Investigating the adoption of smart local government services: the impact of service quality, trust, and social influence

Abstract

Purpose

This study aims to examine the factors that influence the adoption of public services through the latest smart apps designed to provide maximum services within urban local government.

Design/methodology/approach

The research is based on a thorough literature review, expert advice on public service delivery and four complementary theories. An empirical survey used a structured questionnaire to collect primary data from citizens in Indian local governments. The data was analysed using structural equation modelling (SEM) and SmartPLS version 4 to assess the measurement and structural models.

Findings

The study confirmed that service quality, trust, effort expectancy and social influence are key factors for adopting smart app services. Trust and intention are mediators, while performance expectations do not impact the decision to use smart app services.

Research limitations/implications

The study includes a moderate sample size and a focus on a single developing country, which restricts its cross-cultural applicability. This research investigated the factors influencing individual adoption and use of local government services delivered through smart apps.

Practical implications

The study has significant implications for policymakers, researchers and implementers. It provides insights for developing strategies to increase the use of smart services, thereby enhancing local governance's efficiency, transparency and accountability.

Originality/value

This study enhances existing knowledge by adding service quality, trust and adoption to the model, which helps examine the factors affecting adoption. With limited research on local smart service app adoption, this study provides valuable insights.

Citation

Hakeem, M.J. and Sulphey, M.M. (2024), "Investigating the adoption of smart local government services: the impact of service quality, trust, and social influence", Transforming Government: People, Process and Policy, Vol. 18 No. 4, pp. 785-802. https://doi.org/10.1108/TG-06-2024-0136