UNIVERSITY OF GHANA
DYNAMIC CAPABILITY ANALYSIS OF
GHANAIAN MOBILE BUSINESS ORGANISATIONS
BY
JOSEPH BUDU
(10362562)
THIS THESIS/DISSERTATION IS SUBMITTED
TO THE UNIVERSITY OF GHANA, LEGON IN PARTIAL FULFILLMENT OF THE
REQUIREMENT FOR THE AWARD OF MPHIL OPERATIONS AND MANAGEMENT
INFORMATION SYSTEMS DEGREE
JULY 2013
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iDECLARATION
I do hereby declare that this work is the result of my own research and has not been presented
by anyone for any academic award in this or any other university. All references used in the
work have been fully acknowledged.
I bear sole responsibility for any shortcomings.
_______________ _________________
JOSEPH BUDU DATE
(10362562)
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ii
CERTIFICATION
I hereby certify that this thesis was supervised in accordance with procedures laid down by
the University.
____________________ ___________________
Dr. Richard Boateng Date
(Supervisor)
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iii
DEDICATION
To the one who is holistically mature
Whose heart is being taught to endure
Whose hands are being taught how to make wealth
But already knows how to give back in health
One I’d not attempt no matter how long to fling
This work to you, Doctor Richard Boateng
And to He who talked me out of difficulty
To me the same demystified simplicity
And urged me to maintain the try
My keystrokes to you, Doctor Erasmus Addae
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iv
ACKNOWLEDGEMENTS
My utmost appreciation to Jehovah Most High
He who throughout my life has been ever nigh
Bringing in many miracles untold
But pouring them one by one as my days unfold
To John, Rudolph, Ekow, Johnny, and Conrad
All at Mobile Content.com...many thanks to you that you had
Time and patience for me face-to-face and e-mail
Else my data collection procedure was going to fail
Nandimobile took me in like an intern
All speaking with ease on their turn
Edward, Anne, Michael, Serlorm, Belinda and Joseph
None ever posed as an ivory-towered Caliph
Explaining and showing me all needed documents
So I can truly make and substantiate my arguments
I need to mention my Head of Department, Dr. John Effah
For putting me in check when I seemed to be heading afar
His comments during our seminars and conference
Need to be honoured with special reverence
Big thank you to my parents, Mr. & Mrs. John and Rejoice Budu
How can I take out my siblings all of whom bear the name of Budu
Audelia, Michael, Philip, Edem and Kwabena
I could not have finished but for many a prayer
You said to provide inspiration and strength
Throughout the programme in all its length and breadth
The Fiscians, Mama Naana, Kobby, and Araba
I hold gratitude for you now and in the future
In saving some of the best for last
I am very grateful to all my friends present and past
Who volunteered to do proofreading for me
Like Nana Darkoa, Ken, Walter, Charles and Sammy
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vTABLE OF CONTENTS
DECLARATION ........................................................................................................................i
CERTIFICATION .....................................................................................................................ii
DEDICATION......................................................................................................................... iii
ACKNOWLEDGEMENTS......................................................................................................iv
TABLE OF CONTENTS...........................................................................................................v
LIST OF TABLES....................................................................................................................ix
LIST OF FIGURES ...................................................................................................................x
ABSTRACT..............................................................................................................................xi
CHAPTER ONE INTRODUCTION                        . .............................................................1
1.1 Research Background..................................................................................................1
1.2 Research Problem........................................................................................................3
1.3 Research Purpose ........................................................................................................4
1.4 Research Objectives ....................................................................................................4
1.5 Research Questions .....................................................................................................5
1.6 Chapter Outline ...........................................................................................................5
CHAPTER TWO .......................................................................................................................7
LITERATURE REVIEW ..........................................................................................................7
2.1 Introduction .................................................................................................................7
2.2 Mobile Business – an overview ..................................................................................7
2.3 M-Business Research – Issues and Evidence............................................................11
2.3.1 Mobile Business Applications / Services...........................................................11
2.3.2 Economics, Strategy, and Business Models ......................................................12
2.3.3 Consumer Acceptance / Adoption .....................................................................13
2.4 Conceptual Approaches to m-business research .......................................................14
2.5 Discussions and Future Research Areas....................................................................17
2.6 Implications for this study.........................................................................................22
2.6.1 Research Gap – why m-services creation? ........................................................22
2.6.2 Research Paradigm – why Critical Realism?.....................................................23
2.6.3 Theoretical Foundation – why dynamic capabilities? .......................................23
2.6.4 Research Context – why Ghana? .......................................................................25
2.7 Summary ...................................................................................................................26
CHAPTER THREE CONCEPTUALISING MOBILE BUSINESS CAPABILITIES …....27
3.1 Introduction ...............................................................................................................27
3.2 Dynamic Capabilities – an overview ........................................................................27
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vi
3.2.1 Defining Resources and Capabilities .................................................................28
3.2.2 Developing Capabilities.....................................................................................30
3.2.3 Impact of Capability Development ....................................................................33
3.3 Evolution of M-business capabilities in MBOs ........................................................34
3.3.1 Conceptualising Resources and Capabilities in MBOs .....................................34
3.3.2 Developing M-business Capabilities .................................................................35
3.3.3 Impact of M-business Capabilities.....................................................................39
3.4 Research Framework.................................................................................................40
3.5 Summary ...................................................................................................................40
CHAPTER FOUR METHODOLOGY.................................................................................42
4.1 Introduction ...............................................................................................................42
4.2 Research Paradigms ..................................................................................................42
4.3 CR-based Research Methodology.............................................................................43
4.4 Case Study as a Research Method.............................................................................46
4.4.1 Case Study Design .............................................................................................48
4.4.2 Selecting Case MBOs ........................................................................................48
4.5 Data Collection Methods...........................................................................................49
4.5.1 Documentation and Archival Records ...............................................................49
4.5.2 Interviews...........................................................................................................50
4.5.3 Direct Observation .............................................................................................51
4.5.4 Physical Artefacts ..............................................................................................52
4.5.5 Other Sources of Evidence.................................................................................52
4.6 Data Analysis ............................................................................................................53
4.7 Summary ...................................................................................................................54
CHAPTER FIVE CONTEXT OF THE STUDY                    . .............................................55
1.1 Introduction ...............................................................................................................55
1.2 The M-business Value Chain in Ghana.....................................................................55
1.2.1 Infrastructure and Services ................................................................................56
1.2.2 Content...............................................................................................................57
1.2.3 Stakeholders.......................................................................................................59
5.3 4Summary .................................................................................................................63
CHAPTER SIX HOW GHANAIAN MBOs CREATE M-SERVICES               . ...............64
6.1 Introduction ...............................................................................................................64
6.2 NandiMobile..............................................................................................................64
6.2.1 Nandimobile’s m-services .................................................................................64
6.2.2 Firm History and Profile ....................................................................................70
6.2.3 A Learning Experience ......................................................................................74
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vii
6.2.4 Near Success ......................................................................................................77
6.2.5 Reconfiguring Existing Capabilities ..................................................................78
6.2.6 Founding new Resources and Retiring Capabilities ..........................................79
6.2.7 Developing New Resources...............................................................................80
6.2.8 Capability Retirement ........................................................................................83
6.2.9 Capability Renewal ............................................................................................85
6.2.10 Resource Reconfiguration..................................................................................86
6.2.11 Challenges..........................................................................................................87
6.2.12 Current and Future Projects ...............................................................................90
6.3 Mobile Content.Com (MCC) ....................................................................................95
6.3.1 MCC’s Key m-services......................................................................................95
6.3.2 Firm History and Profile ....................................................................................98
6.3.3 Responding to Environmental Changes...........................................................101
6.3.4 Resource Reconfiguration and Retirement ......................................................103
6.3.5 Resource Replication .......................................................................................104
6.3.6 Managing External Relationships ....................................................................105
6.3.7 A Matured Capability ......................................................................................106
6.3.8 Capability Renewal ..........................................................................................108
6.3.9 Needed Resources ............................................................................................110
6.3.10 Capability Reconfiguration..............................................................................111
6.3.11 Further Capability Maturity .............................................................................113
6.3.12 Current and Future Projects .............................................................................115
6.4 Summary .................................................................................................................118
CHAPTER SEVEN ANALYSIS AND DISCUSSION OF FINDINGS                       . ....120
7.1 Introduction .............................................................................................................120
7.2 Resources for Developing M-business capabilities ................................................120
7.3 M-Business Capabilities Development ...................................................................121
7.3.1 Founding Stage ................................................................................................121
7.3.2 Developing Stage .............................................................................................124
7.3.3 Maturity Stage..................................................................................................126
7.3.4 Strategic orientation and the Environment ......................................................129
7.4 Impact of Capabilities .............................................................................................129
7.5 Discussion of Findings ............................................................................................131
7.5.1 Identifying Resources ......................................................................................131
7.5.2 M-Business Capabilities Development............................................................132
7.5.3 Impact of Capabilities ......................................................................................133
7.6 Summary .................................................................................................................133
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viii
CHAPTER EIGHT SUMMARY, CONCLUSIONS AND RECOMMENDATIONS …..135
8.1 Summary .................................................................................................................135
8.2 Conclusions .............................................................................................................137
8.3 Implications and Future Research Pointers .............................................................137
8.3.1 For Research and Theory.................................................................................138
8.3.2 For Practice ......................................................................................................139
8.3.3 For Policy.........................................................................................................139
8.4 Research Limitations...............................................................................................139
8.5 Future Research Pointers.........................................................................................140
REFERENCES ......................................................................................................................142
APPENDICES .......................................................................................................................162
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ix
LIST OF TABLES
Table 2.1: Some definitions of m-business................................................................................8
Table 2.2: Category of Mobile Services/ Applications............................................................10
Table 2.3: Some Conceptual approaches in Previous M-business Research...........................16
Table 3.1: Types of M-business Capabilities...........................................................................37
Table 5.1: Market Share Statistics for Mobile Network Operators in Ghana for 2013 ...........56
Table 6.1 : Sample Institutions using NandiMobile’s Products ..............................................72
Table 6.2: NandiMobile’s Financial Profile ............................................................................74
Table 6.3: Some Institutions which have Relationship with MCC..........................................97
Table 7.1: Summary of Resources in Case Firms..................................................................122
Table 7.2: Market-based impact created ................................................................................130
Table 7.3: Summary of Research Questions and Matching Propositions..............................134
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xLIST OF FIGURES
Figure 3.1: The Capability Lifecycle .......................................................................................30
Figure 3.2: A Typology of Information System Resources .....................................................34
Figure 3.3: MBOs create m-business capabilities to create m-services..................................40
Figure 4.1: Three Domains of the Real....................................................................................44
Figure 5.1: SMS Tariffs of Mobile Network Operators in Ghana...........................................58
Figure 5.2: Cost of Sending a Message to a Mobile Short Code.............................................58
Figure 5.3: Stakeholders of Mobile Content Providers ...........................................................60
Figure 5.4: Stakeholders and Related Roles in Content Creators’ Value Chain .....................63
Figure 6.1: Screenshot of Gripeline .........................................................................................65
Figure 6.2: Package Type and Related Features ......................................................................67
Figure 6.3: NandiMobile Business Directory Flier..................................................................68
Figure 6.4: NandiMobile’s Staff Structure ..............................................................................71
Figure 6.5: Launch Conference Award given to NandiMobile ...............................................73
Figure 6.6: Recruitment of Sales Managers.............................................................................80
Figure 6.7: The Process of Subscribing to a NandiMobile Service.........................................82
Figure 6.8: Sample FC Advert with Keyword and Short Code ...............................................84
Figure 6.9: Sample Response from Texting FC’s Keyword to 1945.......................................85
Figure 6.10:  NandiMobile app beta version ...........................................................................90
Figure 6.11:  NandiMobile Connect Branded for Vodafone Foundation’s Healthline ...........92
Figure 6.12: First Capital Plus’ use of Nandimobile’s short code for Speedbanking..............93
Figure 6.13: First Capital Plus’ Speedbanking m-Service .......................................................94
Figure 6.14 An Informational MCC Mobile Service “Baby 4 U” ...........................................96
Figure 6.15: MCC’s Organisational Structure .......................................................................100
Figure 6.16: Silverbird Cinemas’ Movie Schedule with MCC’s Short Code........................104
Figure 6.17: Screenshot of MCC’s MyZone chat application................................................116
Figure 6.18: Screenshot of MCC’s Greeting Cards app – Cards Cafe ..................................117
Figure 6.19: Summary of M-business Capabilities in Case Firms ........................................119
Figure 8.1: Refined Research Framework for Mobile-Business Capability Development ...136
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xi
ABSTRACT
Individual and business consumers are increasingly adopting mobile devices and mobile
services. Technology research in taking its usual cow paths has predominantly focused on the
consumer adoption of mobile phones and mobile services. There is a somewhat silence in
research on how firms in the mobile technology ecosystem develop these mobile services for
consumption or adoption by individuals and businesses. This silence is more severe for
mobile business organisations (MBOs), which act as third-party mobile value-added service
(MVAS) providers/creators, as compared to mobile network operators. This study attempts to
address this imbalance. The study seeks to investigate how mobile business organisations
develop capabilities to provide mobile services (content and applications) for adoption by
individual and business consumers. Specifically, it engages a critical realism approach to
examine the type of m-business capabilities Ghanaian MBOs possess, how they use these
capabilities to create m-services for consumer and business adoption/consumption. A
prevailing theoretical approach for understanding how firms create capabilities from their
resources is the dynamic capability (DC) framework, which measures a firm’s propensity to
continue changing its resource base in response to its competitive environment. Based on the
DC framework, this study contributes a theoretically-based and empirically tested research
model to explain the how MBOs deploy and manage resources to create capabilities, going
beyond the generic frameworks that may not apply to the specific context of m-business. This
study also identifies a set of m-business capabilities that MBOs can draw on to become
market leaders or stay in competition. In addition, this study lends support to measuring the
impact of firms’ dynamic capabilities as either market-based impact or financial impact. This
helps to some extent to overcome the ambiguities of measuring overall firm performance
and/or competitive advantage.
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1CHAPTER ONE
INTRODUCTION .
1.1 Research Background
The importance of mobile computing devices in this era cannot be overemphasised. Such
devices can provide users with features which are ordinarily not available in standard
mainframe- and desktop-based information systems e.g. convenience, mobility, and location-
independence (Genova, 2010). This shortfall seems to have necessitated the proliferation of
mobile devices such as feature phones, smart phones, tablet computers and phablets (i.e.
tablet computers that have mobile phone communications as well). These devices signal the
dawn of the post-PC era, which has within it, a mobile disruption causing a shift from
desktop computing to mobile computing and a general worldwide transition to mobile
technology (CiteWorld, 2009; Tweney, 2013; Forbes, 2013). Even computing device
manufacturers have begun closing their desktop computer production lines to focus on
producing mobile devices (Tofel, 2013).
Naturally, high adoption and use inform this transition to mobile devices. For instance, the
number of mobile cellular subscriptions in the world is about equalling the planet’s
population. 6.8 billion out of 7.1 billion people have a mobile cellular subscription
(International Telecommunications Union [ITU], 2013a). The adoption is by both individuals
and businesses. While individuals may use such devices for business, personal and social
purposes, businesses may use them to stay in contact with partners and customers, and to
access current information. One important observation in business adoption is that enterprise
systems developers and vendors like SAP are creating mobile-ready versions of their systems
(Schierholz, Kolbe, & Brenner, 2007). The foregoing observations and trend have four main
implications.
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2First, the interplay amongst various players in the production and consumption of mobile
devices and services form a mobile business ecosystem (Choon, Hyung, & Dam, 2004; Bose
& Chen, 2010). This ecosystem includes players like device manufacturers, mobile value-
added service (MVAS) providers, and mobile network operators, business and individual
customers.
Second, the activities and interactions within and amongst the corporate players, hereinafter
referred to as mobile business organisations (MBOs), and individual players, create highly
competitive environments where each entity seeks to win market share (Camponovo &
Pigneur, 2003; Bose & Chen, 2010; Veremis, 2013). The underlying mobile technology
around which the MBOs operate also has the potential to affect their strategic management
(Barnes, 2002). This threat and the high competition suggest a need for MBOs management
to ensure survival and growth. It is thus natural that the managerial aspect of technology is
the most important (Willems & Ketler, 1999).
Third, as innovation, price and performance rivalry increases with competition; there is the
need for MBOs to continuously create and evolve strategies to achieve goals (Feurer &
Chaharbaghi, 1996). These goals may be either financial e.g. increase in revenue or market-
based e.g. to release an industry-changing product like Apple Inc.’s products.
Fourth, the increasing production and adoption of mobile devices also create the need for the
development of more mobile value-added services (MVAS) (or m-services for short) (Wang
& Lin, 2012). This need reflects in the different mobile application platforms including
Windows, Android, and Apple, and the explosion of mobile service (m-service) usage
(Tweney, 2013).
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3Overall, it seems that we understand the factors influencing people’s adoption of mobile
devices and m-services. We may also understand how business customers are using mobile
devices and services. However, do we understand the creation of m-services? Do we know
how MBOs put resources together to create those m-services amidst the high competition?
1.2 Research Problem
The post-PC era underlies a maturing body of research known as mobile computing within
the management information systems discipline (Wiredu & Sorensen, 2006; Ladd, Datta,
Sarker, & Yu, 2010). Mobile computing covers several themes of the mobile phenomenon.
One of such themes is mobile business or m-business, which embodies research about the
industry or business aspect of the mobile technology (Fouskas et al., 2005; Scornavacca,
Barnes, & Huff, 2006; Ladd et al., 2010). Further, m-business embodies research about
business models and strategies, mobile applications and mobile services, the use of mobile
technologies by both individual and business consumers, macroeconomic and policy
implications of mobile technology, and infrastructure (Ladd et al., 2010).
Encouragingly, the m-business field has seen so many valuable academic studies. However,
there is a seeming dominance of research about consumer issues. These studies provide
understanding about factors influencing consumers’ adoption of m-services (e.g. Shim, Ahn,
& Shim, 2006; Laukkanen, Sinkkonen, Kivijärvi, & Laukkanen, 2007; Kumar & Lim, 2008;
Riquelme & Rios, 2010; Gomez-Barroso et al., 2012; Tobbin, 2012). In addition, there are
some studies about the organisational aspects of m-business about various issues e.g. business
models and creating customer value in m-services (Methlie & Pederson, 2007; de Reuver &
Haaker, 2009; Johansson et al., 2012; Ghezzi, 2012; Gonçalves & Ballon, 2011) [see Chapter
Two for a detailed literature review].
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4The foregoing examples provide knowledge about individual and business adoption of
mobile technology and services; and how MBOs and non-MBOs modify their business
models to cater for mobile technology. Nevertheless, these studies also suggest a seemingly
overlooked issue i.e. the creation of m-services. The statistics and trend presented in the
previous section depict a high adoption of mobile devices, an attendant effect on the need for
m-services, and high competition amongst MBOs. These noted, one general but relevant
question we could ask, and whose response is missing in academic literature is, how do
MBOs create m-services? Since businesses use resources to create their products and services
(Wade & Hulland, 2004), we could also ask what resources MBOs use to create m-services.
Further, since MBOs may need to resources around to produce the m-services, we could ask;
how do MBOs manage their resources to create the m-services? The search for empirical
answers forms the basis of this study and the research purpose presented in the next section.
1.3 Research Purpose
Based on the missing response to the research problem, the purpose of this study is to explore
how Ghanaian mobile business organisations deploy, develop, and manage resources to
create m-business capabilities to create m-services.
1.4 Research Objectives
In relation to the purpose of this study, this study’s objectives are
1. To explore the capabilities Ghanaian MBOs use to develop mobile services for
individual and business adoption/use.
2. To explore the resources Ghanaian MBOs use to develop m-business capabilities to
create mobile services.
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53. To understand how Ghanaian MBOs develop and deploy resources to create
capabilities to create m-services.
4. To explore the impact m-business capabilities have on Ghanaian MBOs.
1.5 Research Questions
The main research question for this study is how do Ghanaian mobile businesses deploy,
develop and manage resources to create m-business capabilities? Based on this question and
the research gaps found from the extant literature, the following sub-questions would be
answered;
1. What capabilities do Ghanaian MBOs use to develop mobile services for individual
and business adoption/use?
2. What resources do Ghanaian MBOs use to develop m-business capabilities to create
mobile services?
3. How do Ghanaian MBOs develop and deploy resources to create capabilities to create
m-services?
4. What is the impact of m-business capabilities on Ghanaian MBOs?
1.6 Chapter Outline
This study has eight chapters. Chapter One introduces and provides a background to the
study, and an overview of the discrepancies in existing literature. Chapter Two is a detailed
review of existing literature to explore gaps in m-business in terms of issues and conceptual
approaches. Chapter Three contains discussions leading to a research framework. Chapter
Four discusses the philosophical assumptions of this study and their interrelationships with
data collection and analysis methods. Chapter Five presents an overview of the mobile
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6business ecosystem in Ghana. Chapter Six presents evidence of m-business capabilities and
m-service creation in two Ghanaian MBOs. Chapter Seven explores the evidence to inform
research propositions and lessons. Chapter Eight draws conclusions and abstractions, and
presents the theoretical, practical, and policy contributions of this study.
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7CHAPTER TWO
LITERATURE REVIEW
2.1 Introduction
As identified in the previous chapter, the ever-increasing rate of adoption and use of mobiles
and m-services has numerous effects on individuals and businesses. These effects have
spurred valuable research seeking to study and understand the phenomenon and its
interrelationships with business. This section thus undertakes a review of m-business research
to facilitate the advancement of knowledge, close saturated and uncover new research areas
(Webster & Watson, 2002).
2.2 Mobile Business – an overview
Balasubramanian, Peterson, & Jarvenpaa (2002) observe that m-business lacks a formal
conceptualisation. This void has led to seemingly ad hoc definitions of the term in literature
(see Table 2.1 for a list of various definitions). These definitions conceptualise m-business as
either a service (e.g. Muller-Veerse, 1999; Clarke, 2001 and Barnes, 2002 as cited in
Woolfall, 2006), technology (e.g. Fouskas et al., 2005; Giaglis, 2006), or as a product (e.g.
Lehner, 2003 and Zobel, 2001 as cited in Schierholz, Kolbe, & Brenner, 2007). Woolfall
(2006) provides a definition that depicts an interaction of technology, product and service by
defining m-business as “...the means by which multiple actors conduct discrete or relational
exchanges of economic or social value via a wireless network”.
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8Table 0.1: Some definitions of m-business
Author(s) Definition / conceptualisation
(Muller-Veerse, 1999, Clarke, 2001
and Barnes, 2002 as cited in
Woolfall, 2006, p. 266)
any monetary transaction conducted directly or
indirectly via a mobile telecommunications
network.
(Lehner, 2003 and Zobel, 2001 as
cited in Schierholz et al. (2007)
the application of mobile technologies to
improve or extend business processes, and open
new market segments
Fouskas et al. (2005)
communication, information exchange and
transactions conducted over mobile or wireless
networks
Giaglis (2006)
the ways in which mobile communication
technologies can be applied to address the
requirements of mobile users that need to
access a varied range of applications and
services through wireless access devices
Woolfall (2006)
the means by which multiple actors conduct
discrete or relational exchanges of economic or
social value via a wireless network
Source: Author’s construct
Based on the definitions (in Table 2.1), and aiming to advance and develop m-business
theory, this study conceptualises m-business as the application of mobile devices to execute a
firm’s functions internally and in dealing with its external stakeholders (i.e. partners,
suppliers and customers. This definition attempts to combine Giaglis’ definition (using
mobiles to address user requirements), Woolfall’s (multiple actors conducting exchange), and
Fouskas et al.’s (information exchange over mobile networks). Here the users or multiple
actors could either be an individual or a firm, the exchange could be done amongst or
between individuals and firms, all enabled by mobile or wireless technologies. This definition
not only captures customer issues, but firm-level issues too, creating a broader basis for m-
business discussions.
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9With respect to the definition [of m-business] this study further examines the nature of
transactions and participants involved in the use of mobile technology. From existing
literature, there are three types of mobile technology use in terms of the actors involved.
These are
i. business to business (B2B); this targets business customers e.g. using PDAs to
keep track of transactions amongst firms (Lee & Park, 2008).
ii. business to consumer (B2C); targeted at final individual customers
iii. business to employee (B2E); targeted to company employees (Balocco, Mogre, &
Toletti, 2009).
