Information and communications technology in Urban Management
L. Tavanaei Marvi; M. Behzadfar; S.M. Mofidi Shemirani
Abstract
BACKGROUND AND OBJECTIVES: Smart cities have been criticized for being too technologically driven and reinforcing entrepreneurial thinking rather than focusing on citizens and social sustainability. This paper aims to “define the implementing principles for Smart Cities in Tehran as a social ...
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BACKGROUND AND OBJECTIVES: Smart cities have been criticized for being too technologically driven and reinforcing entrepreneurial thinking rather than focusing on citizens and social sustainability. This paper aims to “define the implementing principles for Smart Cities in Tehran as a social construct”. In this regard, this study tries to develop smart city indicators and suggest a set of implementing principles for smart cities, citizens, and civic organizations in Tehran. Furthermore, this paper illustrates how in-progress smart city projects are meeting the citizens' needs in 22 districts of Tehran Municipality.METHODS: The present study has used a qualitative and quantitative methodology based on theoretical frameworks. In this paper, Maslow's hierarchy of needs acts as a meta-method for defining the principles of social sustainability to implement smart city projects. First, smart sustainable cities and associated indicators were evaluated based on Maslow’s hierarchy of needs. Second, a case study approach was utilized to assess Tehran’s smart city projects. Finally, the Strengths, Weaknesses, Opportunities, Threats and Quantitative Strategic Planning Matrix techniques were used to define strategies based on internal and external environmental factors and relation to social sustainability.FINDINGS: The results indicated that promoting innovation centers and living labs to create a vibrant, active, and healthy public realm was the most effective strategy for smart city development in Tehran (Weaknesses-Opportunities8=.1.323). Two important additional strategies were “involve stakeholders and focus on people and consider urban residents not only as recipients or users of smart cities but also as designers of smart cities” (Strengths-Opportunities3=1.075) and “promote community involvement in council decision-making by developing interactive platforms” (Strengths-Opportunities8=0.884).CONCLUSION: This paper contributes knowledge on how cities such as Tehran can achieve and implement social sustainability using a smart city approach. Plans and projects for a smart city in Tehran were deemed neither realistic nor sufficiently strategic, and they are assumed to satisfy neither policymakers nor citizens. Social sustainability-based principles and strategies are necessary to incorporate citizen perspectives into Tehran’s smart city plan and policies. The present study adds several significant insights to the existing frameworks for implementing smart city frameworks in Tehran.
Human capital in urban management
Y. Nazimi; K. Teymournejad; K. Daneshfard
Abstract
BACKGROUND AND OBJECTIVES: Technological advances and the expansion of its application in urban communities have led to extensive changes in conceptual dimensions, strategic importance and geographical concentration of urban services. Today, cities are at the highest level of need to use new methods ...
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BACKGROUND AND OBJECTIVES: Technological advances and the expansion of its application in urban communities have led to extensive changes in conceptual dimensions, strategic importance and geographical concentration of urban services. Today, cities are at the highest level of need to use new methods and technologies of service. Utilizing the numerous capabilities of technology in the field of urban management also has tremendous consequences, and its development in the form of intelligent municipal services requires the proper management of human resources. With the advent of the Fourth Revolution and the development of a new paradigm called digital human resource management, various areas of the human resource management process, including human resource performance management, need to be revised and updated based on this approach. Therefore, the purpose of this study is to identify the factors affecting human resource performance management with emphasis on the digital city and the prioritization of factors in the Municipality of Tehran.METHOD: This research is applied in terms of purpose, descriptive-survey in terms of method. In order to extract the research background the library method and for data collection purposes the field method, and questionnaire tools were used. After applying the selection criteria, 10 articles were selected for information extraction. After extracting the initial indicators using Delphi technique, 10 experts were interviewed. In order to analyze the data, confirmatory factor analysis and structural equations using partial least squares method have been used. The perspective of 11 employees of Municipality of Tehran using pairwise comparison questionnaire and their aggregation (with geometric mean) and analytic technique network process were performed and factors were prioritized with Super Decisions software.RESULTS: All items had a t-statistic greater than 1.96; therefore, none of the items were removed from the model and in total, all coefficients were significant at the 95% level. The relative weight of technological factor was 0.537, organizational 0.045, behavioral 0.078 and environmental 0.340 and since IR > 0.1=0.07, then there is consistency in pairwise comparisons. With the formation of a limit super matrix through software, the values of technological factors with 0.133, organizational 0.124, behavioral 0.086 and environmental 0.071, respectively, had the first to fourth priorities for human resource performance management with emphasis on the role of digital city.CONCLUSION: According to the obtained indicators, four factors affecting the management of human resource performance including technological, organizational, behavioral, and environmental factors were obtained. Findings from network analysis among all the factors, technological factor had the most impact and organizational factor had the least impact on human resource performance management with emphasis on the role of the digital city.
