Integrating Big Data in “e-Oman”: opportunities and challenges

Purpose This paper aims to integrate Big Data in e-government in Oman, also known as “e-Oman”, wherein Big Data might be better harnessed to tackle real-time challenges. Design/methodology/approach Besides a description of the concepts of e-government and Big Data in general, the paper underscores the dimensions of “e-Oman”. Following a qualitative approach, the paper asserts how integration of Big Data in “e-Oman” may be useful by invoking examples from four short case studies across different sectors. Findings The paper supports the integration of “e-Oman” and Big Data wherein besides providing smooth public services, the government is encouraged to forge inter- and intra-ministerial collaboration and public-private partnership. The paper probes through the challenges and opportunities in effecting this integration. Practical implications The paper provides a platform for the policymakers to conceive of a synchronized programme for integrating “e-Oman” and the Big Data generated by it. This integration would go a long way in building upon the economy of Oman, besides providing better public services to the individuals and businesses on a real-time basis. Social implications The paper does throw light on the issues of privacy and confidentiality of data available with the government. There are challenges of cybercrime as well. Therefore, the paper posits that a robust fool-proof infrastructure should be instituted by the government for effecting integration of e-government and Big Data. Originality/value This paper seeks to fill the gap in extant literature which remains scant on the integration of e-government with Big Data. This is especially true in the case of Oman where not a single study has been presented to probe this issue. Given that “e-Oman” is expanding its scope over the years, this paper foresees the concomitant opportunities and challenges in the integration of Big Data in “e-Oman”.

Corporate social responsibility: the case of the telecommunications sector

Purpose The paper aims to examine the reporting of corporate social responsibility (CSR) in the telecommunications sector and to consider how the obligations and regulations imposed on operators affect what is considered as CSR compared to other sectors. Design/methodology/approach The paper provides a review of the academic literature on CSR, relating this to developments in the regulatory state and the adoption by governments and intergovernmental bodies of CSR instruments. Also, the paper conducts an analysis of coltan, greenhouse gas emissions and privacy as short case studies where CSR issues and regulations meet. Findings Many activities that in other sectors would be considered CSR are required by licence or legislation, together with much more detailed scrutiny and reporting. Originality/value The paper provides a review of existing literature on CSR in telecommunications, related to theories about CSR and the regulatory state.

Cost efficiency of SDN-enabled service function chaining

Purpose This paper models the cost efficiency of service function chaining (SFC) in software-defined LTE networks and compares it with traditional LTE networks. Design/methodology/approach Both the capital expenditure (CAPEX) and operational expenditure (OPEX) of the SFC are quantified using an average Finnish mobile network in 2015 as a reference. The modeling inputs are gathered through semi-structured interviews with Finnish mobile network operators (MNO) and network infrastructure vendors operating in the Finnish market. Findings The modeling shows that software-defined networking (SDN) can reduce SFC-related CAPEX and OPEX significantly for an average Finnish MNO in 2015. The analysis on different types of MNOs implies that a MNO without deep packet inspection sees the biggest cost savings compared to other MNO types. Practical implications Service function investments typically amount to 5-20 per cent of the overall MNO network investments, and savings in SFC may impact highly on the cost structure of a MNO. In addition, SFC acts as both a business interface, which connects the local MNOs with global internet service providers, and as a technical interface, where the 3GPP and IETF standards meet. Thus, the cost efficient operation of SFC may bring competitive advantages to the MNO. Originality/value The results show solid basis of network-related cost savings in SFC and contributes to MNOs making cost conscious investment decisions. In addition, the results act as a baseline scenario for further studies that combine SDN with virtualization to re-optimize network service functions.

European mobile markets and the doctrine of “4 networks good, 3 networks bad”

Purpose In light of the recent European Commission decisions that clearly favour the maintenance of a four-network structure in European mobile markets, the purpose is to provide an empirical examination of the case for and against such a structure. Design/methodology/approach A table of concentration ratios in 35 sample European markets is constructed and is followed by a detailed analysis of all relevant merger/takeover cases since 2012. These are then used to provide a general analysis of the desirability of further consolidation in the European mobile sector. Findings Although the relevant investigatory bodies claim to have made out a watertight case for the maintenance of existing structures, the paper explains why these claims should be met with some scepticism, especially in light of the development of “quad-play” in all markets. Research limitations/implications When a decision is made on a market structure, it is pointless to pursue the “but what if?” alternatives any further. However, it should be possible in a few years’ time to assess whether the Commission’s predictions have come to pass. Originality/value As the UK decision has only just been delivered, the only commentary so far has had a narrow focus, whereas this paper seeks to provide useful and relevant background data about the structure of markets and technological developments.