In addition, drawing from e-commerce literature there could be some mobile applications
targeted at government (i.e. B2G), those targeted at inter-consumer use (i.e. C2C), and those
used by consumers to offer value to businesses (i.e. C2B) (Moodley & Morris, 2004; Piccoli,
2011). Governments are also considering the delivery of services using multiple channels
including mobile and wireless devices i.e. m-government (Ntaliani, Costopoulou, & Karetsos,
2008; Hung, Chang, & Kuo, 2013). Table 2.2 shows a categorisation of mobile services and
applications.
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10
Table 0.2: Category of Mobile Services/ Applications
Category M-applications M-technologies User
General
Information
Service
 Firm-push
advertisement
 Customer-pull
advertisement
Mobile news – subscribe for or
browse news and other
information
Voice  call, SMS, MMS Individuals/
Firms
Mobile phone communication –
send or receive messages to and
from contacts
Mobile internet e.g.
GPRS, EDGE
Individuals/
Firms
Mobile Mailbox – check or send
email
SMS, MMS,
Mobile Internet (WAP)
Individuals/
Firms
Mobile Search – search for
information
SMS, MMS,
Mobile Internet (WAP)
Individuals
Mobile version of website Mobile Internet (WAP) Individuals/
Firms
Location-based
service
Mobile Map – check location
information, track locations and
plan transportation
SMS, MMS or WAP Individuals/
Firms
Providing product or asset
tracking information
RFID, Mobile Internet Firms
Entertainment Multimedia download –
download pictures, music,
ringtones, video clips, and e-
books
SMS, MMS,
Mobile Internet (WAP),
IVR
Individuals/
Firms
Caller Ring – subscribe and set
customized ring-back tones
IVR, SMS Individuals
Mobile Voting – vote in a
competition e.g. in TV reality
show
SMS Individuals
Mobile Gaming – play a game
which is either installed or
downloaded unto a mobile phone
or by sending messages
MMS, Mobile Internet Individuals
Business Mobile advertising – broadcast
or send advertisements on
demand
SMS, MMS, Mobile
Internet, IVR
Individuals/
Firms
Mobile Customer Relationship
Management
SMS, Mobile Internet Firms
Mobile payment-connect a cell
phone number with a bank
account and provide individual
banking and payment services
USSD, mobile apps,
Mobile Internet
Individuals/
Firms
Source: Adapted from Jing & Xiong-Jian (2011)
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11
2.3 M-Business Research – Issues and Evidence
M-business as a theme of the broader Mobile Computing reseach area in Information
Systems, has seven subcategories including i) Mobile Business Applications/Services ii)
Economics, Strategy, and Business Models iii) Consumer Acceptance/Adoption iv)
Macroeconomic Cycles v) Government-Industry Interaction vi) Interorganisational Networks,
and vii) Infrastructure (Ladd et al., 2010). Due to limited discussion about Government-
Industry Interaction, Macroeconomic Cycles, Interorganisational Networks, and
Infrastructure (Scornavacca et al., 2006; Ladd et al., 2010), and length restrictions for this
study, this section’s discussion focused on subcategories i, ii, and iii. The discussion was
towards uncovering the dominant research issues to suggest new possible research paths in
general, and for this study.
2.3.1 Mobile Business Applications / Services
This subcategory concerns the specific m-services and m-applications that firms adopt and
use in their processes. Previous studies in this subcategory have focused on firm-level
adoption of m-business applications from two perspectives; mandatory adoption – where
firms are required by industry or government regulation to use a mobile technology (Lee &
Park, 2008), and issues surrounding voluntary adoption (Liang, Huang, Yeh, & Lin, 2007;
Balocco, Mogre, & Toletti, 2009). Other studies have explored the benefits of adopting m-
services. These include reduction in transportation cost and increasing transparency within
business processes (Schierholz et al., 2007); removal of overlapping functions and reduced
back-office document handling amongst others (Rossi, Tuunainen, & Pesonen, 2007). Some
challenges that have been explored are high subscription cost, customer insistence on face-to-
face transactions, cost of on-net and off-net calls (Chiware & Dick, 2008; Frempong, 2009).
Some studies propose frameworks to help firms surmount these challenges in firm-level
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adoption of mobiles (Sinisalo, Salo, Karjaluoto, & Leppaniemi, 2007). Some of the m-
services discussed include mobile library services (Cummings et al., 2010; Canuel &
Crichton, 2011; Johnstone, 2011), mobile customer relationship management (Schierholz et
al., 2007; Valsecchi & Renga, 2007), and mobile banking (Koenig-Lewis, Palmer, & Moll,
2010; Püschel, Mazzon, & Hernandez, 2010; Tobbin, 2012).
2.3.2 Economics, Strategy, and Business Models
Research in this subcategory relates to the production and distribution of m-services, firms’
strategy, and business models. Some studies provide frameworks for predicting costs and
benefits of a mobile solution (Gruhn, Kohler, & Klawes, 2007), whilst others dispute the
economic impact of mobiles (Rohman, 2012). On the other hand, numerous studies show
evidence of economic, social and developmental impacts of mobiles (Best, Smyth, Etherton,
& Edem, 2010; Cassidy, 2006; Dunn, 2009; Gani & Clemes, 2006; Horst, 2006; Hamade,
2012; Ilahiane & Sherry, 2012; Ishii, 2006; Mutula, 2008; Ndung'u & Waema, 2011). Some
of the negative outcomes of mobiles studied include phone use by criminals, infringement of
privacy rights, and the creation of a dishonest society all of which have the potential to affect
the economics of adopting mobiles (Cassidy, 2006; Ndung'u & Waema, 2011).
Further, some studies focus on the strategic implications of adopting mobiles e.g. to improve
work processes, increase internal communication and knowledge sharing, and enhanced sales
and marketing effectiveness (Sheng, Nah, & Siau, 2005). Other studies provide guidelines for
firms within the mobile business ecosystem to overcome competition for instance by
cooperating with network providers, releasing new products quickly (Chang, Wang, & Fu,
2009), and to have market-orientation and customer focus (Kristensson, Matthing, &
Johansson, 2008; Bose & Chen, 2010; Rahman & Azhar, 2011; Isoherranen & Kess, 2011;
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Jeng & Bailey, 2012). Some studies also capture how firms interpret and react to changes in
the technological landscape e.g. impact of W-LAN on the activities of mobile network
operators (Madjdi & Husig, 2011). Peppard & Rylander (2006) also delineate some of the
issues firms should address in designing new strategy within the mobile ecosystem. Due to
the potential for customers to affect firm strategy, some studies dedicate themselves to
studying how firms can respond to customer needs (Aydin et al., 2005; Jayawardhena,
Kuckertz, Karjaluoto, & Kautonen, 2009; Yeh & Li, 2009; Santouridis & Trivellas, 2010;
Aleke, Ojiako, & Wainwright, 2011; Srinuan, Annafari, & Bohlin, 2011; Zhou, 2011;
Awwad, 2012; Hung, Yang, & Hsieh, 2012; Tobbin, 2012; Wang & Lin, 2012).
Concerning business models, issues discussed include the creation of customer value for
mobile services (Methlie & Pederson, 2007); viability, reconfiguration and sustainability of
business models (de Reuver & Haaker, 2009; Johansson et al., 2012; Ghezzi, 2012); search
for additional revenue sources (Gonçalves & Ballon, 2011); and how to capture low-income
customers (Anderson & Kupp, 2008).
2.3.3 Consumer Acceptance / Adoption
The importance of consumers reflects in arguments supporting the inclusion of clients in the
delivery of mobile services (Martin, Lopez-Catalan, & Ramon-Jeronimo, 2012). This
argument could thus explain the dominance of consumer research in m-business. Research
about consumer acceptance/adoption focus on factors influencing consumers’ adoption of m-
services (Gomez-Barroso et al., 2012; Karim et al., 2010; Kumar & Lim, 2008; Laukkanen et
al., 2007; Shim et al., 2006; Yang & Jolly, 2008; Bouwman et al., 2008; Deng et al., 2010;
Riquelme & Rios, 2010; Wessels & Drennan, 2010; Mannukka, 2008; Tobbin, 2012;
Laukkanen, 2007; Mokhlis & Yaakop, 2012; Petruzzellis, 2010; Salmi & Sharafutdinova,
2008). Whilst others provide customer categorisation schemes in terms of what influences
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their mobile adoption behaviour (Kimiloglu, Nasir, & Nasir, 2010), others study the factors
that inhibit customers’ adoption (Dey, Newman, & Prendergast, 2011; Dunn, 2009; Koenig-
Lewis et al., 2010; Püschel et al., 2010; Lu & Su, 2009). From the perspective of the actual
consumers, others study actual consumer use of mobiles (Donner, 2008; Sey, 2009; de
Angoitia & Ramirez, 2009), and switching behaviour (Lee, Yu, Yang, & Kim, 2011; Srinuan
et al., 2011; Nikbin, Ismail, Marimuthu, & Armesh, 2012).
2.4 Conceptual Approaches to m-business research
This section discusses the conceptual approaches to m-business research to suggest
conceptual gaps for future research. According to Heeks and Bailur (2006) there are four
types of such approaches i.e.
i. theoretically-based approaches i.e. the clear use of an identifiable theory that can
be applied or tested
ii. framework-based approaches i.e. the use of a framework derived from a body of
theoretical work, for analysis
iii. model-based approaches i.e. application of a model without reference to a deeper
body of knowledge
iv. concept-based approaches i.e. use of a defined concept with no theoretical
grounding
v. category-based approaches i.e. use of a prescribed set of factors for analysis
With an aim to contribute to theory, this following review concentrated its discussion on only
theoretically-based, and framework-work based approaches used in m-business research.
Table 2.3 lists some of the papers, the issues discussed and the conceptual approaches used.
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M-business research guided by theoretically-based approaches tends to be replete with
Consumer Acceptance/Adoption theme. The theories employed include the Technology
Acceptance Model in either its original form (Amin, 2008; Yang & Jolly, 2008; Zhou, 2011;
Tobbin, 2012) or extended form by adding on certain constructs (Akturan & Tezcan, 2012;
Lule, Omwansa, & Waema, 2012; Okazaki, Skapa, & Grande, 2008; Wessels & Drennan,
2010). TAM is sometimes combined with the Theory of Reasoned Action (e.g. Kim, Ma, &
Park, 2009; Liu & Li, 2010; Lu & Su, 2009; Lee, Cheung, & Chen, 2007; Riquelme & Rios,
2010; Koenig-Lewis et al., 2010), and the Task Technology Fit model (Pagani, 2006) to form
a theoretical basis. On the other hand, some studies simply modify original theories to
explore the research objectives. For instance, because TAM is based on volition, it cannot
measure mandatory technology adoption hence it is modified to create the Technology
Satisfaction Model (Lee & Park, 2008). Other evident clear-cut theories include Unified
Theory of Acceptance and Use of Technology (Yang, 2010); game theory (Woolfall, 2006);
theory of disruptive competition and innovation (Gillwald & Mureithi, 2011); economic
theory (Au & Kauffman, 2008); the Expectation-Confirmation Model (Hung et al., 2012);
and Media richness theory (Lee et al., 2007).
Framework-based approaches include one providing directions for an organisation to choose
a suitable mobile solution (Gruhn et al., 2007), one for analysing the business side of
mobile/wireless technologies (Kang, Lee, & Tsai, 2011), one for developing viable business
models (de Reuver & Haaker, 2009), and one for ensuring collaboration amongst m-business
ecosytem players (Jing & Xiong-Jian, 2011). Other ‘popular’ frameworks employed include
the Strategy orientation framework (Isoherranen & Kess, 2011), and the developmentof a Fit-
viability model the the adoption of mobile technology in business (Liang, Huang, Yeh, &
Lin, 2007).
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Table 0.3: Some Conceptual approaches in Previous M-business Research
M-business
Subcategory Research Issue
Classification
of conceptual
approach
Article Reference
Mobile
Business
Applications
/ Services
Modelling and analysis of
mobile business processes
Framework (Gruhn et al., 2007)
Framework for the
application of mobiles to
customer relationship
management
Framework (Schierholz et al., 2007)
(Sinisalo et al., 2007)
Integrating perceived loss of
control with user satisfaction
and Technology Acceptance
Model (TAM) to explain B2B
market performance
Theoretical (Lee & Park, 2008)
A conceptual framework to
examine the effect of
relationship conflict and
cooperation on the business
processes of a partnership
Theoretical (Woolfall, 2006)
Economics,
Strategy, and
Business
Models
Business model techniques
and analysis
Framework (Johansson et al., 2012)
(Methlie & Pederson,
2007)
(Ballon, 2007a)
(de Reuver & Haaker,
2009)
(Braet & Ballon, 2008)
(Anderson & Kupp,
2008)
(Ghezzi, 2012)
(Hawkins & Ballon,
2007)
Determining of factors
accounting for firm’s
perceived performance of
mobile commerce using
Technology-Organisation-
Environment framework
Theoretical (Martin et al., 2012)
Strategic analysis of mobile
phone industry using from a
value chain perspective
Framework (Chang et al., 2009)
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Examination of initial trust in
mobile banking adoption
Theoretical (Zhou, 2011)
Consumer
Acceptance /
Adoption
Consumer
Acceptance /
Adoption
Three elements of TAM used
to identify differences in
adoption of mobile data
services for two age cohorts
Theoretical (Yang & Jolly, 2008)
Adoption of mobile
technology for fashion goods
Theoretical (Kim, Ma, & Park, 2009)
Quality factors that influence
customer trust
Theoretical (Yeh & Li, 2009)
Determinants and motivations
of consumer mobile
technology adoption and/or
use
Theoretical (Yang, 2010)
(Püschel et al., 2010)
(Liu & Li, 2010)
(Akturan & Tezcan,
2012)
(Tobbin, 2012)
(Amin, 2008)
(Hung et al., 2012)
(Okazaki et al., 2008)
(Wessels & Drennan,
2010)
(Jayawardhena et al.,
2009)
Service quality’s impact on
customer satisfaction and
customer loyalty
Framework (Santouridis & Trivellas,
2010)
Impact of telecommunications
development on the quality of
life
Theoretical (Rohman, 2012)
Source: Author’s construct
2.5 Discussions and Future Research Areas
As observed by Scornavacca et al. (2006), there seems to be a dominance of consumer
research in m-business. It is however encouraging that, some research exists about other
subcategories. This review’s contributions lie in the attempt to provide a holistic definition
and to highlight the dominant themes and conceptual approaches to m-business research. The
evidence presented in this review imply that first, apart from gaps potentially overlooked in
the ‘Infrastructure’, ‘Macroeconomic Cycles’, ‘Government-Industry Interaction’, and
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‘Interorganisational Networks’ subcategories, there is the need for on-going research into the
‘Economics, Strategy, and Business Models’ subcategory because of high dynamics in the
mobile industry (Ladd et al., 2010). Further, there is room to contribute to the general
‘Mobile Theory and Research’ category by adapting and/or testing more theoretically
grounded approaches in m-business research. The evidence presented suggests some areas for
further research.
First, concerning Mobile Business Applications/Services, firms face numerous uncertainties
and challenges, in the adoption of mobile technology for business activities. Since some firms
overcome such challenges it, would be helpful to understand and document the solutions to
these challenges as a way of ensuring m-business transformation (Tsai & Gururajan, 2007).
Detailed case studies documenting how firms overcome such challenges would provide
useful insight and a roadmap for others seeking to implement mobile technologies.
Another area that could be studied is the impact of mobile technology on a firm’s managerial
functions. Overall, the pointers and discussions in previous reviews suggest that a tendency
for more research to focus on the adoption of m-services by firms which are non-core
members of the m-business ecosystem (see Liang et al., 2007; Lee & Park, 2008; Chiware &
Dick, 2008; Balocco et al., 2009; Frempong, 2009). Such valuable studies naturally study the
related impact of mobiles adoption. Meanwhile, there are other aspects of the m-services
trajectory fallow for research. Drawing from the four stages within the Informatics lifecycle
by Heeks (2006), and the Baskerville and Myers (2004) definition of management
information systems, we see that researchers can study the development, adoption, use, and
impact of information systems. With current research seemingly focused on adoption, use,
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and impact, there is room for research in to the development phase – how m-services are
created.
Second, within Economics, Strategy and Business Models; previous studies focus on
economic and non-economic impact of adoption, strategic implications of mobile adoption,
overcoming competition, how to respond to technological changes, and responding to
customer needs. The focus of previous valuable research suggest a need to understand their
how mobile business organisations (MBOs) combine internal and external resources to create
new resource combinations (Koruna, 2004). These combinations should be useful in for
instance, overcoming the threats of competition, technological changes, and customer
demands. The m-business special issue of The Journal of Policy, Regulation and Strategy for
Telecommunications is some evidence of the seeming paucity of empirical studies about how
MBOs combine resources to create m-services (Ballon, 2007b). There is the need to go
beyond the current frontier to study managerial processes within MBOs, especially due to the
many unresolved business challenges pertaining to the deployment and management of
value-added mobile services (Giaglis, 2006).
Third, research under the Consumer Acceptance/Adoption subcategory needs extension in the
face of advocacy for the inclusion of customers in the delivery of mobile services (Martin et
al., 2012). Further research could explore how MBOs harness customer perceptions as part of
their value-creation process. Previous research points the way for companies to attract low-
income consumers; by reconfiguring their value chain according to a strategic pattern
compatible with their business model type (Ghezzi, 2012). One question to ask is how
companies should do that reconfiguration. The search for a response to this question raises
the need for empirical research into how to do such reconfiguration, and what best practices
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to follow. A study in this direction would help provide knowledge about the existence or
otherwise of any company that has succeeded or failed in a reconfiguration effort.
Generally, it seems that mobile network operators (MNOs) dominate firm-level m-business
research (see Anderson & Kupp, 2008; Ballon, 2007a; Chang, Wang, & Fu, 2009; Gonçalves
& Ballon, 2011; Srinuan et al., 2011). To provide a holistic insight into m-business, other
firms within the m-business ecosystem needs studying. This need is supported by the
observation of focus shifting to value addition and content creation, and [hence] from mobile
network providers to other players in the mobile ecosystem (Peppard & Rylander, 2006).
Further, since the usage of third-party applications have a bright future (Verkasalo &
Hämmäinen, 2007; Methlie & Pederson, 2007) firms like mobile value added service
providers are also important members of the mobile ecosystem that need studying. Other
firms include service providers, service creators, mobile operators, handset and
manufacturers (Smura, Kivi, & Töyli, 2009). M-service creation by MBOs would be a
promising area for research into the effects of business model choices on performance, and
the actual process of creating value through m-services.
In terms of conceptual approaches, the focus of the issues as discussed in Section 2.3 mirrors
a concentration of conceptual approaches to studying consumer acceptance, adoption and use
of mobiles and m-services. As pointed out in the foregoing discussions about possible future
research directions, there other information systems theories could be tested in the mobile
business research field towards arriving at conceptual approaches for the field. The creation
and availability of such m-business-specific conceptual approaches would contribute to a
better understanding of the mobile computing phenomenon and its contribution to the
broacher information systems discipline.
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The evidence presented in Section 2.4 about existing conceptual approaches in m-business
research the need for frameworks that for instance, capture mobile use and benefits obtained
by firms in various industries. So far, attempts have been made to understand this dimension
from the perspective of individual users (e.g. Boateng, 2011). Such research could be
extended to understand firm-level impacts of mobile adoption. According to the evidence
presented, research so far has borrowed from and extended the benefits of using ICTs in
commerce or trade to its mobile equivalent (Amit & Zott, 2001; Boateng et al., 2008). For
instance, the mobile for development perspective posits three effects that mobiles have on
adopters i.e. incremental, transformational, and production (Heeks & Jagun, 2007; Batchelor
& Scott, 2004). Incremental effects are those benefits from using mobile phones to improve
what a firm already does e.g. communicating with customers and partners. Transformational
effects are benefits from using the mobile phone in creating new things or accessing new
services e.g. mobile banking. Production effects are benefits from trading in or selling mobile
phones and related services. Current benefits captured by research relate to incremental and
transformational effects, hence there is room for research into the production effects of
mobiles e.g. how mobile applications are created and sold to customers – both individual and
corporate. Further, as there are different levels of e-commerce capabilities, which determine
the level of e-commerce adoption by firms (Boateng, Heeks, Molla & Hinson, 2008), it may
be plausible to argue for the existence of capabilities that determine the extent of firm-level
adoption of mobiles and m-services. An m-business capabilities framework similar to that of
e-commerce would thus be helpful in enhancing our understanding about the creation and/or
adoption of mobiles.
Overall, two main focal points informed by the issues, evidence and past theoretical
approaches discussed here seem fertile for future m-business research. The first is Research
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into business dimension of m-business: Current research is skewed toward adoption issues –
amongst both individual and corporate consumers. There is the need to understand, the
process of developing firm resources to create capabilities used to create the mobile services
consumer adopt. The internal and external conditions and factors/resources that facilitate the
process could also be explored to a holistic understanding of the process.
The second is theory development. Even though the IS discipline has key theories e.g. TAM,
there is the need for the development of key theories specifically for mobile business in order
to grow the area. This may be achieved by adapting and/or testing such IS theories with the
m-business or m-computing sub-discipline.
The foregoing discussions and future research areas have implications for this study. these
implications border on the specific gap underlying this study, the choice of theoretical
foundation, research paradigm, and research design. The next section discusses these
implications.
2.6 Implications for this study
2.6.1 Research Gap – why m-services creation?
The previous sections attempted a review and discussion of previous research about mobile
business. From the evidence presented and the future directions suggested, this study intends
to study the creation of mobile services by mobile business organisations i.e. mobile value-
added service (MVAS) providers. Since consumers can use m-services only if they are
created, there is need to understand how they are created. The decision to study this gap is
informed by
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i. the need for research about the business side of m-business
ii. room for research into the development of m-services, and
iii. the need to satisfy departmental expectations for writing a dissertation – to have
an organisational focus.
2.6.2 Research Paradigm – why Critical Realism?
To study the research gap identified requires an in-depth understanding of the activities and
processes that go on behind the creation of mobile services. Studying this phenomenon is
different from studying for other aspects of m-services e.g. how consumers use m-services,
and perhaps their perceptions towards them. While a positivist approach would attempt to
generalise findings about m-services, an interpretivist approach would provide interpretations
of the m-services from the researcher’s and/or consumers’ point of view (Easton, 2010).
Meanwhile, as the m-services form our observed reality, the research gap is embedded with
the need to understand what causes the reality – how the m-services are created – hence the
need to adapt the critical realism philosophy, which seeks to unearth the underlying
mechanisms of our observed realities (Dobson, 2002; Mingers, 2004). (See Chapter 4 for a
detailed explanation of the paradigm and its application in this study).
2.6.3 Theoretical Foundation – why dynamic capabilities?
Having found a research issue in mobile business, why would no information systems theory
or framework other than the dynamic capability framework be applicable to studying the
issue? In other words, why would absorptive capacity, social capital, socio-materiality and
any other theory or framework not work? We must note that these theories, frameworks and
concepts have their own constructs and phenomenon they posit to measure or explain. For
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instance, research about the same m-service phenomenon from an Actor-Network theory
perspective, would attempt to follow various actors in the m-business ecosystem actors to see
how they attempt to influence m-services from their own perspectives (Rhodes, 2009, p. 4).
Similarly, Game theory, as Woolfall (2006) used, may study m-services from the point of
view of how firms select which m-services to create, how MBOs decide on which mobile
network(s) on which to launch an m-service.
All these aspects of the m-services phenomenon are important research endeavours towards
achieving holistic knowledge of m-services. Since studying all these aspects is far-fetched in
a single study like this, only one aspect was chosen for investigation (see Section 2.6.1). To
understand how m-services are created. Since m-services are products of a firm, investigating
the chosen gap would suggests a need to explore the resources these firms use to create the
m-services; without these resources the firms cannot offer m-services (Wade & Hulland,
2004). The Resource-based theory (RBT) helps us identify these resources better; it posits
that over time, resources are heterogeneous across all firms, and a source of competitive
advantage (Barreto, 2010; Kraaijenbrink, Spender, & Groen, 2010). This static nature is
unable to explain a firm’s competitive advantage over time in their changing environments,
hence the need to adapt the dynamic capability framework (Teece, Pisano, & Shuen, 1997;
Priem & Butler, 2001) (See Chapter 3 for an overview of the framework and its
operationalisation). There are high uncertainty and competition levels within the mobile
business ecosystem (Camponovo & Pigneur, 2003; Bose & Chen, 2010; Veremis, 2013). These
conditions make it an ideal environment to study how firms evolve their resources to create
firm outputs i.e. m-services. The choice of the DC framework not only helps study the
identified gap better, it provides room to contribute to the building a better theory – with its
application in mobile business and information systems which previous reviews have
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implicitly suggested (Barreto, 2010). It also contributes to the m-business literature which is
seemingly dominated by technology-deterministic theories like Technology Acceptance
Model (see Section 2.4).
