mobile Roaming, WiFi4EU and Smart City Concept in the European Union

“…Tourists can easily obtain information about local attractions, public transport, cultural events and even health services, which contributes to a convenient and hassle-free exploration of the city. For smart city residents, roaming at no additional cost becomes an important tool for quick communication and access to important information in their daily lives [49].…”

Enforcing Information System Security

“…Strong commitment will encourage positive IS behavior; otherwise, negative security behavior can become predominant (Dong et al, 2021). Thus, it is important to align employee interests with organizational interests (Carmi & Bouhnik, 2020;Khando et al, 2021;Mutambik et al, 2023a). In this regard, committed employees are more likely to invest in career development and promotions, less likely to violate ISPP, and more likely to see compliance as imperative (Hwang & Um, 2021).…”