2.6.4 Research Context – why Ghana?
The increasing global rate of mobile adoption reflects in that of emerging countries as well.
In fact, emerging markets such as Latin America, the Middle East, Africa and Asia are the
more promising areas for mobiles and mobile services (Rannu, 2013; Veremis, 2013). In
Ghana, mobile subscription is now reported to be in excess of 26 million (National
Communications Authority [NCA], 2013; ITU, 2013b). Interestingly, this number exceeds
the total population as reported i.e. 2010 census: 24,658,823 (Ghana Statistical Service
[GSS], 2012, p. 1); July 2013 estimates: 25,199,609 (Central Intelligence Agency [CIA],
2013). Such statistics make emerging economies including Ghana, prime research settings.
Conversely, the amount of mobiles research from this setting is not encouraging. Valuable
studies including the study of mobiles and mobile services’ use by individuals (Sey, 2009;
Boateng, 2011; Tobbin, 2012; Stork, 2011); and business’ use of mobiles (Frempong, 2009),
leave much room for more research in about this modern phenomenon. This study is a
response to contribute to mobiles research about and from Ghana.
Similarly, whilst the resource-based theory and its extension, the dynamic capability
framework have been used extensively, first there has been little discussion about these
theories in information systems (Wade & Hulland, 2004, p. 108). Such paucity is even more
severe in the mobile computing and mobile business research sub-field. Meanwhile as these
theoretical approaches are context-dependent, we cannot readily extend the findings from
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other fields into mobiles without empirical basis (Collis, 1994; Winter, 2003; den Hertog et
al, 2010).
In addition, there is paucity of dynamic capability research from the African context. Even
though some valuable research exist from the South African context about dynamic
capabilities in an automobile firm (Witcher, Chau, & Harding, 2008); and how SMEs
safeguard dynamic capabilities while collaborating with large companies (Sawers, Pretorius,
& Oerlemans, 2008). These studies reveal the need for more research from the Ghanaian
context, and about mobiles (as previously identified). This study seeks to respond to this
paucity.
2.7 Summary
This chapter set out explore the mobile business theme of the mobile computing area in
information systems research. The aim was to find the most researched issues, and most used
theoretical approaches in the area, to suggest areas which need more research. The evidence
presented and the subsequent discussions suggest the need for more research away from the
adoption-centric research that seems to dominate the m-business field on both the consumer
and organisational front. With this in mind, this study identified and chose as its motivation,
to understand how mobile business organisations (MBOs) create mobile services (m-services)
for use by individuals and businesses. Since this gap requires the study or the MBOs’
resources and related activities that create these m-services, the chapter presented an
argument for the choice of the dynamic capability framework. The chapter also argued out
for Critical Realism as an appropriate paradigm, and Ghana as the study context. The next
chapter presents an overview of the dynamic capability framework and adapts its constructs
to the arriving at a research framework for the study.
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CHAPTER THREE
CONCEPTUALISING MOBILE BUSINESS
CAPABILITIES .
3.1 Introduction
The previous chapter made a case for a proposed holistic definition of the term m-business.it
also reviewed existing m-business literature to explore gaps within the field. In the end, this
led to the selection and justification of a gap, theoretical approach, research philosophy and
context. In pursuit of finding answers to the research questions, this chapter discusses
literature relating to the chosen theoretical approach towards arriving at a research framework
of how MBOs create m-services. The research framework based on the dynamic capability
framework, shows the resources, the capability development process and its outcomes, and
the impact of the developed capabilities in an MBO.
3.2 Dynamic Capabilities – an overview
Dynamic capabilities emanates from an earlier paradigm called the Resource-based theory
(RBT) of a firm, which is used to explain how and why firms develop the capability to gain
and sustain competitive advantage (Penrose, 1959; Schendel, 1994). RBT was criticised to
predict a firm’s competitive advantage based on firms’ heterogeneous resources, and failing
to account for market dynamism; making it static. Further, RBT suggests that firms compete
based on their internal characteristics and resources (Amit & Schoemaker, 1993; Wade &
Hulland, 2004).
RBT’s extension, the Dynamic capabilities (DC) approach on the other hand, reflects the
notion that firm-specific resources, specifically capabilities, can be rebuilt or combined with
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other resources to develop new assets and capabilities. Wang and Ahmed (2007) defines
dynamic capabilities as the manner in which a firm keeps integrating, reconfiguring,
renewing and recreating its resources and capabilities and, most importantly, upgrading and
reconstructing its core capabilities in response to the changing environment to attain and
sustain competitive advantage. Similarly, DC is the capacity of an organisation to
purposefully create, extend or modify its resource base (Helfat et al., 2007, p. 4). After a
review of the major definitions including those mentioned herein, Barreto (2010) defines
dynamic capability as “the firm’s potential to systematically solve problems, formed by its
propensity to sense opportunities and threats, to make timely and market-oriented decisions,
and to change its resource base”. Overall, the focus is on the mechanisms that cause some
changes to organisational resources in response to its environment. This focus allows the
dynamic capability approach to avoid criticisms levelled at the resource-based view
(Easterby-Smith, Lyles, & Peteraf, 2009).
The next section provides a breakdown of the components towards a research framework for
this study.
3.2.1 Defining Resources and Capabilities
Resources form the foundation of a firm and the basis of a firm’s capabilities (Wang &
Ahmed, 2007). Resources could be conceptualised as the “assets and capabilities that are
available and useful in detecting and responding to market opportunities” (Wade & Hulland,
2004: 109). Sanchez, Heene, and Thomas describes assets as tangible or intangible type of
resources that a firm uses in “its processes for creating, producing, and/or offering its
products (goods or services) to a market, whereas capabilities are repeatable patterns of
actions in the use of assets to create, produce, and/or offer products to a market” (as cited in
Wade & Hulland, 2004, p. 109). Even though assets and capabilities could be a source of
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competitive advantage as the resource-based view of the firm posits, such advantage is not
sustainable. This creates the need to turn resources into a source of sustainability. Dynamic
capabilities come into play when firms recombine organisational resources to enable the firm
continually create value (Landroguez, Castro, & Cepeda-Carrión, 2011). These resources
include human capital i.e. managers and employees, technological capital, knowledge-based
capital, and tangible-asset-based capital. Helfat et al.’s (2007) definition (the capacity of an
organisation to purposefully create, extend, or modify its resource base) specifies that no
matter the effect, the action of dynamic capabilities is foremost upon the firm’s resource base,
including both tangible and intangible assets and capabilities (Easterby-Smith et al., 2009).
Second, an organisation’s capability is “a high-level routine (or collection of routines) that
together with its implementing input flows, confers upon organisation’s management as a set
of decision options for producing significant outputs of particular type” (Winter, 2000 in
Winter, 2003, p. 991). These routine(s) could be considered as first order, core, or dynamic
depending on the rate of change their outputs bring to an organisation. According to the
understanding from Wang and Ahmed (2007, p. 39),
 A firm which uses resources to attain a desired goal exhibits ‘first order’ capabilities.
 A firm which integrates resources and capabilities in the strategic direction of the firm
exhibits core capabilities.
 A firm which constantly renews, reconfigures and recreates resources, capabilities and
core capabilities to address the environmental change exhibits dynamic capabilities.
Examples of capabilities include technical skills, managerial skills, systems development or
systems integration (Wade & Hulland, 2004). A very important point to note is that a firm
exhibits dynamic capabilities with a ‘strategic orientation’. Strategic orientation implies a
firm’s perception and willingness to take advantage of a profit-laden opportunity in its
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environment depending on the firm’s current and ‘gettable’ resources (Pitelis & Pseiridis,
1999: 227). Doving and Gooderham (2008) also refer to the same concept as strategic choice.
3.2.2 Developing Capabilities
The capability lifecycle (Helfat & Peteraf, 2003, p. 1000) captures how firm resources evolve
through a set of possible paths. The resource or capability lifecycle enables the rebuilding of
existing resources into new resources to create benefits for the firm. The lifecycle involves
three main stages i.e. the founding, developing and maturity stage.
Figure 3.1: The Capability Lifecycle
Source: Helfat and Peteraf (2003)
At the founding stage, the firm identifies why a new resource or new capability should be
created. Here, the firm needs to identify the necessary current assets and processes, and
organise them around the purpose for creating the new resource. The reason here is that, the
new resource is created by combining the existing resources or by acquiring new ones,
depending on the access that the current resources create e.g. financial and social capital. It
could be argued that not all firm resources may be useful. As such, RBT posits that to create
and sustain a performance beyond that of its competitors in the marketplace, a firm’s
resources must be heterogeneous and immobile, and to have that potential the resources must
simultaneously have attributes of being valuable, rare, imperfectly imitable and not
Founding
Stage
Developing
Stage
Maturity
Stage
Renewal
Redeployment
Recombination
– transfer costs
Replication
Retrenchment
Retirement
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strategically substitutable or non-substitutable by other resources (Barney, 1991; Bowman &
Ambrosini, 2003). The attributes are briefly explained as follows:
 Valuable: A firm’s resource is valuable if it is able to help the firm conceive of and
implement strategies capable of exploiting opportunities and neutralising threats in its
environment and thereby generate rents, improve its efficiency and effectiveness
(Bowman & Ambrosini, 2000).
 Rare: Beyond having rent-generation abilities, a resource has to be rare, uncommon or
scarce in its functionality and not just its type – functionality lies in the combination
of resources such as tangible, intangible and organizational assets (Bharadwaj, 2000).
 Imperfectly imitable: Resources become imperfectly imitable when competitors have
more difficulty in replicating them. Imperfect imitability rises from the presence of
isolating mechanisms (Rumelt, 1984); when, first, a firm’s unique historical
conditions enable it to own or have access to a particular resource; second, the link
between resources and the firm’s sustained performance is causally ambiguous, and
last, resources themselves are socially complex in nature (Barney, 1991). These
isolating mechanisms increase the costs of competing firms in imitating a successful
firm’s resources.
 Non-substitutable: A resource is non-substitutable when it can neither be imitated
exactly or different resources could be used to create the effect that the original
resource has, especially through a low-cost strategy (Bowman & Ambrosini, 2003).
RBT states that valuable and rare attributes enable firms to limit competition to establish a
superior resource position, which earns rents for the firm - creates competitive advantage
(Bowman & Ambrosini, 2003, p. 291). The next two attributes, inimitable and non-
substitutable, enable the firm to sustain the competitive advantage or limit competition to the
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rent-generating ability of resources after the superior position has been established (Peteraf,
1993). However, not all resources are inimitable and non-substitutable. Firms need to have
the ability to evolve resources – identify, develop and renew or decline – to acquire higher
order attributes which ensure sustained performance.
In the developing stage, the firm searches and examines viable alternatives to develop the
resource. Using the dynamic capabilities framework by Teece et al. (1997), organisational
processes or embedded capabilities are developed through coordination, learning and
reconfiguration.
 Coordination is recognising and examining how the current resources, current
processes, and asset positions agree with, and complement each other.
 Learning comes by repetition and experimentation that enable a firm to acquire tacit
knowledge to perform its processes better and quicker to create innovation in existing
processes, and to identify new processes (Teece et al., 1997). Learning happens
through improvisation, trial-and-error, and experimentation (Miner, Bassoff, &
Moorman, 2001).
 Reconfiguration happens when the firm’s quickly changing environment is examined
in order to cause a change in the firm’s current assets structure and processes towards
sustaining the firm strategic value. After this stage, the development of the resource
may cease and enter the maturity stage.
At the maturity stage, the resource or capability is maintained by continuous use such that it
becomes part of the firm’s memory and culture. After the maturity stage, the capability passes
through one of six additional stages of the lifecycle namely; retirement (death), retrenchment,
renewal, replication, redeployment, and recombination. Retirement is when threats or extreme
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conditions force the firm to retire the resource e.g. prohibition of the sale of a product may
retire a resource such as a manufacturing plant used to produce that product (Helfat &
Peteraf, 2003: 1006). Sometimes, the threats’ levels are not enough to cause a sudden
retirement but rather reduced exercise of the resource or capability causing retrenchment.
Other times, instead of retrenching, the firm may enter a new development stage in which the
resource may be modified to suit a new situation i.e. Renewal. When the firm brings the
resource back to a different but slightly related use, there is redeployment. Replication is
where competences from one economic or geographical setting is transferred to another
(Teece et al., 1997). Recombination occurs when the original resources are put together with
other resources to create entirely new resources. This may be in the firm’s current market or
an entirely new market.
3.2.3 Impact of Capability Development
The impact of the capability evolution process is a matter of contention within existing
literature. Presently there is a debate about the association between dynamic capabilities and
performance impacts (Easterby-Smith et al., 2009). Whilst the originally intended impact
seems to be competitive advantage (Teece et al., 1997), subsequent studies posit various
impacts including financial and market performance (e.g. Malik & Kotabe, 2009; Wang &
Ahmed, 2007), partnership success (Sawers et al., 2008), competitive success (Witcher et al.,
2008), entrepreneurial performance and transgenerational value (Chirico, 2007). Zahra,
Sapienza, and Davidson (2006, p. 919) provides a lengthier list of possible outcomes. To
avoid confusing and conflicting measures, it may be appropriate to study the specific kind of
impact generated in the firm or industry in which a dynamic capability-based study is done.
On the other hand, grouping such impacts [irrespective of the firm or industry] under
financial or market-based impacts may foster construct refinement.
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3.3 Evolution of M-business capabilities in MBOs
The purpose of this study is to investigate how mobile business organisations (MBOs)
develop capabilities to create mobile services i.e. content and applications. This section
operationalises the constructs in the DC framework as explicated in section 3.2 in the context
of m-business and MBOs. MBOs refer to firms in the m-business ecosystem such as mobile
network operators, mobile value added service (MVAS) providers, handset manufacturers,
platform providers et-cetera.
3.3.1 Conceptualising Resources and Capabilities in MBOs
From the overview of the DC framework, resources could be conceptualised as the “assets
and capabilities that are available and useful in detecting and responding to market
opportunities” (Wade & Hulland, 2004: 109). Since mobile business organisations (MBOs)
are ICT-based firms (see Appendix A), there is the tendency to have and use information
system resources – both assets and capabilities – which Wade and Hulland (2004) classify as
either outside-in, spanning, and inside-out (see Figure 3.2 for examples).
Figure 3.2: A Typology of Information System Resources
Source: Wade and Hulland (2004, p. 112)
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Using this classification makes up for the need to identify the VRIN attributes of each
resource in the firm. Hence, we only those resource which fall in the Wade and Hulland’s
typology are acceptable here.
3.3.2 Developing M-business Capabilities
From the overview of dynamic capabilities (see Section 3.2.2), there are three stages MBOs
would go through to develop m-business capabilities to create m-services. At the founding
stage, an MBO determines why a new resource should be created. For instance, why should
we employ a marketing manager, or build a mobile app. This decision is also based on the
idea that the marketing manager or new server may be valuable, rare, imperfectly imitable or
non-substitutable. At the developing stage, the MBO searches and examines viable
alternatives to develop the resource by
 Coordinating i.e. the MBOs explores how the new marketing manager or server agree
with the existing resources e.g. other managers or technology setup.
 Learning i.e. the MBO attempts to perform its processes better and quicker, and
identify new processes through improvisation, trial-and-error, and experimentation.
Either the individuals in the MBO or the MBO itself (either within or from partners
and competitors) may do learning.
 Reconfiguration i.e. the MBO examines its quickly changing environment in order to
cause a change in its current assets structure and processes towards sustaining
strategic value. After this stage, the development of the resource may cease and enter
the maturity stage.
At the maturity stage, the MBO maintains resources by continuous use such that it becomes
part of the firm’s memory and culture, and growing into a new capability – m-business
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capability. The type of m-business capability may vary. An ensuing question then is, what
types of m-business capabilites can MBOs create? A response to this inquiry must have
cognisance of the differences capabilities have in different firms (Witcher et al., 2008, p.
556), and hence the potential for m-business capabilities to differ amongst the different types
of MBOs. For instance, whilst a mobile mobile value added service (MVAS) provider will
have the capability to develop a payment platform, a mobile phone manufacturer may have
the capability to develop a smart phone.
This study’s focus was on MVAS providers, hence m-business capability here is the ability to
create/provide a mobile value-added service or m-service for a client or market. To
conceptualise the types of m-business capabilities, the study adapted a model of firms’ e-
commerce applications i.e. no e-commerce, connected e-commerce, static e-commerce,
interactive e-commerce, transactive e-commerce, and integrated e-commerce (Molla &
Licker, 2004). The resulting [m-business] capabilities are however not hierarchical because,
an MBO may choose which capability to develop because of its strategic orientation.
Therefore an MBO [specifically MVAS providers] could have the following m-business
capabilities;
 Informational; where an MBO has the ability to create/provide an m-service for the
purpose of sending information or for communication purposes only e.g. an
application for sending bulk messages to many customers and/or partners at the same
time.
 Interactional; where an MBO has the ability to create/provide an application/platform
to respond to queries, or give instant and intelligent feedback e.g. an instant
messaging application.
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 Transactional; where an MBO has the ability to create/provide an m-service for the
exchange of value, and to create or manage [client] accounts e.g. a mobile payment
application, or mobile banking application platform that allows subscribers to pay for
purchases using funds from their bank accounts.
 Transformational; where an MBO has the ability to create/provide an m-service
which spans across, and manages all business functions at the same time e.g. HR,
marketing, production et-cetera.
In reference to the categorisation of mobile services/applications [in Section 2.2.3], this study
posits that the type of m-service an MBO (i.e. an MVAS) creates is dependent on the type of
m-business capability it develops. The table below illustrates the m-business capabilities,
their related m-applications and mobile technologies.
Table 3.1: Types of M-business Capabilities
M-business
capability
Category of
M-services
M-services M-technologies User
Informational General
Information
Service
Mobile News Voice  call, SMS, Individuals
/ Firms
Mobile phone
communication,
MMS Firms
Mobile Mailbox Mobile Internet Individuals
Mobile Search SMS, Mobile
Internet
Individuals
Mobile website Mobile Internet Individuals
/ Firms
Mobile
advertising
SMS, IVR, Mobile
Internet
Individuals
/ Firms
Mobile CRM IVR, SMS Firms
Location-
based service
Mobile map SMS, MMS, Mobile
Internet
Firms/
Individuals
Product and asset Mobile Internet Individuals
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tracking /Firms
Interactional Entertainment Multimedia
download
Mobile short codes,
SMS, USSD, IVR
Individuals
/Firms
Caller ring IVR, SMS Individuals
Mobile Gaming SMS Individuals
Mobile Voting SMS Individuals
Transactional Business Mobile payment USSD, mobile apps, Individuals
/ Firms
Mobile banking Mobile Internet Firms
Source: Author’s construct
After the maturity stage, the m-business capability may be
 Retired i.e. threats or extreme conditions force the firm to retire the resource e.g. more
MBOs begin to exhibit the same capability or service that it becomes less valuable or
government regulation prohibits the organisation of a mobile-based competitive
promo.
 Retrenched i.e. the MBO reduces how much the m-business capability is used e.g. an
MBO would use its bulk SMS service only internally, and not as a service for
customers.
 Renewed i.e. the MBO modifies the existing capability to take advantage of a new
situation e.g. extends an existing SMS-based service to cater for a client’s specific
need.
 Replicated i.e. the MBO uses the same m-business capability is used a different
geographical market.
 Redeployed i.e. the MBO brings the capability back to a different but slightly related
use
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 Recombined i.e. the MBO puts the resources used to create the existing m-business
capability together with other resources to create entirely new resources – either in the
firm’s current market or in an entirely new market. For instance, the MBO uses the
same technical team to create a new mobile service.
3.3.3 Impact of M-business Capabilities
As noted in section 3.2.3, the impact of capability development seems unsettled. However,
based on the context-dependence of dynamic capabilities (Winter, 2003) it could be argued
that the type of impact may as well be related to the type of firm, and the products and
services on offer to its market. Second, the use of market-based performance and financial
performance as impacts in a dynamic capabilities-based research framework by Wang and
Ahmed (2007) suggest two possible types of impact created by dynamic capabilities –
market-based impact and financial-based impact. Financial-based impact could be increase in
revenue, profit, and/or stock prices. Market-based impact could be increase in market share
and the perceptions that competitors and customers have of the firm and its products. Further,
the context-dependence [of DC] undergirds and extends the argument for market-based
impact that within mobile business organisations there would be different indicators for
market-based impact. For instance, whilst the development of new mobile phone handsets
would be an impact for a phone-manufacturing firm, the impact of a MVAS provider would
be the rolling out of a new mobile solution. This study focuses on the market-based impact
that m-business capabilities have on MBOs. Since the focus of this study is on MVAS
providers, the market-based impact relate to the ability to create a new mobile-related
solution (see Table 2.2 for a categorisation of m-services).
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3.4 Research Framework
Overall, the discussions in the previous sections underlie this study’s argument that MBOs,
especially mobile MVAS providers need to develop resources create m-business capabilities.
Resources include assets and capabilities that an MBO currently possesses. By evolving these
resources, the MVAS provider develops m-business capabilities. These m-business
capabilities (see Section 3.3.2) are developed through firm-specific resource development
processes i.e. coordination, learning and reconfiguration. The argument underpinning this
study is captured in a framework of understanding how a mobile business organisation’s
resources serve as input to the process of resource evolution that creates m-business
capabilities, that creates either a financial-based impact of market-based impact. The
following figure is the research framework for this study.
Figure 3.3: MBOs create m-business capabilities to create m-services
Source: Author’s construct
3.5 Summary
The dynamic capabilities framework is still at a young stage with many opportunities for
refinement and deepening of the model (Easterby-Smith et al., 2009). To this end, this
chapter based on the need to understand how mobile business organisations (MBOs) develop
create mobile services, presented a prevailing paradigm that helps understand the issue. The
Quickly Changing Environment
Process
Resource
Development
Capability
Development
Cycle
(Section 3.3.2)
Input
Resources
Section 3.3.1
Outcome
M-business
Capabilities
M-business
Capability
Indicators
(Table 3.3.1)
Impact
Market-based
Impact
Categories of
M-services
(Section 2.2.3)
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presentation also led to the generation of a research framework. The framework suggested
that MBOs need resources, which go through some interaction and processes to develop
capabilities MBOs use to create the m-services individual and business customers use. These
assumptions were operationalised and tested empirically to evaluate and redefine them. The
next chapter describes the methods used for collecting evidence about the constructs in the
research framework.
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CHAPTER FOUR
METHODOLOGY
4.1 Introduction
The previous chapter discussed and presented the dynamic capability framework as the
theory for this study. The discussions led to the creation of a research framework to guide
empirical testing of the concepts in the framework. This chapter presents a detailed
discussion of the research methodology for this study. It explains the research paradigm,
research design, data collection and analysis methods used.
4.2 Research Paradigms
According to Kuhn (1970), a paradigm is a “set of beliefs, values and techniques which is
shared by members of a scientific community, and which acts as a guide or map, dictating the
kinds of problems scientists should address and the types of explanations that are acceptable
to them” (p. 175). Paradigms create the philosophical assumptions, which define what ‘valid’
research is, and the appropriate applicable methods for that study (Myers & Avison, 2002).
Even though there may be others, three main paradigms exist within the general discipline of
information systems research i.e. Positivist, Interpretive and Critical Realism (CR) (Mingers,
2004). Positivistic paradigm vouches for value-neutral empiricism, and aims at discovering
general laws governing the social phenomenon under study (Wardlow, 1989). Interpretive
paradigm goes beyond people’s observable actions in the context of a social phenomenon to
understand the subjective meanings people assign to their actions (Klein & Myers, 1999).
However, CR-based paradigm assumes that the perceptions of reality (or social phenomenon)
are value-laden continuously, but there are relatively enduring “underlying structures and
mechanisms” (Dobson, 2002). With the aim of understanding these relatively enduring
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structures and mechanisms underlying social phenomenon, CR aims to explain social
phenomenon instead of predicting (Elster, 1998, p. 45).
Since the essence of this study is to understand an unclear phenomenon of how MBOs create
capabilities to create m-services, employing CR for study was useful (see Section 2.6.2). CR
helped uncover the hidden and underlying structures i.e. resources, m-business capabilities,
and the capability development processes that may not be readily observable behind the m-
services. Further, there was room for knowledge contribution using CR in empirical –
quantitative or qualitative – information system (IS) research; even though CR has penetrated
IS research, a bulk of studies are extremely theoretical (De Vaujany, 2008).
The next section illustrates the use of CR for this study’s research methodology.
4.3 CR-based Research Methodology
A major idea in using Critical Realism (CR) is that reality is both intransitive and stratified
(Easton, 2010). First, intransitivity means that the existence of reality does not depend on the
existence of humans. Second, there are two forms of stratification which are;
i) Mechanisms: Mingers (2004) explains these as producers of reality, and the subset of
events that are actually experienced. There are three domains of reality i.e. real, the
actual, and the empirical (Bhaskar, 1978). The real contains mechanisms, events, and
experiences – i.e. the whole of reality; the actual consists of events that do (or do not)
occur and includes the empirical, those events that are observed or experienced
(Easton, 2010).
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ii) Realm of objects themselves: this refers to where causal powers at one level (e.g.
chemical reactions) can be seen as generated by those of a lower level (atomic
valency).
“The picture of the real is thus one of a complex interaction
between dynamic, open, stratified systems, both material and
non-material, where particular structures give rise to certain
causal powers, tendencies, or ways of acting, often called
‘generative mechanisms’. The interaction of these generative
mechanisms, where one often counterbalances another, causes
the presence or absence of actual events” (Mingers, 2004).
Figure 4.1: Three Domains of the Real
Source: Adapted from Mingers (2004)
THE REAL
(i.e. mechanisms and structures that generate the actual events)
MBO’s assets and capabilities
Resource development processes
THE ACTUAL
(i.e. events and non-events that are generated by the mechanisms)
M-business Capabilities
THE EMPIRICAL
(i.e. events that are actually observed and experienced)
M-services and m-applications
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In reference to Figure 4.1, first, the empirical reality consists of the m-services individual and
business consumers observe and use on mobile devices. Second, the actual reality refers to
the m-business capability that enables MBOs create those m-services (See Table 3.1).
However, there is an underlying real reality causing the formation of these m-business
capabilities. The real reality consists of resources, and resource deployment and development
processes within MBOs (see Section 3.3.2).  This study’s focus was on capturing knowledge
about the real reality i.e. how MBOs create m-services (see Section 1.3).
To capture this knowledge, CR proposes that researcher applies retroduction as a research
strategy (Danermark, Ekstrom, Jakobsen, & Karlsson, 2002; Mingers, 2004). The strategy of
retroduction begins with examining observed events and connections between the social
phenomenon in the actual domain. Using retroduction means to move backwards; by asking
“what must be true in order to make this event possible?” (Easton, 2010). This study
exhibited retroduction by reviewing existing conceptual approaches to m-business research in
Chapter Two. Chapter Three also conceptualised m-business capabilities for creating m-
services.
The next step was to propose how real structures and mechanisms, and their inter-
relationships would explain the m-services we observe. Within this study, Chapter Three
applied the dynamic capability framework to develop a research framework which proposed
how MBOs develop resources to create m-business capabilities. In addition, the study
attempted to present evidence of the existence of the structures and mechanisms behind the
m-services. The study achieved this by selecting appropriate methods to collect data/evidence
of how Ghanaian MBOs create m-business capabilities to create m-services (see Sections 4.4
and 4.5).
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Collection of evidence used mixed-methods triangulation to enhance the plausibility of
arguments concerning the existence of structures and mechanisms behind the creation of m-
services (Danermark et al., 2002; Downward & Mearman, 2007).
 Data triangulation – i.e. data is gathered from different subjects at different times and
in different situations
 Investigator triangulation – collecting and analysing data using more than one
researcher
 Theoretical triangulation – making references from different theories
 Methodological triangulation – using different research methods e.g. combining
multiple case studies with semi-structured interviews, documentary analysis, and
artefacts examination (Section 4.5.6 for a detailed description of triangulation in this
study).
4.4 Case Study as a Research Method
Research methods are tools for generating and analysing data (Sarantakos, 1998). Within this
study, CR guided the selection of research methods (Dobson, 2002). Since the focus was to
understand the structures and mechanisms behind the m-services, the case study research
method was appropriate. The case study method is “an empirical enquiry that investigates a
contemporary phenomenon within its real life context especially when the boundaries
between phenomenon and context are not clearly evident” (Yin, 1994, p. 13). Further, this
method is suitable to accompany CR (Easton, 2010). The characteristics of this study
provides positive responses to all the questions which Benbasat, Goldstein, and Mead (1987,
p. 372) suggest must be answered in judging the appropriateness of using case studies in
information system research. In relation to those questions and the purpose of this study, the
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use of case study was appropriate because, how MBOs create m-business capabilities to
create m-services
i. cannot be studied from outside an organisation (an MBO),
ii. is a contemporary event (m-services are ever-changing and contemporary),
iii. does not need to be manipulated, but studied as is [as exists within the MBO], and
iv. enjoy a theoretical base i.e. the dynamic capability framework.
The above characteristics suggest that case study method is appropriate to answer the “how”
and “why” research questions about a contemporary set of events over which the investigator
has little or no control (Yin, 1994; Easton, 2010). Development and deployment of resources
to create m-business capabilities to create m-services was the phenomenon investigated. The
m-services could neither be separated from the MBOs nor the MBOs from the country of
operation (i.e. environment). Case study method also facilitated contribution of knowledge in
an area marked by rapid changes in nature and developments i.e. mobile technology. It
enabled honing in on the processes within real-life contexts or natural setting to provide a
strong test of prevailing explanations (theoretical propositions) or ideas and to refine
knowledge about the creation of m-services (Hakim, 1987, p. 62).
As the phenomenon being studied was inseparable from its context, the case study method
used an all-embracing method which incorporated specific techniques to guide data collection
and analysis in direct relation to clearly state the theoretical assumptions (Hakim, 1987, p. 67;
Yin, 1994, p. 13). Following a theory-building approach, there was an underpinning question,
followed by real cases examined to result in a more specific set of propositions from
examining the cases in real-life context (De Vaus, 2001, p. 287). As proposed, the purpose of
using case study was to develop, refine and test a theory using the logic of replication – either
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predicting similar results or producing contrasting results for predictable reasons (Yin, 1994,
p. 45-46; De Vaus, 2001, p. 262). The primary unit of analysis is firms chosen from the
Ghanaian m-business ecosystem. Their managers, staff and clients were interviewed for
primary data, whilst secondary data was obtained from documentary materials, and
investigator triangulation.
4.4.1 Case Study Design
This study adopted a descriptive case study approach. This type of case study requires the
advance selection and review of a theory to guide the design of the case study (Yin, 1993, p.
2; De Vaus, 2001, p. 288). Based on purpose, the study selected and reviewed the dynamic
capability framework (see Sections 2.6.3 and Chapter 3). The review of this strategic
management framework useable in information systems research arrived at a research
framework (see Section 3.4) to guide data collection.
Further, since multiple cases are suitable for studies aiming at description, theory building, or
theory testing, this study undertook two case studies about m-services creation in Ghanaian
MBOs (Benbasat et al., 1987). The multiple-case design also allowed for cross-case analysis
and the extension of the dynamic capability framework. In reference to the main research
question, the primary units of analysis of the study were Ghanaian MBOs, and the sub-units
of analysis are the events that depict the development of m-business capabilities to create m-
services.
4.4.2 Selecting Case MBOs
This study had some selection criteria for selecting case MBOs for the multiple case studies
(Benbasat et al., 1987). The criteria dictated that first, the chosen MBO had to be engaged in
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the creation of m-services as an enterprise output (Heeks, 2008). Therefore, for instance,
mobile phone vendors and airtime vendors were dropped as potential case firms. Second, the
case firms had to have been in business for at least two years and having more than two m-
services. This criterion was to ensure the availability of longitudinal data to reflect the
development of capabilities over time. Using formal letters, personal visits, email, website
contact forms, and phone calls, author contacted fifteen MBOs which met this criterion.
However, only two showed interest in participating in the study. The final case firms were
Nandimobile, and Mobile Content.Com (hereinafter known as MCC). Nandimobile accepted
after the author’s supervisor called the Business Development Manager personally. In
addition, Mobile Content.com agreed possibly because of previous participation in student
seminars at the University of Ghana Business School.
4.5 Data Collection Methods
Based on the tenets of CR research, and case study research, this study used evidence from
more than one source to converge and support the research findings (Benbasat et al., 1987).
The sources included documentation, archival records, interviews, direct observation, and
physical artefacts (Yin, 1994, p. 78).
4.5.1 Documentation and Archival Records
This data collection method was used because it provided physical evidence of m-services
that case firms had created, were creating, and may create. Knowing about such m-service
projects was important to identify the related m-business capabilities. This method was also
important to explore the impact of the capabilities created e.g. market-based impact. The
evidence examined included written material e.g. memoranda, newspaper clippings, and
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formal reports. During the field study, Nandimobile availed author with some correspondence
between the firm and its partners (see Appendix B). MCC also shared some evidence via
email (see Appendix C). Other documentation like client agreements were confidential,
therefore Nandimobile for instance displayed them for viewing only.
Archival records available included a proposal Nandimobile wrote to British Council (see
Appendix D), and an organisational chart from MCC (see Figure 6.15). Nandimobile also
shared some of its financial records (see Table 6.2). MCC declined to share its financial
records (see Appendix C).
4.5.2 Interviews
Interviews were used because it afforded the opportunity to access first-hand information
from respondents who were directly involved in the conduct and management of m-services
creation activities. Documentary evidence could not show the intricacies involved in
decision-making e.g. in acquiring a new resource, or deciding to pursue an m-service creation
avenue – something which interviews uncovered. Face-to-face interviews also helped to
deduce further questions which hitherto author may not have considered to ask if a structured
survey instrument or questionnaire had been used.
Author asked respondents both open-ended and closed-ended questions from a prepared
interview guide. The interview guide was to tease out some general information about the
case companies e.g. their products, number of staff and dates of employment, past and recent
m-services projects (see Appendix E). Upon permission from interview respondents, author
used a pre-tested voice-recording device to capture all responses, whilst making notes on
paper. The paper notes served as cues for follow-up questions not in the interview guide.
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At Nandimobile, there was one group interview with five people including all three co-
founders, one sales manager, and one technical team member. Subsequent interviews were
held on individual basis with each co-founder, and one sales manager. In total, seven out of
eight people were interviewed. The eight person, a sales officer declined to participate in the
interview, and asked all questions to be directed to the sales manager.
At MCC, the Managing Director and three senior managers participated in interview sessions.
There was a general interview with the three senior managers to have an insight into MCC’s
core activities and projects. Then, there was one interview with the Managing Director,
followed by a lengthier interview with the senior managers. The author scheduled and
conducted a final validation interview with the senior managers after three months.
For both case companies, interview transcripts were written out in report form, and shared
with all the respondents through the co-founder (for Nandimobile) and the Business
Development Manager (for MCC).
4.5.3 Direct Observation
Author used direct observation because especially for Nandimobile, it was difficult obtaining
appointment times at which to conduct data collection activities. This is because both
management and staff of Nandimobile were actively involved in company field activities like
client prospecting, presentations and face-to-face customer service. Direct observation was
thus useful in understanding peculiar activities related to m-services creation in its natural
setting. Author joined Nandimobile as an intern for a week. There was partial participation in
one company meeting, and one field visit with the company’s sales team to prospective and
some existing clients. This afforded the opportunity to absorb and note details, actions or
subtleties of the sales team. The field trip was also a chance to ask questions about the client,
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how they started using the m-service, and for what purpose. There was no direct observation
at MCC because author was not granted such an opportunity.
4.5.4 Physical Artefacts
The case firms create m-services which are not necessarily tangible, thus the only source of
physical artefact examination was to test the product. Artefact examination i.e. product
testing was useful in understanding how the product worked, and to help verify that the
product could be described as an m-service. Testing was also useful in determining the
veracity of what respondents claimed about an m-service’s functionality. Author tested
Nandimobile’s Infoline as it offers to FC Beauty Klinik’s, the Business Directory, and
Nandimobile Connect (see Figure 6.6). There was also testing of MCC’s Card Cafe. The
other services could not be tested because they were either not currently running, or for
specified people whose criteria the author did not meet e.g. USAID project.
4.5.5 Other Sources of Evidence
Both Critical Realism and case study research advocate data triangulation. Thus other
germane sources were examined in addition to the aforementioned ones. First, the content on
the case firms’ websites and other websites were also analysed. Other secondary data sources
include phone-based communication (using SMS and a mobile application i.e. Whatsapp)
(see Figure 6.6). This source was useful in corroborating information that may have been
given me in person. Other times, this source was a way of quickly asking for and receiving
information without having to visit the respondent’s office, or because of readiness.
Relevant data collected from all sources discussed above formed part of the final case studies.
Subsequently, the final write-up for each firm was sent to firms’ managers for cross-
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checking, clarification and comments. For instance, the General Manager of Mobile
Content.com sent an updated version of the firm’s organisational chart via email after cross-
checking the case study. Nandimobile acknowledged receipt of the mail (see Appendix H).
One co-founder gave clearance for the use of the case by telephone.
4.6 Data Analysis
The purpose of CR research is to find out the underlying mechanisms behind them (Mingers,
2004). Therefore, the analysis in this study instead of attempting to generalise, rather focused
on understanding the main parts that cause the observed phenomenon – development of m-
business capabilities to create m-services. Thus, to understand how Ghanaian MBOs create
m-business capabilities to create m-services, this study first presented evidence of the
phenomenon in the case firms.
Combining the research framework (see Figure 3.3) with the three domains of the real i.e. the
observed phenomenon (see Figure 4.1), the analysis went through the following steps.
1. The m-services in each case firm were identified; using various data collection
methods, case studies were written about case firms. The case studies revealed the
availability of several m-services created by the case firms. However, because the m-
services are in the empirical domain in which this study does not dwell;
2. The m-business capabilities behind each m-service in each case firm were identified.
Having previously argued about the need for m-business capabilities in the creation of
m-services, each firm’s m-business capability was deduced from its m-service. Yet,
the m-service is in the actual domain which this study could not remain but to
identify;
3. The resources for each m-business capability in each case firm. Based on the
proposed research framework, and this study’s bid to enter the ‘real’ domain behind
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the observed m-services, resources were a necessary input in the creation of
capabilities. Thus, the resources used in creating the m-business capabilities in the
case firms were identified. In addition,
4. The process for turning these resources into the m-business capabilities were explored
for each firm. Further within the ‘real’ domain, the actual process of creating m-
business capabilities to create m-services was examined in both firms using evidence
from the case studies.
5. Finally, the findings from steps 1 to 4 above (for each firm) were grouped and
presented according to the headings in the research framework. This made for easier
comparison, and drawing of propositions and implications based on the similarities
and/or differences between the m-services creation phenomenon in both case firms.
4.7 Summary
This purpose of this study is to explore how Ghanaian MBOs create m-services. The purpose
of this chapter was to provide detailed information about the research methods used in this
study. Previously, there was an argument for the choice of the critical realist (CR) paradigm
because of the nature of the research problem and purpose (see Section 2.6.2). Furthermore,
this chapter showed the effect of this choice on the whole study. For instance, CR matched
the use of case study research methods (see Section 4.4). The various methods for collecting
data about the case firms were also described in detail. The chapter ends with the steps used
to analyse the data collected. The next chapter provides an overview of the context in which
the case MBOs operate.
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CHAPTER FIVE
CONTEXT OF THE STUDY .
5.1 Introduction
The previous chapter described the methodological issues concerning this study. It described
the chosen research paradigm and its effect on the research design and data collection
methods. As seen from the discussions leading to the research framework [Section 3.4], the
phenomenon under study is the development of dynamic capabilities in Ghanaian mobile
business organisations (MBOs). Since MBOs are types of ICT-based enterprises [see Section
4.4.2], their environment affects their operations (Heeks, 2008). Since the environment also
affects the capability development, it is important to understand the issues within the mobile
business (m-business) environment. This purpose of this chapter is therefore to provide an
overview of the m-business environment in Ghana to provide a foundation for the analysis of
findings in the next chapter.
5.2 The M-business Value Chain in Ghana
This section discusses the mobile business value chain. The discussion adopts the m-
commerce value chain framework by Barnes (2002). The framework has two main areas with
six value-adding activities. The areas and activities are;
a. infrastructure and services: mobile transport, mobile services and delivery support,
mobile interface and applications
b. content: content creation, content packaging, market making.
This framework shows the content and level of [m-commerce] infrastructure and services a
customer can access. This study adapts the Barnes framework to analysing the value chain in
a broader m-business context. The resultant discussions provide an overview of the type of
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m-business content, level of infrastructure and services, and functionalities available. The
discussion focuses on the Ghanaian m-business environment.
5.2.1 Infrastructure and Services
Mobile transport refers to those firms that provide communication – the transporting,
transmitting, and switching for voice and data. Ghana has six mobile network operators,
which provide mobile transport services and Internet connectivity. These are Vodafone,
MTN, TiGO, Airtel, Glo, and Expresso. Whilst the first five are GSM-based networks, the
sixth operator is CDMA-based. As at April 2013, there were 26,591,124 cellular/mobile
voice subscribers in Ghana (NCA, 2013).
Table 5.1: Market Share Statistics for Mobile Network Operators in Ghana for 2013
Mobile Network Operator January February March April
MTN 45.46% 45.36% 45.43% 45.28%
Vodafone 20.79% 21.09% 21.19% 21.33%
Tigo 14.07% 14.10% 13.89% 14.00%
Airtel 12.55% 12.69% 12.79% 12.59%
Glo 6.32% 6.13% 6.08% 6.22%
Expresso 0.82% 0.62% 0.61% 0.59%
Total 100 100 100 100
Source: NCA (2013)
In terms of mobile services and delivery support, Short Message Service (SMS) is a major
means of delivering services like banking alerts. The mobile Internet these networks provide
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also make it possible for subscribers with smartphones to download and use other messaging
applications like Whatsapp, Viber and Skype, hence bypassing the using SMS or MMS.
Other Internet-enabled use of network services involves white-labelled mobile applications
for specific customer activities. For instance, Vodafone has an app for Healthline; a public
health education programme which airs on television, and extended to the mobile platform.
This extension is expected to enhance interaction between the general public and selected
health practitioners. The networks also have some applications embedded into their SIM
cards e.g. Airtel’s SIM card has Airtel Services and Airtel money. Whilst the submenus under
Airtel Services allow customers to transfer airtime, check account information and access a
range of information e.g. travel and weather, the Airtel money menu is for buying airtime,
sending money, making payments and withdrawing money – all from one’s Airtel money
wallet which could be connected to a bank account.
5.2.2 Content
The content creation activity is the creation of digital products like audio, video and text.
Mobile banking is becoming increasingly popular amongst banks in Ghana. SMS alert is a
feature in almost all the over twenty commercial banks. Recently [in 2008], a fledgling non-
bank deposit-taking financial institution, First Capital Plus introduced Speedbanking. This is
an m-service which allows its account holders to make account deposits by purchasing a
special scratch card, and sending its secret PIN to a mobile short code. The mobile short code
is a [shortened] mobile phone number that subscribers pay a premium tariff when they send a
message to it. Instead of a [normal] ten-digit phone number, mobile short codes are either
three-digit or four-digit numbers e.g. 160 or 6262. The associated costs of communicating
using short codes are higher. For instance, on-net SMS on Airtel costs Ghana cedis 0.04 (four
Ghana pesewas), but between Ghana cedis 0.50 (fifty Ghana pesewas) to 1.00 (one Ghana
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cedi) to participate in a promotion or receive a pull message. NB: 100 pesewas equals one
Ghana cedi.
Figure 5.1: SMS Tariffs of Mobile Network Operators in Ghana
Source: NCA (2012)
Figure 5.2: Cost of Sending a Message to a Mobile Short Code
Source: Product Test by Author
Short codes have several applications, depending on the service in which they are employed.
For instance, whilst some banks use it just for alerts, others are using it to mobilise deposits.
Media houses also use it to receive contributions from their audiences, and to organise voting
contests. Some companies also use it as a customer contact channel i.e. instead of providing a
‘long’ phone number, they would rather have a short code – apparently because it is easier for
customers to remember. The seeming dominance of SMS-based services reflects in the
under-usage of other mobile technologies like USSD, IVR, and WAP. Boadi, Boateng,
Hinson, and Opoku (2007) note in their discussions the low usage of SMS-based services.
This may have been because of high illiteracy rates, but the advent of mobile data-enabled
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instant messaging and video clients like Whatsapp, Viber and Skype is likely to reduce SMS
patronage further.
Barnes’ framework has provided an insight into mobile infrastructure and services, and
related content. To deepen understanding, the discussions herein explore two more issues – i)
the stakeholders (who demand for, operate and/or provide these services and content) and ii)
mobile content sectorial value chain. To achieve this, the study adapts the Stakeholder
Analysis Frameworks (Heeks, 2008). Since the organisations in this study are MVAS
providers [see Section 4.4.2], the ensuing analysis and discussions focus on their specific
context.
5.2.3 Stakeholders
Figure 5.3 shows the various stakeholders in the mobile content provision or aggregation
business.
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Figure 5.3: Stakeholders of Mobile Content Providers
Source: Adapted from Heeks (2008)
MVAS providers have four main stakeholders including political institutions, infrastructural
institutions, economic institutions and social institutions. First, the political institutions
include the government, non-governmental organisations and political parties. Government
for instance is responsible for granting operation licences through the National
Communications Authority to telecommunication companies. The government also registered
new entities wanting to do business in Ghana through the Registrar-General’s office now
combined working together to provide tax identification numbers to such companies. Non-
Governmental Organisations and political parties are mostly corporate consumers of mobile
telephony-based services such as those offered by MVAS providers. Social institutions also
characterise families, communities, and community-based organisations all of which include
many individual mobile subscribers who consume mobile-based service in one way or
another.
Social Institutions
 Families
 Communities
 Community-based
organisations
MVAS Providers
 Mobile
Content.Com
 NandiMobile
Economic
Institutions
 Mobile service
consumers
 Competitors
 Suppliers
Political
Institutions
 Government
 Non-governmental
organisations
 Political parties
“Infrastructural”
Institutions
 Mobile network operators
 Banks
 Schools/Colleges
 Utilities
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Economic-based institutions include players who influence market dynamics. For instance,
the ability for mobile network subscribers to switch from one network to another has an
influence on the market share distribution [see Table 5.2.1]. This distribution also has
influence on the choice of the network on which to deploy a service. Whilst it may be easier
to convince a ‘smaller’ network like Glo with a new service and to secure a short code, it may
take longer to obtain the same short code from MTN or Vodafone. Other market players
include competitors who may either be replicating or sometimes offering a better service. It
holds that depending on the competitors’ aggression, there is potential to lose some market
share. The suppliers in this sector vary. Some may be individual programmers, whilst others
may be other smaller mobile-related businesses who offer specialised services to MVAS
providers.
Infrastructural institutions provide the channel on which the content business thrives. For
instance, mobile network operators (MNO) provide the connections between subscribers.
They also provide the MVAS providers with the mobile short codes that most use for firm-
push or customer-pull information. Further, all technologies introduced by MVAS providers
into the market need acceptance from the MNO before successful deployment. Other such
institutions include utility companies like the Electricity Company of Ghana – which
provides electric power without which telecommunication services cannot function at least
after a while. Schools and colleges provide the training and skills to meet the human resource
requirements content provision. For instance, various universities and polytechnics in the
country have various courses in business administration, information technology, computer
science engineering, and telecommunication engineering. With control of the country’s
financial system, they provide the network of finances which MVAS providers can connect to
and allow users to for instance make purchases without physical cash.
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Overall, it seems that mobile network operators (MNOs) offer the core mobile products i.e.
voice, text and data communication service which individual and corporate consumers
patronise. This interaction creates a market. Over time, voice and data communication
become saturated and monolithic – all networks have the same thing without any variation. In
addition, subscribers yearn for extra channels on which to use their data connectivity i.e.
content. However, since it may not be the MNOs core competence to develop such content,
they may either partner with or buy content from third-party firms generally known as Value
Added Service Providers or simply content providers, content aggregators, content creators.
According to John Torto, Managing Director for Mobile Content.Com, a mobile value-added
services provider, sometimes such partnership is with media houses like television and radio
stations to run promotions.
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Figure 5.4: Stakeholders and Related Roles in Content Creators’ Value Chain
Source: Author’s Construct
5.3 Summary
This chapter provided an overview of the general context or environment in which mobile
content providers operate. Using issues Barnes’ (2002) explored for the m-commerce value
chain, this chapter discussed infrastructure and services, content and stakeholders involved in
providing mobile content. With this sectorial foundation, the next chapter reports events in
two mobile content providers in Ghana using longitudinal data. The purpose is to understand
the types of m-business capabilities these firms create.
Mobile Network
Operators
Individual and
Corporate
Customers
‘Value Added Service
Providers
voice/text/data
communication
service
provide
consumeM
o
bi
le
 
te
le
ph
o
n
y 
m
ar
ke
t
ad
d
v
al
u
e 
to
e.g. Content providers
Content aggregators
Content creators
Media houses
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CHAPTER SIX
HOW GHANAIAN MBOs CREATE M-SERVICES
.
6.1 Introduction
This chapter presents detailed descriptions of how two Ghanaian MBOs create MBOs. The
firms are two mobile value-added service providers NandiMobile, and Mobile Content.com.
This chapter documents the organisations’ histories, their resources and the processes for
creating m-services. Further, the cases explore the process of turning around and developing
firm resources to create m-business capabilities and the related impact.
6.2 NandiMobile
6.2.1 Nandimobile’s m-services
Nandimobile has three main m-services. These are Gripeline, Infoline, and the Business
Directory. Gripeline, Nandimobile’s first product, is a web-based Customer Relationship
Management (CRM) service, which runs on SMS. Gripeline allows customers to have instant
and continuous communication with companies who can also provide instant feedback. This
m-service incorporates the advantages of SMS and Nandimobile's advanced technology to
connect businesses and customers in the most personal and engaging way. With this service,
businesses are able to provide a two-way communication channel for their consumers via
mobile i.e. using an online interface, the organisation’s representatives can respond to the
questions that consumers ask via SMS. The same interface also allows companies to monitor
and analyse the content of the messages received.
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Figure 6.1: Screenshot of Gripeline
Source: Product Demonstration at NandiMobile
From the description provided, we could describe Gripeline as an m-service which is
interactive. In order words, firms can send and receive messages to and from other mobile
phone users instantly. Since Gripeline is Nandimobile’s service, we could say that this mobile
business organisation had an interactional m-business capability to create such an m-service.
Nandimobile’s second m-service, Infoline, enables businesses to enhance their
communication with their consumers. When a business subscribes to Infoline, they receive a
short code through which they can send an automated preset feedback to mobile phone users
who make enquiries about their products or services. Infoline opens up companies to be
reached via mobile i.e. text messages. The service also aggregates and organises customer
Clicking this button
implies that the current
issue has been resolved
Sends current customer
issue to a superior or an
appropriate colleague
Notifies the customer service
representative when a new complaint is
made, or a new message is received
Provides a
summary of
activities and
complaints
being handled
Space for customer service representative to
composes and sends a response to a customers
Provides tools to analyse conversations
between customer service
representatives and customers
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messages in a dashboard to provide a regular view of customer needs. Infoline offers some
advantages including an affordable and efficient marketing platform which allows companies
to do Keyword Marketing. This means that companies can include a mobile short code (e.g.
1945) in the advertisements they run on billboards, television, or radio. A keyword is a
unique word assigned to a company [who subscribes to Infoline], which consumers can send
to the mobile short code to receive an appropriate response. Selorm explained that
traditionally, consumers are sometimes unable to catch advertisers’ phone numbers from
advertisements be it radio, television or billboards. To provide a solution to this challenge,
companies can rather subscribe to Infoline to receive a unique keyword which would be
communicated in the advertisement. In other words, instead of asking consumers to call a ten-
digit phone number which they are unable to record, they could rather text a four-letter
keyword to a three- or four-figure mobile short code, in order to receive information. In so
doing, the advertisers receive information about people who have interest in their product,
and perhaps, place follow-up calls [see Figure 6.2.9 for a sample advert with keyword and
mobile short code]. Edward advises that, such a system
“...is very useful because, when the company is running a promotion, it can send notifications
directly to people who have previously shown interest in their product/service”.
Moreover, Infoline allows the creation of multiple keywords for companies that advertise
through different channels e.g. print media, and electronic media. Using multiple keywords
affords such companies to track the performance of the each of the different media through
which the advertisements go. Infoline also allows companies to send SMS messages in bulk
to many individuals at the same time and at competitive rates. Such messages could either be
scheduled or sent immediately. The product also comes with a ‘performance checker’ known
as ‘Analytics’. On the product dashboard, a company can tell how many messages it has sent
out over a period, how many responses it received per campaign, billing information, and the
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performance of company keywords. Information in the Analytics could be used to generate
graphs, which companies can use to easily spot trends and areas for improvement. All these
features are accessible over the Internet. According to Belinda,
“A company needs just a computer with Internet access. Others prefer to use smart phones”.
Customers have four different packages of Infoline to choose from (See Figure 6.2.2 for
features of the different package types). Nandimobile assigns subscribing companies with a
username and password to log into via the Internet to access Infoline’s dashboard and
features.
Figure 6.2: Package Type and Related Features
Source: (Nandimobile, 2013)
Infoline’s
features
Costs of SMS depending on the
bundle a business subscribes
Various Infoline packages
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From the description provided, we could describe Infoline as an m-service which is
informational. In order words, business that subscribe to Infoline are able to send messages to
their customers e.g. informing them about a promotion. They do not receive feedback from
the recipients. Since Infoline is Nandimobile’s service, we could say that this mobile business
organisation had an informational m-business capability to create such an m-service.
Nandimobile has a third m-service called the Business Directory. This m-service enables
mobile users to search through a list of business via SMS using their mobile phones. The
directory’s system returns results containing the business name, contact details, business
address and the services delivered by the business the consumer searched.
If the directory contains more than one entry
with the name searched, up to five results are
delivered for the user’s convenience at no
extra cost. The service offers an avenue for
Ghanaian companies to list and make its
information available to over fifteen million
mobile phone users in Ghana. With over
90,000 listings, the business directory aims to
be the first option for mobile users seeking
information about businesses in Ghana. The
service runs across all networks in Ghana and costs ten Ghana pesewas (10p) per search. To
access the service, a user sends FIND [Name of Company] to short code 1945. The results
are delivered to the users’ handset. Unlisted businesses can enter their information into the
directory by registering on the NandiMobile website. Someone from NandiMobile audits and
Figure 6.3: NandiMobile Business Directory
Flier
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adds the information to the business directory. If any company information is unfound, there
is an option to go online and add that company’s information.
Since information from the business directory is only accessible upon a query, we can say
that this service is interactional; hence, Nandimobile used their interactional m-business
capability to create it.
Infoline and Gripeline were novel at the time of inception and launch. However, several
content providers have similar offerings. Nevertheless, what makes Nandimobile’s offer
unique is the ability to combine their competitors’ m-services. For instance, some value
added service providers separately i) offer bulk SMS services to their clients e.g. Rancard
Solutions ii) provide business directory services e.g. Business Ghana and iii) provide mobile
short code for consumers to interact with businesses e.g. SMS Ghana. However, Edward
touts,
“NandiMobile is the only company that has identified these three things as essential to the
consumer, and put all in one basket. So from one application, you can chat, you can search
through 90,000 businesses for their contact information. Thus, depending on which part of
our business model you look at, you will have one company doing that, but not doing all
three”.
In summary, we have seen from the descriptions of the three m-services that Nandimobile has
two main m-business capabilities i.e. informational, and interactional.
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6.2.2 Firm History and Profile
Nandimobile is a product of the Meltwater Entrepreneurial School of Technology’s (MEST)
two-year training programme. The MEST programme is a fully sponsored trainee program
for young tertiary graduates with a focus on software development and entrepreneurship
(Meltwater, 2012). MEST supports trainees to create their own software companies and
thereby creating wealth locally in Ghana. Every year, MEST recruits trainees with diverse
academic backgrounds like computer science, engineering, business and other social
sciences. MEST takes them through a rigorous, two-year training program, after which
trainees with viable business ideas move into the MEST Incubator for assistance in getting
their businesses off the ground. The Meltwater Foundation and its networks of experienced
mentors and advisors also provide mentorship for the companies that make it out the
incubator (Meltwater, 2012).
Anne Amuzu, Edward Tagoe, and Michael Dakwa, co-founders of Nandimobile graduated
from MEST in May/June 2010, and are currently housed in the Incubator in East Legon,
Accra. The three co-founders hold first degrees in Computer Engineering, Psychology and
Building Technology, respectively. Nandimobile team received funding after MEST
adjudged Gripeline as interesting, viable, and replicable across countries. After the
acceptance, Anne and his mates formed Nandimobile, incorporated on 26 June 2010. They
received an undisclosed initial amount from the MEST. According to MEST, the funding
normally between $30,000 and $300,000 is for a minority equity stake in start-ups like
Nandimobile, and to enable the new companies produce a commercially viable solution and
generate initial revenue. Other facilities provided to start-ups include office space, access to a
network of advisors/mentors, and hands-on assistance in business aspects from incubator
staff. Nandimobile, a Value Added Service Provider, clocked its third year in June 2013.
Having started with three (3) core members, the company now has staff strength of eight (8).
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This number includes Anne, the Chief Executive Officer, Edward, the Business Development
Manager, and Michael, the Technical Manager. Others are Joseph, a mobile applications
developer who reports to Michael; two Sales Team Managers, Selorm and Belinda who
report to Edward. Each Sales Team Manager also has one Sales Officer. Whilst Selorm holds
a first degree in Marketing, Berlinda holds a first degree in Human Biology, with a passion
for sales.
Figure 6.4: NandiMobile’s Staff Structure
Source: Field Interviews with NandiMobile Co-Founders
Several businesses from various industries like automobile, body care and beauty, and
education use Nandimobile’s m-services industries (see Table 6.1).
Business Development Manager
(BDM)
CEO
Sales Officer
Technical Manager (TM)
Sales Team
Manager
Sales Team
Manager
Sales Officer
Mobile Applications
Developer
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Table 6.1 : Sample Institutions using NandiMobile’s Products
Business Name Type of Business /
Industry
Product Being
Used by Business
1. Forever Claire (FC) Group of
Companies
Beauty care,
cosmetics
Gripeline
Infoline
2. ACCA Global, Ghana Office Professional
education
Infoline
3. Pentecost Church Head Office Religious Infoline
4. Vaniado Home care /
sanitary
Infoline
5. Preparation for Life (PFL) Education Infoline
6. Starbow Aviation Infoline
7. Multimedia Group
(MyJoyOnline)
Media and
Communication
Infoline
8. International Central Gospel
Church (East Legon Branch)
Religious Infoline
9. China Europe International
Business School (CEIBS)
Education Infoline
10. Toyota Ghana Limited Automobile Infoline
Source: Interviews with Business Development Manager and Sales Team Manager
NandiMobile’s m-services, especially Gripeline, has received several local and international
awards. For instance, during the Launch Conference in February 2011, panellists adjudged
Gripeline as the best m-service, for its ability to connect businesses with their customers (See
Figure 6.5 for award). Anne reckons that
“NandiMobile was given the award because of Gripeline’s international replicability.
Customer service is practiced everywhere, and so a solution like that would be useful
anywhere”.
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Figure 6.5: Launch Conference Award given to NandiMobile
Source: Artefact examination during Field Visit
The company’s growing worldwide reputation has culminated in several speaking
engagements (allAfrica, 2012), and interviews (The NextWomen, 2013). For instance,
recently Anne received an invitation to join a handful of African women entrepreneurs to
interact with Fortune’s Most Powerful Women Leaders to share their time, talent and
expertise in business and leadership (US Embassy, 2013; enewsgh.com, 2013).
Nandimobile’s activities over the three years has seen the MBO breaking even and not
needing any more funding from MEST (see Table 6.2 for the company’s financial profile).
Michael shares that “Nandimobile has been running on its own funds for more than a year
now and have not received any round of funding [from MEST]”.
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Table 6.2: NandiMobile’s Financial Profile
2010 2011 2012 May 2013
Net Profit After Tax (both Infoline
and Gripeline) in Ghana Cedis
- - 41,866 Not given
to author
Number of Infoline Subscribers 4 24 66 491
Number of Gripeline Subscribers 2 - - 1
Number of Employees 3 5 7 8
Source: Email Correspondence with Business Development Manager
Edward reveals that, “Nandimobile broke even in the middle of last year (2012), and started
making profits (thereon)”. “In general, the ICT industry in Ghana is profitable depending on
whether you focus on a need that can be satisfied with your product or service”, the BDM
adds.
Nandimobile’s profile suggests the existence of some information system (IS) resources
including IS technical skills and IS development.  The MBO has resources like the Technical
manager and mobile applications developer. The company is also engaged in the creation of
mobile services (m-services) like Infoline and Gripeline. Therefore, there is the presence of
IS technical skills and IS development respectively.
6.2.3 A Learning Experience
Tigo, the third largest mobile network operator in Ghana (see Table 5.1) approached
NandiMobile in July 2010 to sign up for a pilot test of Gripeline. Specifically, Tigo wanted to
use Gripeline for customer service and support of Tigo Cash – the mobile money arm of
1 The number of Infoline subscribers depends on the number of businesses that have an active SMS bundle
subscription. As at May 2013, 49 subscribers had renewed their subscription.
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TiGo. According to the concept document Nandimobile drafted for Tigo, the project was for
an SMS-based customer support application for use by the Tigo Cash customer support call
centre agents. Traditionally, customers have to dial continuously in an attempt to establish a
connection to a customer service agent of mobile network operators like Tigo. Sometimes,
people wait a long while before receiving service. Gripeline was to be a solution to
customers’ frustration, by providing an alternative channel for customer support. According
to Edward,
“Tigo wanted it not as replacement for their voice-based call centre, but as an alternative.
They wanted to start with the Tigo Cash, and if it goes well, they roll it out to all services”.
Even though the initial concept was what attracted Tigo, the design did not fully meet their
needs. The initial design simply enabled back-and-forth real-time communication between a
company and its customers via short messaging service (SMS). Tigo, wanted something more
than that. The seeming deficiency of the original Gripeline to meet Tigo’s need was because
of inexperience with customer call centres.
To make up for it, Tigo invited Nandimobile’s team to study the processes of their call centre
in Accra. Edward concedes that,
“They took us to their outsourced customer service unit where we sat down with the customer
service agents, and we understood what went on there. It solidified my assumptions and we
had to throw away some”
The Tigo exposure resulted in a massive expansion of the Gripeline’s features. For instance,
Nandimobile added the following features
 Trouble Ticket System: this feature tracks the detection, reporting and resolution of
customer complaints, by allocating numbered tickets.
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 Automated Ticket Distribution System: this feature automatically distributes queued
tickets to customer service agents logged in at the time the ticket is generated. The
distribution is done according to company choice i.e. whether a ticket should be
assigned equitably or to the next free agent, no matter how many complaints he/she
has dealt with.
 Escalation Manager: this feature enables an agent to transfer a complaint to either a
superior or a colleague who can deal with it better.
 Reports & Analytics Manager: this feature generates metrics for measuring the
performance of customer service agents.
 Knowledgebase Manager: this feature manages information resources that customer
service agents can use to provide responses to customers.
Tigo made two more requests. The first was for an analytics feature that enables the
identification of the most prevalent word(s) in customer complaint messages. This is similar
to identifying ‘trending’ words in the online micro-blogging platform, Twitter. Second, Tigo
wanted a service which did not require the customer to pay – to access customer support via
SMS. “They wanted a toll-free version of the application”, Edward remembers. However,
Nandimobile advised against that because “...it will encourage spamming”, he added.
Unfortunately, all the tweaking, redevelopment and enhancement Nandimobile did to
Gripeline came to naught. In other words, the project was not implemented because, Tigo
Cash’s General Manager, Mr. Khuen How Ng, who was spearheading the project at the time,
was reassigned to another Tigo country office. Whilst Khuen’s successor did not seem
enthused about the project his predecessor started, there was not much documentation either –
apart from the initial and revised concept documents. At best, Khuen’s successor asked that
the entire process restarted.
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Nandimobile depended on the relationship previously built with Tigo Cash’s Technical
Specialist, and Mr. Khuen’s aide, Ebo Jackson to make some progress in getting the project
back on track. The effort did not go far either as Ebo left Tigo to join a rival mobile network
operator, Vodafone. Further, as per Tigo company regulations, it was unethical and
unacceptable for anyone to contact past (Tigo) employees about business done with them
when they worked there. The gravest source of worry was the lack of documentation about
the stages and actions taken about the project when Mr. Ng was in charge. This project had to
be forgone.
“That was our first pilot, so we learnt a lot from it. That is how come we know about
escalation –it was a way to know and understand the industry”, Edward shares contentment.
In summary, we could see that in addition to Nandimobile’s existing IS resources – IS
technical skills and IS development, the MBO gained another resource i.e. managing external
resources (Wade & Hulland, 2004). This resource lies in the MBO’s relationship with key
personnel at Tigo Cash during the initial phases of the proposed project. Further, even though
the Tigo project did not come off, we could observe that learning took place. It is worth
noticing learning because it is a key aspect of the dynamic capability development process in
any organisation. For instance, the learning experience informed the redesign of Gripeline,
which in itself is aspect of the capability development process – recombination.
6.2.4 Near Success
Exit Tigo, enter the Centre for Gender Studies and Advocacy (CEGENSA). Whilst Tigo was
Nandimobile’s first non-paying customer, CEGENSA, a gender rights advocacy centre based
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at the University of Ghana – became the first paying customer. The Centre was executing a
project funded by the ARK Foundation; and wanted a platform over which students could
report incidents of sexual abuse. One of the CEGENSA staff members had recommended
NandiMobile’s service. The Centre’s readiness sped up the process of creating the first
Infoline account. However, after setting up the product and agreeing on terms of use, the
project did not take off. Edward recalls that,
“For some reason they never launched, but they paid for the software (Infoline). They said it
got some diplomatic barriers; whoever had to approve were male lecturers and they thought
it was...”
This event in Nandimobile’s lifecycle is an example of how activities within the environment
or ecosystem can affect the success or otherwise of an MBO’s activities. In addition, this
event and the Tigo experience suggests the importance of readiness on the part of all
necessary stakeholders for the success of MBOs’ activities.
6.2.5 Reconfiguring Existing Capabilities
Some months after the CEGENSA experience in 2011, Edward doubling as Sales Manager at
the time Nandimobile prospected for the next client, the Association of Certified Chartered
Accountants (ACCA, Ghana). He explained to them what Infoline could help them do.
Nandimobile’s ability to spot a specific need that their application could satisfy was a basis
for ACCA signing on; ACCA needed to send notifications to their members and examination
candidates via their mobile phones. Over the period when ACCA used Infoline, it requested
for some extra features. They wanted to be able to send precomposed messages with varying
placeholders to different people at the same time.
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“This is known in industry parlance as tagging”, Edward educates.
Thus, for instance, if 50 new candidates register with ACCA, messages would be sent to all
50. These messages even though will have the same structure, the student name, account
number, and examination date would vary. Similarly, a doctor would also need tagging to
send different appointment times to different patients. The tagging feature makes it possible
for the Infoline application to select the variable part of a message from a Microsoft Excel
sheet created by the sending institution like ACCA. Since, this feature was not originally in
Infoline, the application had to be modified to satisfy ACCA. Edward acknowledges it was
important to satisfy their need and win their custom because ACCA sent many messages, and
thus generated income for Nandimobile. Within ACCA’s request, Nandimobile also saw an
opportunity of making recipients feel special, to increase personalisation, and go beyond
making just the name distinct, depending on the client’s preferences. Since we implemented
tagging in June 2012, it has been very helpful, especially for ACCA. For Nandimobile,
ACCA’s satisfaction ensured continuous use, and custom. Edward appreciates that
“They (ACCA) are (still) our customers and they use our software very well”.
Interestingly, cursory scans and reviews of companies that offer Infoline-like applications do
not have tagging. For instance, SMS Ghana does not have tagging in their bulk SMS service,
Edward assures.
The ACCA experience suggests the need for MBOs to align m-services to client needs to
ensure client satisfaction.
6.2.6 Founding new Resources and Retiring Capabilities
After securing the ACCA deal, the three co-founders saw the need to expand Nandimobile’s
sales activities. As Edward intimates, Nandimobile recruited three sales officers.
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The purpose of brining on the sales
officers was to build a sales team for
the mobile service. After three
months, two were confirmed, whilst
one was fired for lack of performance.
In October 2012, management
promoted the two hired sales officers
to Sales Manager positions. They
were to recruit one sales officer each
to form two sales teams. Both sales teams were to report to Edward, the Business
Development Manager. In April 2013, one of the (confirmed) sales managers resigned.
Actually, he left Nandimobile for another company apparently a competitor.
The decision to build a sales team is congruent with the tenets of the founding stage within
the capability development lifecycle. At the stage, a firm identifies a need to acquire a
resource. In addition, asking the confirmed and promoted sales managers to recruit two more
sales officers suggests a revisit to the founding stage.
6.2.7 Developing New Resources
The newly formed sales team adopted a proactive approach in prospecting for new clients,
with a focus on corporate institutions. The strategy was to target business because it was a bit
difficult to get individual customers to use the current applications apart from the business
directory. Anne explains that
Figure 6.6: Recruitment of Sales Managers
Source: Mobile Chat with Nandimobile BDM and
Co-founder, Edward Tagoe
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“...the companies use the web application, they are our main target. We target the companies
to target their customers; we don’t target the customers directly, at least as at now”.
To this end, the sales team identifies possible companies that may have need for
Nandimobile’s m-services. The normal targets are those institutions with large customer
bases like schools and churches who have students and congregation respectively. The team
scans through Nandimobile’s business directory for the contact information of potential
businesses, and makes initial contact via a phone call. A team member explains the purpose
of the m-service to the business, and arrange for a possible product demonstration. Selorm,
the (remaining) Sales manager intimates that
“It is during the demonstration that they see how it works and get the full understanding of
what it does”.
Sometimes, the demonstrations do not lead to immediate acceptance of and subscription to
the m-service. Nevertheless, apart from the phone contact, and demonstration, other
businesses contact Nandimobile based on referrals from existing clients or as follow-ups to
previous contacts. When a client finally expresses interest in using the m-service, the sales
team assesses their particular need and creates a one-month trial account for that business
(see Figure 6.8 for an illustration of the process of subscribing to Nandimobile m-service).
After the trial, the business can choose to subscribe to one of the full packages (see Figure
6.2).
A field trip with a three-member sales team (made up of a driver, Selorm, and Berlinda)
revealed that the team constantly looks out for possible clients by taking notice of billboards,
signposts and buildings for contact information. Sometimes a team member places a
reconnaissance call while on the journey. Other times, the contact information is saved for
later pursuit.
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Figure 6.7: The Process of Subscribing to a NandiMobile Service
Source: Author’s construct based on conversations with Sales Team
Nandimobile’s proactive nature led to reaching a deal with FC Beauty Klinik, hereinafter
referred to as FC. It was not very easy and smooth clinching that deal. It began with a phone
call to the customer service desk at FC, to give a vivid description of the products and how
they could be used in FCBK’s operations. Selorm recalls,
“the customer service representative was not very enthused, but promised to forward the
information to the CEO”.
Assessment of
customer needs
Is
prospective
client
interested?
Telephone
Further Prospecting OR
Trial Usage Offer OR
Ignoring
Contact with Prospective client;
through either
i. Prospects by Nandi sales team
ii. Referral
iii. Previous use E-mail
Preparation and Signing
of Order Form
Agreement on
Payment Terms
Account Creation M-service Use &
Client Support
Yes
No
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FC’s CEO called back after about thirty minute asking for a demonstration of the m-services’
features and functionalities. The sales team quickly drover over to meet Grace, the CEO for a
product demonstration. Even though she seemed fascinated with the products, she was quite
diffident about the specific benefits the products held for her business, because she was
already her clients using fixed telephone lines. How then could the sales team make the
product look more beneficial to FC, Selorm reminisces asking himself and his team. It took a
careful study of FC’s operations to prepare a detailed training programme and manual
specific for their needs. The study seems perpetual because FC keeps introducing new
products and new units. The negotiations and constant support Nandimobile provided,
yielded in FC’s subscription to both Infoline and Gripeline. Whilst the cosmetic and beauty
firm uses Infoline to send marketing messages via SMS to clients’ mobile phones, it uses
Gripeline to chat with customers towards solving their complaints. Two issues cropped up
especially from the use of Gripeline. Over time, it seemed that Gripeline lost its relevance to
FC. Selorm concedes that...
“If you report a skin issue for instance, the first thing they have to tell you is to come to the
clinic. Hence, they did not need a dedicated person to man Gripeline as the system’s concept
required.”
6.2.8 Capability Retirement
This observation of Gripeline’s seeming irrelevance to FC caused the Nandimobile to focus
on support just Infoline for the beauty company. Selorm adds that, “Gripeline was not
relevant (to FC), so we changed, and focused on Infoline”. Currently, Nandimobile still
provides support for Infoline at FC to encourage the use of the application. For instance,
Nandimobile advised the CEO to add their keyword (i.e. FCBK) and shortcode (i.e. 1945) to
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all their advertisement channels. FC adhered. They advertise their keyword and short code in
a coloured full-page advertisement they place in a weekend newspaper, the Mirror, regularly
(see Figure 6.9).
Figure 6.8: Sample FC Advert with Keyword and Short Code
Source: The Mirror newspaper | 18 May, 2013 pg 9
Following the newspaper advert by texting Grace and a question to 1945 or by sending
FCBK to the same short code, one receives a message with contact numbers to call to book a
free consultation (see Figure 6.10).
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Figure 6.9: Sample Response from Texting FC’s Keyword to 1945
Source: Infoline m-service Test by Author
Nandimobile’s discontinuance of Gripeline at FC suggests retirement, which is one of the six
possible paths which a firm’s capability can take. It is retirement because, the capability
seems to be discarded.
6.2.9 Capability Renewal
Apart from Nandimobile’s proactive approach to increase its client base, sometimes other
organisations contact the MBO with contracts. One such contract came from the British
Council (BC) in October, 2012. Nandimobile received an e-mail from BC’s Project Delivery
Support office requesting a proposal to develop and implement an automated SMS
information querying system for an education fair. The fair dubbed ‘The Education UK
Exhibition in Ghana’ is a gathering of over thirty UK universities and colleges where mostly
Ghanaian students and young professionals come to seek study and training opportunities.
BC expected Nandimobile or any of the other two companies invited to present a proposal to
design, develop and implement an m-service which has
i. a corporate bulk SMS system,
ii. a live SMS customer information querying system via short code to which
participants can text across all networks,
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iii. a database that British Council could monitor at any time.
Nandimobile’s Infoline formed a solid foundation to deliver the application that British
Council (BC) requested. However, the specific requirements called for some new features.
Edward recalls that, “British Council was very particular about our ability to provide them
with hourly updates on the number of people who had actually turned up for the exhibition”.
Apparently, Nandimobile won the contract because the other bidders were unable to add the
functionality to provide hourly updates. This feature called for the development of a database
that BC could monitor at any time. With dedication from Nandimobile staff, this was added
easily. In January, 2013, the Nandimobile demonstrated the m-service to BC, and receive
selection notification to implement the service in February, 2013.  The successful execution
of the m-service for BC made it possible to design and sell a similar product to PFL, another
institution that organises educational programs and university recruitment to Australian and
some UK-based universities and colleges.
From the m-service provided to the British Council, we see that Nandimobile did not have
that specific service already available. However, the MBO’s existing m-service i.e. Infoline
went through a new development stage to modify it to suit a new situation i.e. British
Council’s need. This suggests renewal of the ability to create Infoline – which was renewed
to meet a new need.
6.2.10 Resource Reconfiguration
At certain times within the company, there is reduced need for technical activity. This means
that there is not much need for programming and development activities. For instance, since
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between April and June 2013 there was no product development activity. Whilst the technical
team was doing routine maintenance for existing services, the rest of the staff was
concentrating on sales. Michael who is part of the technical team and in charge of designing
user experience shared that
“..product development is redundant now. I was leading product development side of things,
which means concepts, definition of product goals, and product synergy. Now I think we’ve
achieved that. I am not really active in the company now, I am only working at the director
level. When there is need for [product] development, I come down from director to help out”.
This is not a single occurrence. We recall that in the early days of the company, Edward
served as both Business Development Manager and Sales Manager until the firm formed a
dedicated sales team. Similarly, Michael moves between roles as a director and a member of
the product development team. This suggests resource reconfiguration when circumstances
require it.
6.2.11 Challenges
Nandimobile’s business journey has not been all-smooth. Anne, mentions that in the
beginning, the major challenge was to get people to understand the concept and to accept the
software as it was. She explains that using Nandimobile’s m-services involved people
changing the way they do things. For instance, a firm agreeing to, and subscribing to use
Infoline means that they have to give up previous means of contacting their clients e.g. voice
calls via fixed or mobile phones, and rather use text messaging.
“So in the beginning it was more of getting people to understand the value of the software
and accepting it as it is”, she adds.
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The MBO faced another challenge in ‘aligning’ the firm’s m-services to the specific needs of
prospective customer. This is evident from the FC scenario that even though the concept fo
the m-service is novel and perceived useful, its final acceptance rests on the client. To go
around this challenge, Selorm, shares that Nandimobile trains the customers to ensure proper
orientation about the m-service’s usefulness.
“This is mainly to help them accommodate and accept the new way of undertaking their
business activities”, he adds.
Whilst this challenge may be specific for Infoline, there were some challenges for Gripeline.
Selorm, concedes that the application is very good in concept and on paper, but has some
implementation challenges. Edward succinctly agrees that first, Gripeline is more customer
service focused. Most companies have a bigger budget for marketing, so they would rather
invest in attracting new customers instead of retaining those they already have. He observes
that
“Ghanaians would not leave anyway. Therefore, it is easier to convince someone to invest in
a marketing tool like Infoline, than a customer service product like Gripeline”.
Second, businesses that subscribe to Gripeline need to employ someone to respond to and
manage the conversations that originate from customers’ phones. This is unlike Infoline
where the business knows when to send and expect information to and from clients
respectively. Therefore, if the business does not have someone who can do this, they have to
employ someone.
“So first of all they don’t want to invest, and now after investing in the software, they have to
invest in another person?”
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We see evidence of this challenge in FC Beauty Klinik discontinuing the use of Gripeline.
Selorm admits that Nandimobile...
“...barely sells Gripeline now. It has even lost some relevance for FC which bought it early
on, so we are now focusing on Infoline”.
In addition, even though Nandimobile’s products could be useful in government institutions,
Edward describes the perceived difficulty in getting a government institution to use an m-
service. He cites Nandimobile’s age as a possible hindrance in getting their service accepted.
Therefore, with the limited resources available, they would rather concentrate on winning
contracts to provide more and more services for non-governmental institutions instead of
governmental ones. This would be the focus until a time when the company can afford to
pursue some government contracts.
“It would pay to the get our m-service there, but we don’t have the manpower to focus on
them yet”, he comments.
From the above challenging scenarios suggest some difficulty in getting businesses to use
Gripeline because of the need for some investments into human resources and equipment,
without which Gripeline cannot work. This suggests the need for readiness of the business to
adopt an m-service. Thus even though Nandimobile is ready, the unready state of a business
hampers the uptake of an m-service. In addition, Nandimobile’s decision to focus on private
businesses, and postpone prospecting for government contracts is suggestive of possibly low
strategic political management i.e. the strategic actions which a firm plans for and enacts for
the purpose of achieving maximum economic returns from its political environment (Oliver
& Holzinger, 2008).
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6.2.12 Current and Future Projects
During the first two years, Nandimobile has focused on and targeted on improving the first
two m-services i.e. doing more of the marketing messages and enquiries (where consumers
and businesses can chat). In 2013, the focus is more on the business directory. Edward admits
how there has not been much attention on the business directory until March 2013. The
company promises new entries in the directory. There would be an app version of the
business directory too (see Figure 6.10 for the beta version).
One main reason for developing the app version of
their m-services is that the firm is looking into the
future. “We are just looking into the future; we can’t do
SMS forever. Two or three years down the line, SMS
might be dying or might be dead”, Michael discloses.
Even though the apps are under development, the
company does not intend to discard the SMS version
any time soon. Rather, management hopes to remain
relevant with the types of m-services delivered;
whether SMS-based or app-based.
In looking into the future towards the development of
app-based m-services, Nandimobile recruited a new
developer, Joseph, to shore up the technical team specifically in the development of
Nandimobile Connect [see Figure 6.10]. According to Michael, “Joseph joined Nandimobile
to do backend coding for the app”.
Joseph’s introduction into Nandimobile’s technical team suggests that the firm found itself at
the founding stage of resource development. There was the need for app development skills.
Figure 6.10:
NandiMobile app beta version
Source: Google Play Store
(March, 2013)
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Thus, Joseph was recruited. Further, this new resource has already begun working,
developing apps. This observation also suggests how existing members of the technical team
and non-technical team are working together with him suggests coordination. Continuous
development of m-services for Nandimobile amounts in learning until it generates a new m-
business capability which becomes part of the firm. Management’s decision and support for
looking into the future to develop app-based m-services suggests strategic intent. This is a
new direction management wants to move the company; and the resources to achieve this
could be acquired – i.e. they are gettable e.g. app-development skill.
Joseph also hints that in addition to the app, Nandimobile is working on a mobile web version
of the business directory to cater for Internet-ready non-smart phones because the MBO
perceives a majority of mobile phone users this type of phones. These projects have the
potential to diversify the firm’s initial focus on businesses only. Anne indicates that “we
might now target the (individual) customers with the mobile apps we are rolling out”.
In March 2013, Nandimobile displayed the beta version of the app (See Figure 6.10) during a
national blogging conference called BlogCamp. During the conference, Nandimobile
registered and directed people to download and test the NandiMobile app. Within six weeks,
Nandimobile released a newer version of the app (yet to feature on Google Play Store).
Whilst the beta version could only i) search for an already listed company ii) search for
directions to listed companies’ locations, and iii) allow mobile users to add a company to the
directory,
“the new version is extended such that if customers search for and find a company, they could
go further to initiate a chat, if that company subscribes to our Infoline”, Edward explains.
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The main reason for this extension is the realisation that the use of Gripeline would be
incrementally costly to mobile users. They may have to pay (i.e. 10p per message) for
sending several messages before an issue is resolved. Therefore using the app is intended to
reduce this cost because there is no short code.
Interestingly, this new feature has drawn
attention from the country’s second largest
mobile network operator, Vodafone. The
network has a non-governmental organisation
called Vodafone Foundation, which has
requested Nandimobile to brand Connect for
the foundation’s public health education
initiative called Healthline (see Figure 6.11).
Within the decision to bring back Gripeline
from retirement to merge with the app version
of the business directory, we see another
renewal of the capability which Nandimobile
used to create Gripeline. The ability to execute
the Vodafone request also suggests Nandimobile’s ability to meet client needs; ability
demonstrated in the British Council project. The feat also suggests strategic direction;
management decided to follow up and execute the Vodafone request. This was enabled by
use of current firm resources, which we could describe as gettable – apart from medical
information which needs to be loaded into the app, Nandimobile already had the needed
resources available to make the necessary changes.
Figure 6.11:
NandiMobile Connect Branded for
Vodafone Foundation’s Healthline
Source: Google Play Store
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During the course of gathering data for this case study, the study observed that a financial
institution, First Capital Plus, was using Nandimobile’s mobile short code i.e. 1945.
However, management declined to comment on the details of that m-service due to a non-
disclosure agreement between the two firms (See Figure 6.12).
Figure 6.12: First Capital Plus’ use of Nandimobile’s short code for Speedbanking
Source: Chat with Nandimobile co-founder
The Speedbanking service allows the bank’s customers to top-up their accounts using a
scratch card. The bank’s customer buys a scratch card with the desired amount, scratches it,
and sends the revealed number to a short code i.e. 1945 (see Figure 6.13).
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Figure 6.13: First Capital Plus’ Speedbanking m-Service
Source: First Capital Bank Speedbanking flier
The ability to create this m-service for First Capital Plus suggests a transactional capability;
toppinng up a bank account via mobile could be regarded as a transaction. Even though
Nandimobile would not comment on the m-service we could suggest that there was some
modification of its existing m-service especially Infoline to create the Speedbanking service.
This possibility also suggests a renewal of existing resources to suit a new situation.
Furthermore, Edward’s sustained belief in the viability of Gripeline informs a strategy aimed
at making the m-service still useful. In short, it would be merged with Infoline. Businesses
subscribing to Infoline need to request for it though. “Therefore, if you buy Infoline, you are
actually buying [Infoline] with or without Gripeline. We are still on the merger” he educates.
Michael agrees that the two m-services can and should be merged. He thinks that The merger
will give a human face to the messages that businesses send to customers. In fact, the merger
Nandimobile’s mobile short
code ‘1945’ (see section 6.2.1)
used by First Capital Plus’
Speedbanking m-service
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is extending to all Nandimobile’s m-services. “Everything is coming together”; Michael
shares.
This is in the sense that in addition to the business directory app (i.e.Nandimobile Connect)
providing the user with information about businesses, the app can also enable the user to send
instant messages to those businesses who are using Infoline. A company’s position in search
results would however be determined by their Infoline subscription status such that
“when you do a generic search for, say, food joints, the results will display those who are
Infoline subscribers first. It will be an ecosystem controlled by us. Thus even though you
download the app for business information, we give you more”, Michael assures.
Nandimobile management’s intention to merge their m-services suggests strategic direction.
The firm realises some opportunity of which it can take advantage. To this end, it is
combining existing m-services. This combination suggests a reconfiguration of resources.
Currently, Nandimobile is displaying the capability to develop and experiment with app
development which are new forms of mobile technologies. This suggests the presence of IS
development in the MBO (see Figure 3.2). Overall, we see different resources, existing and
newly acquired, coming together to help achieve firm goals.
6.3 Mobile Content.Com (MCC)
6.3.1 MCC’s Key m-services
MCC identifies existing day-to-day activities that mobile users perform, or services which
government and private institutions render to consumers so that new and innovative mobile
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services which help achieve those tasks. Other times, these individuals and institutions rather
consult MCC to create m-services or content at a fee. Either way, MCC categorises the
resultant m-services as Music and Entertainment; Sport information; Chat and Dating;
Informative; Interactive Multimedia and TV; Religion and Motivational; Financial and m-
Commerce; M-Transact; and Mobile Marketing.
MCC’s Value Added Services (VAS) Manager, Johnny Abdallah further explains that MCC
has a myriad of m-services. He categorises them into “one-off, continuous or recurring, and
day-to-day services”. He further explains that one-off services are those m-services, which
the MBO creates, launches and runs for just about three months, without ever returning to it
e.g. SIM card registration, and a service provided for the USAID. Continuous or recurring
services are those m-services which the MBO creates regularly, say yearly e.g. Senior High
School placement checker. Day-to-day m-services are those which need daily updates e.g.
informational services like health tips, horoscope messages, inspirational messages, love
guide, jokes (see Figure 6.14).
Figure 6.14 An Informational MCC Mobile Service “Baby 4 U”
Source: Mobile Content.Com Office Wall Hanging
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MCC has established, and maintains working relationships and partnerships with some
institutions for whom it has developed or is proposing to design various m-services (see
Table 6.3 for a sample list).
Table 6.3: Some Institutions which have Relationship with MCC
Source: Mobile Content.com website
Institution Relationship
Ghana Education Service Developed an SMS-based system to deliver the 2010 Basic
Education Certificate Examination (BECE) placement results
to candidates. This service was taken over by a competitor for
two years but has been re-contracted to MCC.
The Coca Cola Bottling Company of
Ghana
Developed a mobile application used to collect Sales and
Stock data used to evaluate outlets and to generate reports for
management
Business & Financial Times (B&FT) In partnership with B&FT launched the premier mobile
newspaper service in Ghana.
Databank Customers check their account balances and transactions on
E-Pack and M-Fund
E-Tranzact Ghana This service enable customers check their account balances
and transactions and purchase recharge vouchers
Ghana Institute of Journalism (GIJ) Provision of institutional student body election results via the
mobile handset
Busy Internet Powered a service to enable clients purchase top up credit to
browse the Internet
Ghana House of Parliament Provided the communication tool between constituents and
their Members of Parliament
Trade and Investment Programme
for Competitive Export Economy
(TIPCEE)
Mobile application is used to collect Scout information.
System provides feedback to farmers and manages their farm
operations
Ghana Social Marketing Foundation
(GSMF)
The GSMF Mobile application is used to pre-sell and receive
payments. The back-end system helps manage the Sales
person in trade
Radio Stations in Ghana Opinion polls, comments, promotion and loyalty promos as
well as IVR song downloads.
TV Stations in Ghana Provide services to enable crawling and mini promos
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The different types of m-services in MCC’s portfolio suggest the existence of different m-
business capabilities used to create those m-services. Drawing from Table 6.3 MCC’s
partnership with Business and Financial Times to create the mobile newspaper service, and
the short code service for the radio stations suggest an informational m-business capability.
Similarly, the service for providing examination results to basic high school graduates upon
sending a query to a short code, suggests interactional m-business capability, whilst the
service with Busy Internet that enables clients purchase top up browsing credit, suggests
transactional m-business capability.
The partnership with the institutions (as seen from Table 6.3) to deliver m-services suggests a
type of resource which MCC has i.e. IS-business partnership, and external relationship
management, as well as IS technical skills to create these m-services (Wade & Hulland,
2004).
6.3.2 Firm History and Profile
Mobile Content.Com Limited (hereinafter called MCC) is a limited liability company started
in 2004, and could be described as the leading Ghanaian mobile value-added service
provider, the preferred link for music, sports, news games, health, inspiration etc on mobile
telephony. The company seeks to build a link between entertainment and information for
mobile users, and continuously discover new frontiers in lifestyle-changing mobile-based
products in Ghana and selected West African countries. Its mission statement is that
MCC connects mobile users with affordable and innovative access to reliable,
exciting and up-to-the-minute information though their handsets, utilizing
SMS, MMS, IVR and WAP to deliver products with real value to local
subscribers.
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In short, MCC has the vision to provide simple and affordable m-services which meets
market needs and increases users’ access to news/information, entertainment, whilst
potentially impacting on their health and wealth. The ultimate goal is an environment where
mobile telephony provides the subscriber with modern means to make informed decisions
with minimal effort through their handsets!
MCC has a three-member board of directors, one of which is the managing director.
Reporting to the board is a managing director to whom a general manager report. Four senior
managers, one each for Information Technology (IT), Value-Added Services (VAS),
Business Development and Solutions (BDS), and Finance & Administration (FA), report to
the general manager (see organisational structure in Figure 6.15). Each senior manager has
one middle-level manager, some of whom have other subordinates. The senior managers have
about four-year prior experience with mobile services prior to joining MCC. According to
Ekow des Bordes, the Information Technology Manager, after doing IT support for a
mortgage bank, and selling banking software in another company, he finally entered m-
services in 2005/6. He has a degree in Management and Computing Studies in addition to
some IT industry certifications.
Rudolph Kotoka, the Business Development Manager (BDM), who holds MBA in
Management Information Systems, previously worked for Rancard Solutions, another mobile
services provider. Johnny Abdallah, the Value-Added Services (VAS) Manager intimates that
“I am typically a Marketing person... [I did] Marketing at both the bachelor’s and the
master’s levels”
Before joining MCC, he has worked in the media, and learnt about mobile services on the job
in another company.
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Figure 6.15: MCC’s Organisational Structure
Source: Email Communications with MCC General Manager
Overall, all the company’s activities, which has both local/national and international foci
hinges on the tenets of trust and being ethical. The company has thus established a reputation
for good business practices amongst other industry players and business partners. Ekow sees
MCC as “a pacesetter that others follow”. Mr. Osae, CEO of Online Media LLC, a fledgling
third-party mobile content developer believes that
“MCC is doing its best in the mobile content delivery sector as compared to some other
similar companies in Ghana.”
The goodwill coupled with its reputation for innovation has won MCC some local and
international awards. John Torto, the managing director intimates that in 2008, a United
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Nations body awarded MCC for helping ensure transparency during the Ghanaian
presidential and parliamentary elections that year. In 2011, the company was also adjudged
the Best Content Provider (BizTechAfrica, 2011; Daily Guide, 2011), and was nominated for
the same award in 2012 (Dowuona, 2012).
MCC’s history and profile suggest the presence of IS technical skills within the firm. For
instance, the IT Manager, Ekow has technical skills needed in the creation of m-services.
6.3.3 Responding to Environmental Changes
MCC started business by offering mobile short codes through which listeners could send text
messages to radio stations as a way of contributing to programmes. At the time (after the year
2000 and beyond) more and more radio stations were springing up in the country’s major
capitals and towns. These stations were in search of ways to indulge and make users
contribute to their programming. Ekow, remembers that since 2004, the radio stations give
out MCC’s short codes to enable their listeners contribute to their programmes via SMS
daily. Some of these stations include Joy FM, Peace FM, Radio Gold. Some television
stations also use the short codes.
“That is what the company started with... the radio stations”, Johnny confirms.
Ekow further explains that MCC approached the stations with the m-service concept
development. When one station accepts and begins to use it, others follow suit.
“You know, we captured most of the radio stations when we started so the rest were just
following up”, he shares.
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The observed ‘domino effect’ seems to have been enhanced by the nature of ownership of
these radio stations; most of these stations are together under an umbrella company. For
instance, Joy FM (Accra), Luv FM and Nhyira FM (Kumasi), Adom FM (Tema), and Skyy
FM (Takoradi) are all under The Multimedia Group. Therefore, as Joy FM started using
mobile short code text-ins, their sister stations came on board.
“... so we started with the top ones... the Joy FMs, Peace FMs and Radio Golds”, Ekow
intimates.
John succinctly corroborates that, it helps to “...start, expand and establish footprints [so that]
people get to know your expertise”.
Another m-service MCC rolled out in its early stages was to offer caller ring-back tunes and
wallpapers for downloads. John recalls that this was when mobile telephony was spreading.
Spacefon (now MTN), and Buzz (now TiGo) had entered the GSM market to compete with
OneTouch (now Vodafone). Spacefon and Buzz had broken the seeming monopoly that
OneTouch enjoyed over GSM mobile telephony. Apparently, the competition in the mobile
space caused these networks to deploy unique services one of which was ring-back tune.
When one subscribes to a ring-back tune, anyone who calls their number hears a selected
song or tune – instead of the normal mono tone to signal a connecting call – until the call is
answered. Currently, this service is replicated, and still running on all six mobile networks.
The two main m-services MCC provided in its beginnings suggest the existence of two m-
business capabilities at the time. For instance, the short code service for the radio and TV
stations to allow audience to send messages suggests informational capability. On the other
hand, the m-service for downloading ringtones and wallpapers suggest transactional m-
business capability.
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6.3.4 Resource Reconfiguration and Retirement
Between 2008 and 2010, television reality shows were catching up and becoming popular
amongst Ghanaians. This was possibly because some Ghanaian television stations were
playing back American Idol (a US-based music reality show). Within this period, Ghanaian
television houses collaborated with mobile network companies to create and run local reality
television shows. For instance, whilst Ghana Television (GTV) ran Ghana’s Most Beautiful,
a female pageant show, TV3 Network ran Mentor; a music reality show in multiple
successions i.e. Mentor I, II and II year after year up until now. For MCC, a related m-service
it provided for the television houses was a short code to allow viewers to vote for their
favourite contestant(s) via premium SMS. The number of viewer votes was crucial because it
very much determined who was evicted and who remained in the competition until the
following eviction week. Therefore, before and during the show, hosts incessantly prompt
viewers to send in their votes to ensure continuous stay for their favourites. The more text
messages sent implied more revenue split amongst the mobile network operator, the TV
station, and m-service provider like MCC.
Johnny recollects that
“In 2009 we had the Silverbird movie schedule (see Figure 6.17), the Viasat text and win
trivia on TV... that was when the reality shows were very popular.”
“I know we hosted one or two major ones, but in recent times, we are not into promotions”,
he prompts.
Here we see an existing partnership with the TV stations – in the provision of text-ins via
short code – turned around to provide another service – SMS-based voting for television
reality shows. The voting m-service seems to be an extension of the already existing message
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text-in service. Hence, in all we see a reconfiguration of existing resources to fit a new
situation.
Figure 6.16: Silverbird Cinemas’ Movie Schedule with MCC’s Short Code
Source: Accra Mall Silverbird Cinema Schedule
6.3.5 Resource Replication
The success MCC has with the SMS voting service for the TV stations in Ghana has enabled
it run a similar service for an adult television reality show Big Brother Africa. This show
normally hosted in South Africa, and sometimes Nigeria, airs on paid satellite television,
DSTv provided by MultiChoice Ghana Limited. Through SMS, viewers in Ghana can vote for
any of the contestants who hail from various African countries including Ghana. In addition,
MCC provides sports information about local and international football leagues for mobile
users who subscribe to receive them.
Silverbird Cinemas uses
MCC’s mobile short code
to provide movie schedules
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Overall, even though many different services come up every year, Rudolph, intimates that
“MCC captures value from these services in terms of i) relationships (with a particular
customer which continues to generate more business opportunities); and ii) revenue (e.g. a
service which generates income e.g. the school placement system)”.
6.3.6 Managing External Relationships
John shares how MCC strives to be relevant to its market. This implies the need to innovate,
diversify its m-services and sometimes expand into new markets. With about twenty
companies in the m-services space in Ghana, competition quickly creates a saturated market
for any service which one company introduces e.g. radio and television text-ins. John shares
that towards the end of 2010, the market had reached a level where MCC’s growth and
relevance to subscribers depended on the ability to introduce new services.
“In another way, there was a need to define services that were relevant to the customers’
lifestyles”, he adds.
Defining new m-services hinges on understanding and providing alternative ways for how
mobile users consume information, leisure or entertainment. In addition, new m-services
imply that MBOs study and meet both people’s changing needs and lifestyles; they should
bring different ways in which people can live their existing lifestyles. These expectations
require innovation and creativity.
“So in here (at MCC), we encourage people to think creatively. We make the team look
around in the mobile telephony market for opportunities for what consumers do and how we
could bring it into mobile telephony”, John shares.
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With this mind-set, MCC company places high premium on being innovative. When it
identifies an opportunity around which to create a new m-service, the company develops a
concept and presents it to target institutions. Some of these institutions include mobile
network companies like MTN, TiGo, Airtel, and Vodafone. Johnny hints that
“In pitching the new m-service’s concept, we normally look at what the network is doing, and
its focus, so we capitalise on that to give you the service”.
Sometimes after the pitch, a network would require some changes and customisations. For
instance, Johnny recalls that MCC at a time realised that mobile networks were not reaping
much benefits from generic m-services, which MCC replicates across all the networks. To
create some value for the networks, MCC decided to brand m-services to for instance, fit the
network’s colours and image to make their subscribers relate the m-services appearance to
the deploying network.
Here, we see MCC maintaining and building on its relationship with individual and corporate
customers as a way of satisfying them in the provision of new m-services. The ability to
achieve this, suggests the existence of external relationship management, an information
systems resource (Wade & Hulland, 2004).
6.3.7 A Matured Capability
Collectively, MCC management agrees that two of MCC’s most important m-services are the
Results Checker service, and the School Placement service it offers for the West African
Examinations Council (WAEC), and the Ghana Education Service (GES) respectively. The
former affords parents and/or candidates in the Basic Education Certificate Examinations
(BECE) to receive their results via SMS. The latter allows parents and/or candidates to text
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their details to a mobile short code to receive a reply with the details of the senior high school
in which the candidates have been placed (by GES’ Computerised School Selection and
Placement System).
MCC started the results checker service in the year 2008. The results checker was a response
to the frustration that parents and candidates face to access their results from the West
African Examinations Council (WAEC). Everybody who wanted results had to go to WAEC
or wait for it to arrive by post. According to Johnny, the traffic over the results checker’s
short code suggested people’s acceptance and excitement with the service. Interestingly,
MCC’s results checker was the preferred choice over a scratch card system which was also
available at the time. However, the change in government after the 2008 presidential
elections in Ghana affected the delivery of the results checker m-service. A new company
was awarded a contract to print scratch cards for checking the results on the Internet. Johnny
remembers that
“All of a sudden, they said ‘no more SMS’, because someone has printed scratch cards. So
they started with the cards and we had to stop.”
In addition to the ‘re-introduction’ of the scratch card system, there were other reasons why
MCC’s system lost popularity. According to Johnny, even though the card cost 2 Ghana
cedis, and MCC’s system cost 0.60 Ghana cedis, the card could be used thrice, and more
importantly, enabled users to print the results out on paper – a feature which was not
available via SMS. Furthermore, Johnny admits that,
“Even without the adoption of the card, MCC could not compete with the scratch card
company because officials from WAEC and the GES had approved the card over the SMS
system”.
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Here we see MCC having interactional m-business capability to develop the BECE results
checker. However, a change in government, and a subsequent award of a new contract for a
competing services forces MCC to retrench the capability used to create the school checker
m-service. After MCC provided this m-service over some years, we could say that the MBO
achieved some capability maturity, which has one outcome as retrenchment.
6.3.8 Capability Renewal
MCC went out of business in providing the results checker m-service. “So we moved to the
school placement”, Johnny said calmly, and displaying knowledge of the stiff competition
within the mobile business ecosystem. He explained that an m-service that guarantees at least
300,000 users every year is bound to have competitors encroaching, trying to get the nod to
run it by “lobbying people to get it”. To beat such competition, “you need to think on the go”,
Ekow advises.
The decision to move to and focus on the school placement service was also a response to the
challenges parents and guardians faced in knowing which senior high schools to which their
wards had been placed. Hitherto, one had to visit all three or four chosen schools before
knowing the school in which one has been placed. The  alternatives to having this
information were to i) go to the GES office or ii) wait for a placement letter from the GES –
the letter’s arrival was dependent on the postal system’s efficiency. Johnny observes that the
best solution was to start the m-service to check school placement.
Even though MCC still runs the school placement service, the contract went to a competitor
for sometime before MCC won it again. According to Ekow,
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“MCC previously had it for two years, then due to a change in government, it changed hands
to a competitor, then returned to Mobile Content.”
In consonance with the innovative mindset of creating m-services, MCC continuously
updates and makes incremental changes to their services. For instance, information handling
in the school placement m-service is evolving regularly. Initially, mobile users received a
short text about school placement, now MCC is making it as exciting as possible. Johnny
explains that,
“Previously, the system could not detect a wrongly entered index number, and tells senders
that they were not placed in any school. However, we have built in that functionality to detect
wrong numbers.”
Now, the system rather replies with a prompt to enter the correct index number if it detects a
wrongly entered number. On the other hand, the system returns the needed information i.e.
upon receipt of a correct index number.
Sometimes, people complain about having been placement in schools they never chose.
These complaints come because candidates and/or their parents have forgotten about their
choice schools; which candidates select in April, several months before the placement in
December. To enhance the situation, MCC deploys the placement checker about three to four
months prior to December to allow candidates to make necessary amendments with WAEC
or GES. Since the placement is not done for all candidates at once, MCC has built in a way to
inform candidates in which batch they are, in order to reduce anxiety.
“We also add WAEC’s phone number so you can call for help. This is on all networks”,
Johnny adds.
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We saw from the account in the previous section that MCC retrenched its capability to create
the results checker m-service. We see here that, encouragingly, MCC was able to renew the
capability into creating the school placement m-service. This scenario also confirms the
existence of resources like IS development, and IS technical skills.
6.3.9 Needed Resources
Rudolph shares that creating and perhaps maintaining such a system is not very capital-
intensive. On the other hand, technical expertise seems to be the most important requirement
in designing and running such a service. At the time of creating the school placement service,
MCC had the technical skills so there was no need to hire, retrain or outsource. Nevertheless,
some investment went into acquiring high-end servers to handle the pressure that was coming
from about 400,000 people nationwide. John, concurs that MCC
“...had 60-70% of needed resources i.e. knowledge of how to develop the services, and the
ability to manage financial requirements”.
He adds that MCC retrained some of the staff members in customer service so they could
assist people who called with complaints about the service. It was important to have good
relations with the customers to guide them through such challenges. MCC also requested the
mobile network operators to increase the throughput2. Apart from these, there was the need to
have “connections with people in high places” to win the contract. Rudolph intimates that
“Yes, we needed skills to understand the customers’ needs and to make it a consumer-friendly
service. Yet, there is still the need for someone to take you there to see the big people. When
you are running such a business, you need to know people – the big man up there."
2 Since network operators create and give out the mobile short codes, they assign the capacity of text messages
that code can handle smoothly. MCC thus requested an increase in that capacity from all the partner networks.
For instance if previous capacity managed 100 messages per second, there was the need for cater for 2000
messages per second in the new [school placement] m-service, hence the need for an increment.
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Here we see the existing of three main information system resources. First, MCC had to
acquire new servers with higher capacity to match the increasing traffic. This suggests IS
infrastructure. Second, there was need to request for higher capacity from the mobile
network operators; this suggests external relationship management, whilst retraining some
personnel in customer relationship suggests IS-business relationships.
6.3.10 Capability Reconfiguration
In addition to MCC bidding to develop applications and services for institutions, the company
sometimes creates bespoke m-services. Rudolph intimates that some of the requests are not
realistic. Nevertheless, MCC attempts to provide the best solution possible. In the worst-case
scenario, MCC may decline to proceed with those it turns down. For instance, recently, a
church requested a short code-based service through which its congregation could pay tithes.
“How do you possibly do that, the maximum you can charge on a short code is 1 cedi, whilst
someone’s tithe could be 100 Ghana cedis. You can imagine the number of one cedis you
have to send to the short code to pay that amount. The price on the short code is set by the
network provider, and a 1 cedi code is the maximum you can have”, he explains further.
On the other hand, the Business Development Manager recalls a request that led to the
successful creation of an m-service. This m-service was for the USAID in 2012. The
international development partner at the time was running a short project to train health
practitioners on how to use Zinc to treat paediatric diarrhoea. From MCC, USAID needed a
mobile solution that could i) collect feedback from, and ii) test the knowledge of, the people
trainees. USAID sent information and weekly quizzes to the trainees. Therefore, in a typical
week each trainee received about three messages – two as lesson recaps, and one as a quiz.
Trainees who provided correct responses to a certain number of questions in a month won a
reward.
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“So we built the platform for them. It sends a tip on Monday, Wednesday, and Friday, and a
quiz on Tuesday to the trainees. It also sends appropriate feedback about the trainees’
answers to quiz questions”, he adds.
Johnny further explains MCC built the USAID m-service partly from an existing m-service.
Apparently, this system was similar to the normal service for sending entertainment tips or
school examination results. The main difference in USAID’s m-service was the need to make
it a two-way free system. In other words, trainees should be able to send and receive
messages to and from a short code free. Johnny explains that
“This is not possible; there is no free short code to meet such a requirement”.
By default, all short codes require a message sender to pay at some point i.e. either when the
message goes out, or when the requested message is received. From Rudolph’s explanation,
they wanted a system that works like a collect call. To create such an m-service, MCC made
some changes to the default setup. Johnny explains that MCC had to reengineer some
programming codes to bypass the short code through an online platform and to avoid the
billing.
“That is where we had to do a lot of work – to rewrite a script – and then tie it to a bulk
[SMS] account although it will pass through our SMS gateway. We already had a framework,
but it did not support what they wanted, so we had to change the framework”.
This service successfully ran for three months to the satisfaction of both parties. Based on this
initial success, USAID intends to subscribe to the service again. According to Rudolph,
“This service ran for three months. Even though they have indicated that they will do the
service again for another set of trainees this year, they’ve not firmed on the schedule... but
that’s a typical something we did for a one-off period and washed our hands off it.”
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From the USAID experience, we see MCC designed a script to make some changes to an
existing platform to build the one for their new client. This achievement suggests first, the
availability of IS technical skills, and IS infrastructure used to deliver the firm to the USAID.
Moreover, the adaptations made to the existing platform suggest a reconfiguration to MCC’s
capability to arrive at the new or modified m-service.
6.3.11 Further Capability Maturity
The experience with previous m-services forms a good foundation for yet another m-service
targeted at the Social Security and National Insurance Trust (SSNIT). MCC is currently
waiting on some networks to supply short codes to facilitate a launch. This m-service would
allow SSNIT contributors to check their social security contributions and/or student loan
balance by sending a message to a short code. The information is tied to the contributor’s
mobile number to ensure information security. Interestingly, SSNIT also requested for a free-
way service in which contributors can send and receive information free.
Even though there was no free short code, it was easier to convince the mobile network
operators to improvise because of SSNIT’s large customer base.
With the number of m-services increasing, and more to follow in the near future, MCC has
undergone some internal restructuring to ensure efficiency and effectiveness. John shares that
around the years 2011 and 2012, when the number of mobile networks increased to six (with
Glo’s launch), MCC extended its services to cover all six networks, instead of just four
previously. This increase caused a reshuffling of personnel. The company hitherto had about
four people managing the relationship with and services deployed on each mobile network;
i.e. MTN, Tigo, Vodafone and Airtel. Typically, an MCC manager responsible for MTN is in
charge of ensuring smooth running of all types of MCC services (be it education,
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information, entertainment et-cetera) at the same time. This arrangement changed to one in
which each of the services are assigned one manager, creating roles like Information Services
Manager, and Education Services Manager. John explains that
“...the board of directors decided that we shifted from brand management to network
management”.
MCC also dropped some of its m-services, because, first, those services were not generating
as much value as it did previously e.g. general bulk SMS. Other dropped services were one-
off service which MCC dropped to avoid monotony in the market, and to maintain company
image as innovative e.g. Crack-a-Safe promotion. Rudolph recalls MCC shed the bulk SMS
in May 2012 because many firms have entered that market. Even there are websites where
people can send messages to many people at a time, sometimes free. MCC also observed very
low traffic in terms of the number of messages sent within a month. Currently, MCC does not
offer bulk SMS as a commercial service, but rather limits it for internal use e.g. sending
notifications.
We see from the above that MCC responds to changes within its ecosystem or environment.
For instance, an increase in the number of mobile networks caused MCC to extend the
number for networks on which it hosts its m-services. Similarly, the MBO moved managers
across brands rather than staying with individual networks. Such arrangements suggest
reconfiguration of resources. Similarly, we see retrenchment of some resources because of
the number of competitors offering the same basic service e.g. the bulk SMS.
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6.3.12 Current and Future Projects
MCC has gained great experience in m-service creation and delivery. Having developed
several m-services for both individual and corporate needs, the company has recently
designed one for the National Service Scheme (NSS). The NSS is the national body
responsible for registering and posting tertiary educational graduates to undertake a
mandatory 10-month engagement in various organisations in the country. Each year in
September, the NSS makes graduates and their postings available website
(www.nssghana.org), the same platform where graduates apply to do national service. MCC’s
system proposes to deliver the national service postings to the graduates’ mobile phones.
Rudolph is hoping that MCC’s record of accomplishment with previous services like the
School Placement would secure a nod for this project.
MCC has also begun the development of m-services for smartphones. These are normally
known as apps. The apps are in two groups; one for in-house ownership, and the other
available for other interested business consumers. Two of the in-house apps include MyZone
(See Figure 6.17) and Cards Cafe (See Figure 6.18). MyZone is a response to the threat new
data-enabled instant messaging apps like Whatsapp, and Tango pose to SMS-based m-
services like short code text-ins. MyZone is to serve as an instant messaging application for
sending text-based messages, exchanging photos, and to have group conversations with
contacts at a much cheaper rate than traditional services. Having foreseen the potential for
such non-SMS based apps to affect revenue from SMS traffic, Johnny intimates that MyZone
is designed to “encourage people to spend money”.
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“There is a store in the chat application, where you can buy music, wallpapers, games... so
you can actually browse the app, and when the store is updated you get a notification to
perhaps make a purchase using mobile money or your airtime”, he explains.
Figure 6.17: Screenshot of MCC’s MyZone chat application
Source: Google Play Store | 19 July 2013
Over time, MCC hopes to customise MyZone for the media houses so that their audiences
can have a single stop of seamless interaction – be it sending a contribution, or question,
voting or accessing some information.
Another in-house app is Cards Cafe (See Figure 6.18), a fun greetings card app which allows
users to add an image and message to an electronic card before sending. Interestingly,
recipients can view the card even without installing Cards Cafe on their handset.
In-built store function to
download mobile content
e.g. wallpapers and ringtones
Dummy contact list
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Figure 6.18: Screenshot of MCC’s Greeting Cards app – Cards Cafe
Source: Google Play Store | 19 July 2013
Since these apps are not network-specific, MCC is considering rebranding some of them
according to the networks’ specifications. Johnny explains that...
“...sometimes the networks want exclusive products to enhance their competitive urge, and
possibly to attract people to use particular services.”
Such customisations would be extended to other apps to be built for businesses or corporate
organisations. The main reason is that simply building and launching an app does not make it
necessarily marketable. Hence, building the app for specific organisations may ensure that
their clout and customer base would push the apps acceptance and use. Johnny advices that,
“Ghanaians have not yet adopted apps fully. So for an app to be fully in the market, you have
to use the appropriate bodies to get them out there”.
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In concluding, Rudolph notes that mobile value added service providers are generally focused
on information-based services, but MCC is moving towards enterprise solutions. He adds
that, “these are solutions that MCC thinks benefits Ghanaians.We bring such services to the
individuals’ phones to make life easy.”
6.4 Summary
The case studies presented in this chapter suggest the availability of different m-services,
resources, m-business capabilities, and processes for creating these capabilities. The
following sections provide an analytical summary of m-business capabilities, resources,
actions to acquire and develop the resources and the impact thereof.
The m-business capabilities deduced and listed in Table 3.1 would be used to analyse the
different capabilities used by the case firms to create their m-services. From the case studies,
there is evidence of the development of three m-business capabilities i.e. informational,
interactional, and transactional (see Figure 6.19).
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Figure 6.19: Summary of M-business Capabilities in Case Firms
Source: Author’s Construct
Year
M
-
bu
sin
es
s 
ca
pa
bi
lit
y
2004 2006 2008 2010 2012
Nandimobile
Informational
Nandimobile
Interactional
MCC
Informational
Nandimobile
Transactional
MCC
Interactional
MCC
Transactional
Changes in the
m-business
ecosystem
(see Chapter 5
and 6)
Changes in the
m-business
ecosystem
(see Chapter 5
and 6)
Changes in the
m-business
ecosystem
(see Chapter 5
and 6)
Changes in the
m-business
ecosystem
(see Chapter 5
and 6)
Changes in the
m-business
ecosystem
(see Chapter 5
and 6)
 Increasing rate of mobile adoption
 Increase in the number of mobile network operators
 Changes in government
 Changing client needs
 Changing preferences of mobile subscribers
 New technologies
 New entrants into m-service market
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CHAPTER SEVEN
ANALYSIS AND DISCUSSION OF FINDINGS
7.1 Introduction
The purpose of this study is to explore how Ghanaian MBOs deploy and develop resources to
create m-services. The previous chapter presented evidence of how two MBOs exhibit the
phenomenon under study. This chapter draws on the tenets of Critical Realism (see Chapter
Four) to analyse the evidence presented vis-à-vis the research framework (see Chapter 3).
7.2 Resources for Developing M-business capabilities
The development of capabilities depends on resources. From the case studies there are a
number of resources, which the case firms had. For Nandimobile these resources include
initial funding from the Meltwater Incubator (financial resource), co-founders (human
resource), office space (physical resources) and computing equipment (technology
resources). For Mobile Content.Com (MCC), the available resources were human resources
(board of directors, management and staff), capital, and computing equipment. Due to the
company’s earlier activities, management believes that goodwill amongst initial customers or
users of their services attracted subsequent customers. These resources fall under IT-based
resources and non-IT-based resources. According to Webb & Schlemmer (2008), IT-based
resources include i) IT knowledge i.e. the extent to which a firm possesses a body of technical
knowledge about objects such as computer-based systems ii) IT operations i.e. the extent to
which a firm utilises IT to manage market and customer information, and iii) IT objects i.e.
computer-based hardware, software and support personnel. It seems that both firms have IT
knowledge i.e. the technical knowledge to produce mobile services; IT operations i.e. using
computers and Internet communicate with clients and for generating documents like order
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forms, invoices and receipts; and IT objects. The non-IT based resources include office space
and general human resources including sales and marketing manager, and business
development manager.
Similarly, in relation to information system resources discussed in Section 3.3.1, the key IS
resources identified here include external relationship management, IS-business partnerships,
IS infrastructure, and IS technical skills.
7.3 M-Business Capabilities Development
The Capability Development Lifecycle explains the process of developing capabilities from
resources as explained in Chapter Three. The analysis of this stage recognises that there are
three stages i.e. founding stage, developing stage, and maturity stage.
7.3.1 Founding Stage
Continuing from the discussions in the previous subsection, NandiMobile determined a
reason why they needed a particular resource, and what purpose the resource was going to
serve. For instance, when there was the need to expand sales, the founders recruited two Sales
Managers, also charged with recruiting two more sales officers. In addition, the company
hired Joseph because of the need to develop new mobile apps. Two of the co-founders
Edward and Michael consider all firm activities and decisions as collective and thus did not
want to disclose whether nor the current technical team did or did not have the technical skills
to do app development. A plausible reason may however be the need to free up the founders
to concentrate on more strategic duties and perhaps brokering more deals. Further, the local
and international attention and recognition may be taking a toll on their availability to be
involved in technical development. Similarly, the Mobile Content.Com (MCC) case also
provides evidence of the founding stage. For instance, the increasing number of mobile
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networks operators in Ghana created the need to expand existing services to cater the new
ones. John intimates in a follow-up email to author that, MCC hired a new IT Manager, VAS
manager, and General Manager because of increase in the number of network operators and
the business in general. The observations concur with the assumptions in the capability
development lifecycle that at the founding stage firms identify a reason for acquiring a
resource (Helfat & Peteraf, 2003). In addition to these readily observable tangible and
intangible resources, the discussions in the literature review in Chapter Two notice a
suggestion for the inclusion of customers in the creation of mobile services (Martin, Lopez-
Catalan, & Ramon-Jeronimo, 2012). Both NandiMobile and MCC provide evidence in this
regard. For instance, Tigo served as a (re)source of invaluable knowledge of customer service
processes to NandiMobile which the latter used in revamping its Gripeline. Requests from
USAID formed a basis for the creation of a new form of mobile service which did not exist.
Overall, the following table summarises the various resources and the reasons for their
acquisition in both firms.
Table 7.1: Summary of Resources in Case Firms
Case Firm Resource Reasons for Acquisition Supporting
Reference
NandiMobile
Human resources
e.g. Sales Managers,
and Programmer
To expand sales, and to develop new
mobile apps
(Webb &
Schlemmer, 2008)
General Resources
e.g. financial,
computing, network
infrastructure
To enable the delivery of mobile
content services
Existing mobile services
e.g. Infoline
To meet customer need
Customer need/request Not applicable
Human Resources
e.g. VAS Manager,
IT Manager, General
Manager, Business
Development Manager
MCC was expanding service provision
to additional networks, expanded
business, to build business into the
future.
(Webb &
Schlemmer, 2008)
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Mobile
Content.Com
Social network capital
(relationship with key
partners and customers)
To foster the acceptance of MCC’s
applications especially within
government
(Webb &
Schlemmer, 2008)
General Resources
e.g. financial,
computing, network
infrastructure
To enable the delivery of mobile
content services
(Webb &
Schlemmer, 2008)
Existing mobile services
e.g. results checker
To meet customer need, or to take
advantage of a market opportunity
Customer need/request Not applicable
Source: Author’s Construct
From the overview of dynamic capabilities already presented, the resource-base theory
provides a way to examine the potential for resources to create competitive advantage. In
applying the characteristics to the resources, first NandiMobile’s Sales Managers were
valuable because they were to help decide on new strategies to win more clients and to
generate revenue. Similarly, within MCC, all the managers were valuable because they
helped the firm to expand to serve other networks thereby creating new revenue sources. The
extent of rareness across case is however not straightforward because for instance, Edward
the Business Development Manager was able to win some clients initially. MCC also
operates without a designated Sales Manager [see Figure 6.3.1 and 6.3.2], and NandiMobile
seems to be postponing business with government institutions because they do not have the
social network capital – yet they are making strides in the market, and being recognised.
The characteristic of resources being imperfectly imitable in NandiMobile may not be
applicable to those resources listed in the Table 7.3.1 because it is not difficult for firms to
replicate them – by new recruitment or poaching. Recall that one of NandiMobile’s sales
managers left for another content provider, whilst Rudolph joined MCC from Rancard
Solutions – another content provider. Nevertheless, NandiMobile’s resources that may bear
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this attribute are the three-year training in the MEST Training School, the seed capital, and
the subsidised office space. These are resources which only MEST graduates have.
Competitors may have similar resources in other forms which may be either inferior or
superior to NandiMobile’s. For MCC, we could say that imperfect imitability lies in their
perceived market position as the pioneer mobile content provider firm in Ghana. Mr. Osae of
Online Media LLC, somewhat corroborates this assertion. The nature, size and complexity of
services MCC provides attests to their position. An off-record comment from one of
NandiMobile’s co-founders also suggests a confirmation. These later resources i.e. MEST
facilities for NandiMobile and market position for MCC seem to bear the attribute of non-
substitutability. Apart from these, all other resources, competitors can imitate or substitute
other resources used in the mobile content business e.g. infrastructure, mobile short code,
personnel like programmers and sales managers.
7.3.2 Developing Stage
The case firms exhibit this stage of the capability development process by seeking viable
alternatives to develop their resources after the founding stage. In terms of coordination,
NandiMobile’s co-founders seem to have recognised the potential for the Sales Managers to
be in line with the current goal of pursuing market expansion. The evidence in the case
depicts the Sales Manager’s role in firm. Similarly, the firm examined customer needs and
requests for compatibility with its existing resources. For instance if Tigo’s request was not
compatible with NandiMobile, the contract may have been discarded, as MCC did with the
client who wanted a short code service to collect a church congregation’s tithes. Likewise,
MCC pursued USAID’s request for a mobile service even though it was unusual, and
required some extensive customisation.
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In terms of learning, Nandimobile shows repetition in several actions. These include
assessing and matching customer needs with the relevant product or customisation. For
instance, the firm learnt from Tigo and ACCA. Nandimobile’s ability to provide the
Speedbanking service for First Capital also suggests the ability to learn to adapt their
processes to create different innovative services for different customers from different
industries.
The same can be said about MCC which has a lengthier client list which includes government
agencies like the Ghana Education Service. Nevertheless, in both firms learning was not done
entirely by the members within i.e. the founding members. At certain points in their
lifecycles, new experienced members were introduced. This concurs with previous literature,
which notes that sometimes organisations exercise "grafting" i.e. obtain new members
(Huber, 1991). For instance, whilst Nandimobile employed new sales officers and an apps
programmer, MCC employed a host of managers. After identifying the need for resources,
and acquiring and exercising them, there is sometimes the need to respond to changes within
the firm’s environment. Such response is called reconfiguration. The Nandimobile case
shows several instances of reconfiguration. First, the firm made significant changes to their
product i.e. Gripeline because of Tigo’s changing needs. However, another environmental
change that happened is the departure of the Tigo Cash unit. The response was to continue
dealings with his aide, but to no avail. Similarly, within MCC, there are several recognisable
reconfigurations. First, in its early years, the company had the caller ring-back tunes for just
Spacefon and Buzz – two of three GSM networks at the time. However, this service had to be
extended to cover all six GSM networks that currently exist. Further, the increase in the
number of networks caused management to reshuffle managers’ portfolios. Instead of one
manager handling all services, relationship and issues between MCC and one mobile network
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provider (MNO), each manager was now responsible for all matters pertaining to offering one
particular service e.g. information services to all the available MNOs.
7.3.3 Maturity Stage
The result of the developing stage is a new capability created with coordinated, learnt and
reconfigured resources. The underpinning research framework conceptualised this new
capability as mobile business capability. The result of Nandimobile’s development process
resulted in an informational m-business capability. The company’s ability to create Infoline –
and all its subsequent customisations is evidence of this m-business capability type. From the
case, Infoline is a service which a firm can use to send information to clients i.e. firm-push
advertisement.  Customers can also text to its short code [1945] to request information from
firms subscribed to it i.e. customer-pull advertisement. In addition, Gripeline is evidence of
the existence of interactional m-business capability within Nandimobile. A firm using
Gripeline can have instant messaging with its customer in the form of a chat until a
customer’s issue or question is resolved or answered. In addition, the undisclosed service the
firm offers to First Capital Plus is evidence of transactional m-business capability.
Similarly, MCC exhibits different types of m-business capabilities resulting from its resource
development activities. For informational capabilities, MCC has shown the ability to create
services which provide mobile users with information about movie schedules, sports tit-bits,
and information about pregnancy care to mention a few. All these services are however
customer-pull information-based services. On the other hand, there is evidence that MCC
provided firm-push services for two institutions i.e. i) for Ghanaian parliamentarians and their
constituents, and ii) Ghana Institute of Journalism to send executive election results to student
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voters. According to the Business Development Manager, MCC has stopped offering firm-
push information service i.e. bulk SMS as a core product. The company’s interactional m-
business capability lies in its ability to have provided USAID with a service, which allows the
institution to send information to course participants. USAID also used the same service for
quasi-examination purposes – to receive and assess responses to questions sent to course
participants. Further, MCC has two running services with transactional capability i.e. a
service with E-Tranzact (an independent bank card operator), which allows customers to buy
airtime; and a service which allows Busy Internet’s customers to top-up their Internet
browsing credit from the internet service provider. A third transactional service is waiting to
launch; recall that Johnny mentioned MyZone as an instant messaging app with a store where
users can buy items like wallpapers and music and pay for using their airtime (see Figure
6.19 for the m-business capabilities developed in case firms).
Continuous use of the m-business capabilities makes them part of the firms’ cultures. For
instance, whilst Nandimobile continues to deploy Infoline and Gripeline, MCC still creates
various mobile applications. All the firms’ applications are results of continuous use of
developed firm resources. This continuous use of the capabilities characterises the maturity
stage, which that has six possible outlets i.e. retirement, retrenchment, renewal,
redeployment, replication, and recombination.
So far, there is no evidence in the case suggesting that Nandimobile either retired or is
planning to retire any of its developed capabilities. However, Nandimobile retrenched its
interactional capability with Gripeline for a while. Selorm and Edward explained that though
the service looks good on paper, it is difficult to implement because of the extra investments
needed by the subscribing firm. Therefore, for some time now, the company neither promotes
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nor sells it anymore; the only client using it now is doing so limitedly. Notwithstanding,
Edward explained that the Nandimobile now sells Infoline either with or without Infoline. In
other words, there has been a renewal of Gripeline which was in retrenchment to fit a new
purpose – in Infoline. Similarly, there has been a redeployment of Gripeline in the creation of
the HealthLine app for Vodafone. The idea behind the app is to connect HealthLine’s
television viewers to the health workers who host the show. This was not the main purpose
for creating Gripeline, but it works. There is no evidence of replication yet; Nandimobile has
not extended its services to another country as of now. There is however evidence of
recombination. Michael intimated that “everything is coming together”. The company has
combined its informational capability to create Infoline and the Business directory with its
interactional capability to create Gripeline to arrive at an integrated platform such that when
mobile users search and find a company, they can continue to send an instant message and
receive a reply.
There is evidence of new capabilities within MCC taking different paths after their
development. Whilst MCC stopped offering some services like the mobile voting, and
WAEC results checker, the underlying capability is still in use and so no capability has either
been retired or replicated yet. Similarly, whilst there is limited to no use of the bulk SMS
facility because many firms are now offering the same service – retrenchment – its related
informational capability resulted in the School Placement Checker and the movie schedule
services. This is evidence suggests redeployment. Considering the USAID service for the
trainees, MCC modified its interactional capability used in creating applications like
television reality show voting to suit the new demand. This suggests a capability renewal.
MCC has not yet replicated these services in another country yet. Nevertheless, it is
recombining its wallpaper and ringtones download service with the new app, suggesting
recombination.
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7.3.4 Strategic orientation and the Environment
In both case firms, the path taken by a particular capability was a result of some willingness
to take that path. Whilst Nandimobile bid for, won and executed the contract with British
Council for instance, MCC chose that for a church, it would not create a service that enables
tithe collection. Again, it is Nandimobile’s decision to integrate Gripeline with Infoline and
the business directory even though the market suggests that Gripeline is not practically
feasible.  Similarly, it is MCC’s decision to stop offering bulk SMS as a product, but only to
attach and use it with another service as need be. These scenarios showing the willingness to
choose a certain path illustrate the strategic direction of the m-business capabilities in the
case firms.
The discussions herein cannot ignore the role of the environment in causing the development
or maturity of a certain capability. First, the environment caused retrenchment of Gripeline in
Nandimobile, and bulk SMS, and television reality show voting in MCC. The same
environment specifically, the proliferation of smart phones and tablet computers is causing
both firms to develop various apps that which use mobile internet instead of SMS. The role
of the environment in the capability development process is important.
7.4 Impact of Capabilities
Having recognised the unsettled nature of the impact of capabilities, this study identified two
forms of impact based on Wang and Ahmed’s (2007) review. The two forms are financial-
based impact and market-based impact. There was difficulty in obtaining detailed financial
information from the case firms, creating a constraint in the analysing financial-based impact
(see appendix for John Totoe’s email). Whilst MCC was ‘unable’ to “divulge” financial
information, Nandimobile’s was not detailed enough to measure this impact type.
Nevertheless, the market-based impact of the firms’ capabilities is evident from the
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discussions so far. As conceptualised in the research framework, market-based impact in the
context of content providers relates to creation of new-mobile solutions. Content providers
further launch these services on the mobile network providers’ infrastructure for consumption
by the network subscribers – which together form a market (see Chapter Five). The impact
here is how mobile content providers cause a change within that market i.e. the new value
added to the existing core voice-, text- and data-based communication.
For instance, whilst Nandimobile used its informational m-business capability to affect the
market with Infoline, and all of its bespoken customisations; it also used its interactional
capability to affect the market with Gripeline. Further, using its transactional capability, it has
been able to create the Speedbanking service for First Capital Plus and its customers.
Similarly, for MCC, whilst the election reporting service for the Ghana Institute of
Journalism was a result of its informational capability; its interactional capability resulted in
the BECE results checker, the senior high school placement checker, and the service for
USAID. In addition, the firm’s transactional capability resulted in services for E-tranzact and
Busy Internet account top-up services.
Table 7.2: Market-based impact created
Case firm M-Capability Example Market-based impact
Nandimobile
Informational Creation of Infoline
Customisation of Infoline for
other institutions like ACCA, and
British Council
Interactional Gripeline
Vodafone Healthline app
Transactional First Capital Plus’ Speedbanking
Informational Election reporting service for
Ghana Institute of Journalism
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Mobile Content.Com
Interactional Customised solution for USAID
BECE Results Checker
School Placement Checker
Transactional E-transact and Busy Internet
account top-up services
Source: Author’s construct
7.5 Discussion of Findings
This section discusses the analysis presented in the previous section towards an evaluating
the research questions, and drawing propositions. The discussion is in three parts reflecting
the three research questions and the constructs in the research framework.
7.5.1 Identifying Resources
This subsection relates to the initial part of the research framework. It also aims at answering
the first research question; what resources do Ghanaian MBOs use to create m-business
capabilities? The related analysis in section 7.2 provides insights to help answer this
question. The analysis suggests that within MBOs, different types of resources come together
to help the creation of m-services. The availability of one kind resource without another
resource has a potential to hamper achievement of firm goals. This observation suggests the
first proposition that
Proposition 1: MBOs use a set of resources used by firms to create m-business
capabilities e.g. IS skills, IS infrastructure, IS development
In answering the research question about what resources MBOs use in creating capabilities,
this study shows that there is a set of different resources including IS infrastructure, IS
development, external relationship management.
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7.5.2 M-Business Capabilities Development
This section relates to the second part of the research framework i.e. how MBOs develop
resources to create capabilities. The related analysis suggest resources in MBOs go through
the founding, developing and maturity stages as Helfat and Peteraf (2003) posit in the
capability development cycle. However, the difference lies in first; the six outcomes of the
maturity stage, and second, the type of m-business capabilities created. From the analysis,
none of the firms’ capabilities was either replicated or retired. The worst form of non-use was
retrenchment in both firms. For instance, Gripeline from Nandimobile, and bulk SMS
services in MCC went dormant for a while – retrenchment. The situation where no
retrenchment has taken place suggests the relevance and endurance of some capabilities.
Further, these characteristics seem to be highly dependent on management’s insight and or
decision. In the case of Gripeline, management decided to integrate Infoline with Gripeline.
Similarly, for bulk SMS, MCC management decided to use it internally.
One interesting observation from this study is that for instance, after Nandimobile
understudied the activities of Tigo’s customer service centre in order to make Gripeline a
better application, the project failed to take off. This caused a retrenchment and even a
retirement to some extent of the capability to create the m-service. Yet, the firm is currently
making plans to integrate Gripeline with other m-services such as the business directory and
Infoline to make it one holistic application. This observation suggests that even though an m-
service project fails to succeed as expected, the company’s ability to learn, reconfigure and
coordinate existing activities and resources based on the failure ensures some benefits; recall
that learning is a part of the  three capability development processes. This informs the second
proposition that
Proposition 2: The presence of dynamic capability processes e.g. learning,
coordination and reconfiguration enables firms to derive value from failed projects.
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Overall, the answer to the question about how do Ghanaian MBOs create m-business
capabilities is that first, firms learn from the environment or within; coordinate existing
resources to match incoming new resources, and reconfigure both sets of resources to become
compatible in achieving firm goals.
This proposition is supported by the assertion that in IT environments, it is important to
maintain a link between the environment, customers and knowledge (Chang, 2012, p. 1209).
7.5.3 Impact of Capabilities
This section relates to part of the research framework which sought to understand impact of
m-business capabilities. From the analysis, the development of the various capabilities had a
focus on meeting a customer need. However, even though the proposed m-service could be
ready, and the MBO may be ready to implement the service, there is need for the client to be
ready too. Even though Nandimobile’s Gripeline was tweaked to meet Tigo’s expectations,
the change of managers caused the project not to take off. This observation informs the
proposition that
Proposition 3: The success of deploying m-services depends on the client’s readiness,
commitment, and the presence of gettable resources on both sides.
7.6 Summary
This chapter set out to analyse the case studies in the previous chapter. It also undertook
discussions of the analysis towards answering the research questions and arriving at
propositions. The table below shows the main issues in terms of the research questions and
their matching propositions.
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Table 7.3: Summary of Research Questions and Matching Propositions
Research Questions Matching Findings and Propositions
What capabilities do Ghanaian MBOs
use to develop mobile services for
individual and business adoption/use?
There are three types of m-business
capabilities i.e. informational, interactional,
and transactional capabilities.
What resources do Ghanaian MBOs
use to develop m-business capabilities
to create mobile services?
MBOs use a set of resources used by firms
to create m-business capabilities e.g. IS
skills, IS infrastructure, IS development.
How do Ghanaian MBOs develop and
deploy resources to create capabilities
to create m-services?
The presence of dynamic capability
processes e.g. learning and reconfiguration
enables firms to derive value from failed
projects
What is the impact of m-business
capabilities on Ghanaian MBOs?
The success of an MBO deploying m-
services depends on the client’s readiness,
commitment, and the presence of gettable
resources on both sides.
Source: Author’s Construct
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CHAPTER EIGHT
SUMMARY, CONCLUSIONS AND
RECOMMENDATIONS .
8.1 Summary
This study began with an overview of the global adoption of mobile devices and services.
This phenomenon referred to in academic literature as mobile computing includes research
and issues about mobiles and mobility in information systems (Wiredu & Sorensen, 2006;
Ladd et al., 2010). However, there are several subcategories within the broad field of mobile
computing, one of which is mobile business which describes the organisational aspects (of
mobile computing). Mobile business was this study’s priority in order to satisfy departmental
academic expectations. To find out possible research areas to contribute to, this study
undertook a review and discussion of past mobile business research to find out the dominant
issues and conceptual approaches (Chapter 2). The review observed a paucity of research
about the Economics, Strategy and Business Models theme of mobile business research. From
the several gaps identified, this study focused on studying how firms within the mobile
ecosystem e.g. mobile network operators and content providers turn resources around to
create capabilities within a dynamic environment. This phenomenon directly relates to the
development of information systems – one of the core activities of the management
information systems field.
The dynamic capability framework is the prevailing conceptual approach well suited to
studying this research issue. Hence, this study in Chapter Three reviewed the relevant
literature to define and adapt the framework’s concepts towards creating a research
framework to guide data collection and analysis. Using the case study methodology
thoroughly described in Chapter Four, the study collected and presented evidence of how two
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mobile content providers in Ghana deploy and manage resources to create capabilities, within
their environment as discussed in Chapter Five. The analysis and discussion of the findings
led to four propositions that first in terms of the resources, there is a set of resources that
firms use to create m-business capabilities e.g. IS skills, IS infrastructure, IS development.
Second, the presence of dynamic capability processes e.g. learning and reconfiguration
enable firms to derive value from failed projects. Third, success of an MBO deploying m-
services depends on the client’s readiness, commitment, and the presence of gettable
resources on both sides. The findings also make way for a presentation of an empirically
tested and revised research framework as shown in Figure 8.1.
Figure 8.1: Refined Research Framework for Mobile-Business Capability Development
Source: Author’s construct
Source: Author’s Construct
This study’s propositions as related to the refined research framework are that
1. There are three types of m-business capabilities i.e. informational, interactional, and
transactional capabilities.
2. MBOs use a set of resources used by firms to create m-business capabilities e.g. IS
skills, IS infrastructure, IS development.
Quickly Changing Environment
Process
Resource
Development
 Founding stage
 Developing stage
 Maturity stage
Input
Resources
 Human
resources
 Existing
applications
 Customer
needs
 Social
network
Outcome
M-business
Capabilities
 Informational
 Interactional
 Transactional
Impact
Market-based
Impact
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3. The presence of dynamic capability processes e.g. learning and reconfiguration
enables firms to derive value from failed projects
4. The success of an MBO deploying m-services depends on the client’s readiness,
commitment, and the presence of gettable resources on both sides.
8.2 Conclusions
Based on the analysis of the findings in the preceding chapter, this study draws a number of
conclusions. First, within the broader area of management information systems, the human
component remains very important. The findings from this study provide evidence from the
m-business area to support this conclusion. This observation further extends from within the
organisation to its customers who have the potential to shape firm activities, and suggests the
second conclusion about the continuous existence of a multi-disciplinary trend emerging
within the MIS field towards extra-organisational users and related issues. Previous
assumptions of information systems being within the organisation need a revisit and possible
reconceptualisation. This study shows that customers have the potential to cause substantive
changes to a firm’s value offering, and even business models.
Third, mobile computing provides a challenge to information systems research. The MIS
field can neither ignore nor deny this challenge to its traditional boundaries. If “the IS
organisation of the future will increasingly support and manage mobile devices... and a
mobile workforce” (Scott, 2007), then there is equal need to make room for the study of
mobility and related issues like capturing and creating value.
8.3 Implications and Future Research Pointers
This study has three main implications for research, practice and policy.
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8.3.1 For Research and Theory
For research, first, this study contributes a theoretically based and empirically tested research
model to explain the how MBOs deploy and manage resources to create capabilities. This
goes beyond the generic frameworks (e.g. Sirmon, Hitt, & Ireland, 2007; Teece, 2007; Wang
& Ahmed, 2007) that do not apply specifically to the context of m-business (den Hertog et
al., 2010), and thus do not reflect the area’s peculiarities in terms of how MBOs create
capabilities. Hence, this study’s contribution lies in the provision of a framework for
understanding capabilities in m-business context.
Second, the study identifies a set of m-business capabilities that MBOs can draw on to
become market leaders or stay in competition. This study posits that MBOs can create m-
services using informational, interactional, and transactional m-business capabilities.
Third, this study’s literature review and findings provide research areas for further empirical
and conceptual development. In addition, this study’s underpinning purpose to understand the
resources, the dynamic capability creation process and the impact thereof in MBOs is in line
with the call for “research that consolidates the main constructs [of dynamic capabilities] and
capitalises on the previous research in a more structured and focused way” (Barreto, 2010).
Based on the existing literature about the dynamic capability framework this study arrived at
a research framework tested within the mobile business area. The findings and analysis are
evident that firms within the mobile business ecosystem exhibit dynamic capabilities. More
importantly, this study lends support to measuring the impact of firms’ dynamic capabilities
as either market-based impact or financial impact. This helps to some extent to overcome the
ambiguities of measuring overall firm performance and/or competitive advantage.
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8.3.2 For Practice
For practice, managers of emerging and existing MBOs have a framework from which they
can learn and understand how resources are developed to create m-business capabilities
within competitive environments. The findings herein are also foundations for practitioners to
develop higher order dynamic capabilities i.e. the capability to reflect on the whole process of
developing and deploying capabilities, derive lessons from it, and use these in new rounds of
generating new capabilities.
This study suggests that management in MBOs should continuously identify opportunities to
which they could apply their current capabilities. At the same time, they should look for
opportunities to modify their existing capabilities in response to their environment and the
changing needs of customers.
8.3.3 For Policy
This study provides a better understanding for policymakers in the creation of legislations
which affect mobile and allied businesses within the country. At the firm level, this study
suggests that management should define entities and define their specific roles to avoid
conflict in decision making about which m-services to develop. Such policies would also
determine the allocation and development of scarce firm resources.
8.4 Research Limitations
Even though the discussions and findings generated herein may be replicated in other [m-]
business types, this study focuses on m-service providers. The study is limited to the Greater
Accra region. The study does not cover individuals who hawk mobile phone airtime and
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devices, airtime voucher wholesalers and retailers, mobile handset and accessory shops. The
study is be interested in gaining understanding about the development and management of
firm resources to achieve capabilities.
The word mobile business in its classical sense has also been used to describe people or
professionals whose occupations and services are made ‘mobile’ because they could be found
or contacted via a mobile phone number which they leave behind at their physical locations.
For instance, “ads for carpenters scrawled on road signs turn a craftsman with a phone into an
independent, mobile business” (Zuckerman, 2010). This study does not consider such type of
‘mobile businesses’, nor people whose professions take them from place to place e.g. a
mobile bookstore. This study restricts itself to mobile content providers or content
aggregators.
The m-business capability indicators developed within this study was tested with mobile
value-added services providers. The study could have extended or included other players
within the ecosystem to enhance comparability and validity of the indicators.
8.5 Future Research Pointers
This study’s contribution lies the in the operationalisation of the dynamic capability
framework in the mobile business context. Significantly, it has tested the use of two main
impact measures for dynamic capabilities i.e. financial- and market-based impact. Future
research should thus consider further empirical testing and refinement of this measurement
construct.
In addition, this study’s focus on the mobile content providers serves as foundation to test the
existence of dynamic capabilities in other firms within the mobile business ecosystem e.g.
network operators and device manufacturers. An interesting extension could be testing
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mobile-based dynamic capabilities within firms which implement mobile information
systems e.g. firms like FC and E-Tranzact which use systems developed by content providers.
Further, this study provided evidence of resource development processes in two MBOs. Some
of the capabilities developed were retrenched. For instance Nandimobile retrenched its
capability for creating Gripeline. MCC also retrenched some of its capabilities for running m-
services for reality shows. At certain points, some of these capabilities were resurrected
before added to new resources or renewed. The question that future research could explore is
how capabilities are resurrected.
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APPENDICES
Appendix A : Correspondence with subject matter specialist
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Appendix B
Sample Email Correspondence with Nandimobile
Appendix C
Sample Email Correspondence with Mobile Content.Com
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Appendix D
Nandimobile’s Proposal to British Council
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Appendix E
Interview Guide - Nandimobile
In order to build detailed case studies, data on selected firms would cover the following areas.
This is not an exhaustive (or specific) outline but a guide to formulating questions which
capture all relevant data.
1. Firm’s Background
1.1 Objectives/Mission (Founding and Current)
1.2 Management Structure
1.3 Staff Structure (professional/skilled and unskilled)
1.4 Market Focus (national, regional and international)
1.5 Strategy (Operational, Marketing, and IS/IT)–(Founding and Current)
1.6 Start Up Challenges and Solutions
1.7 Present Challenges and Intended Solutions
1.8 Financial History (if available)
1.9 Achievements
2 Perceived competitive advantage or Strategy
2.1 Motivations; Need, Opportunity and/or Response
2.2 Decisions and Strategy
2.3 Challenges/Constraints and Solutions
2.3.1 Technological
2.3.2 Managerial and Organisational
2.3.3 Cultural
2.3.4 Environmental
(2.3.5 Interactionism Impact)
3 Resource Assessment
3.2 Developing Resources and Capabilities
3.2.1 Strategy and Decision Making
3.2.2 Coordination, learning and reconfiguration
3.2.3 Resource Substitution by firm
3.3Managing Resources and Capabilities
3.3.1 Change on structure and processes
3.3.2 Customers (enticing and retention)
3.3.3 Trading Partners–suppliers, IT Vendors, distributors etc
3.3.4 Resource Imitation and Substitution by Competitors 3.3.5 Impact on Legals
and Institutions in the Context
4. Future Developments
4.1Planned Projects
5 Benefits Realised
5.1 Organisation (strategic, informational and operational)
5.2 Achievements (any of the benefits related to the company’s landmark
achievements and Financial Performance?)
5.3 Development (economic, e-readiness and socio-cultural)
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Appendix F Product Testing
Appendix G
Nandimobile’s reply about final Case Study
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LIST OF PUBLICATIONS FROM THESIS
Book Chapter
 Budu, J., and Boateng, R. (in print) Dominant Issues and Conceptual Approaches to Mobile
Business Research from 2005 – 2013. In Wei, J (Ed.), Mobile Electronic Commerce:
Foundations, Development and Applications, Taylor and Francis
Conference Paper
 Budu, J., and Boateng, R. (2013) Dominant Issues and Conceptual Approaches to Mobile
Business Research from 2005 – 2012, Conference Paper – 2013 International Conference on
Mobile Business, Paper 4. Available at http://aisel.aisnet.org/icmb2013/4
Submitted Manuscript
 Budu, J., and Boateng, R. (under review) Creating Mobile Business Capabilities; towards
a research framework. International Journal of Electronic Commerce, Special Issue on
m-commerce (2014).
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