A Mobile Based Information System Framework For The Bangladeshi Ready-Made Garment Industry

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A MOBILE BASED INFORMATION SYSTEM FRAMEWORK FOR THE

BANGLADESHI READY-MADE GARMENT INDUSTRY
Thesis · July 2023

DOI: 10.13140/RG.2.2.32293.06885
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A MOBILE BASED INFORMATION SYSTEM
FRAMEWORK FOR THE BANGLADESHI
READY-MADE GARMENT INDUSTRY
A PhD Thesis
by
Md Taimur Ahad
Supervisors
Dr. Peter Busch and Dr. Yvette Blount

Md Taimur Ahad A Framework of MBIS for RMG
Submitted to
The Faculty of Science and Engineering at

Macquarie University, Sydney
For the requirements of the degree of
Doctor of Philosophy in Computing
January, 2020
PhD thesis P a g e |1
Table of Contents
TABLE OF CONTENTS 2
TABLE OF TABLE 11
TABLE OF FIGURE 13
CERTIFICATE OF ORIGINAL AUTHORSHIP 14
ACKNOWLEDGEMENTS 15
EXTENDED ABSTRACT 17
ACRONYMS AND ABBREVIATIONS 20
CHAPTER 1 21
INTRODUCTION TO THE RESEARCH 21
1.1 Background of the study 21
1.2 Why Bangladesh and Bangladeshi RMG? 26
1.3 Motivation 28
1.4 GAP 30
1.5 Aim of the research 32
1.6 Research Questions 32
1.7 Research Objectives 33
1.8 Research methodology 34
1.9 Phases of the research 35
1.10 Research significance 36
1.11 Contributions to the IS knowledge domain 39
1.12 Organization of the thesis 40
CHAPTER 2 44
POSITIONING THE STUDY'S CONTEXT: CHARACTERISTICS & PROBLEM

DOMAIN OF BANGLADESHI RMGS 44
2.1 Introduction to Bangladesh 44

2.1.1 Bangladesh: demographic information 45
2.1.2 Language 46
2.1.3 Literacy Rate 47
2.1.4 Bangladesh Economy 47
2.1.5 IT in Bangladesh 49
2.2 Mobile phone industry in Bangladesh 50

2.2.1 Mobile phone industry regulators in Bangladesh 52
2.2.2 Mobile phone subscribers in Bangladesh 55
2.2.3 Mobile phone adoption in RMG 55
2.3 Ready-made garments in Bangladesh 57

2.3.1 RMG Business Structure and its characteristics 58
2.3.2 Information technology in RMG 61
2.3.3 Information system in the Bangladeshi RMG sector 62
2.3.4 Challenges for RMG workers in Bangladesh 63
2.4 Chapter summary 66
CHAPTER 3 67
LITERATURE REVIEW: MBIS AND AFFORDANCE THEORY 67
3.1 Introduction 67
3.2 Mobile Based Information System 68

3.2.1 Defining MBIS for this thesis and potential tasks of MBIS 69
3.2.1.1 Information access, process and retrieval 71
3.2.1.2 Strategic planning 71
3.2.1.3 Management control 72
3.2.1.4 Operational control 72
3.2.2 MBIS Architecture 73
3.2.2.1 Presentation Tier 75
3.2.2.2 Application Tier 75
3.2.2.3 Database Tier 75
3.3 Theory of Affordance 76

3.3.1 Why affordance theory? 77
3.3.2 Affodances theory applied in different context 78
3.3.2.1 Affordance theory in the context of learning 78
3.3.2.1 Affordance theory in the context of organisation fludity 79
3.3.2.1 Affordance theory in the context of mobile worker 80
3.3.2.2 Affordance theory in the enterprises context 80

3.3.3 Productivity of affordance theory 83
3.3.3.1 Affordance of ubiquitous information and data access 84
3.3.3.2 Affordance of Connectedness 85
3.3.3.3 Affordances of mobility 86
3.3.3.4 Affordance of Agility 87
3.3.3.5 Affordance of governance 89
3.3.3.6 Affordance of human resource management 90
3.3.3.7 Affordance of banking provision 91
3.3.3.8 Affordance of learning 91
3.3.3.9 Affordance of empowerment 92
3.3.4 Key constructs of affordances considered for this research 93
3.3.5 Research gap in the MBIS affordance domain 94
CHAPTER 4 98
EMPOWERMENT THROUGH MBIS 98
4.1 Introduction 98
4.2 Introduction to empowerment 99
4.3 Empowerment theories 101

4.3.1 Structural empowerment theory 102
4.3.2 Motivational empowerment theory 103
4.3.3 Leadership empowerment theory 104
4.3.4 Technological empowerment theory 105
4.4 Empowerment components 106
4.5 Process of empowerment 109
4.6 Empowerment outcomes 111
4.7 MBIS based empowerment 113
4.8 Empowerment in Bangladesh 117
4.9 MBIS based empowerment in Bangladesh 117
4.10 Knowledge gap on MBIS based empowerment 118
CHAPTER 5 121
MBIS ADOPTION STUDIES 121

5.1 Introduction 121
5.2 The approaches of MBIS adoption studies 122
5.3 The paradigm of micro- and macro-level IS theories 123

5.3.1 Micro level User perspective IT/IS adoption studies 123
5.3.1.1 Theory of Reasoned Action (TRA) 124
5.3.1.2 Theory of Planned Behavior (TPB) 125
5.3.1.3 Technology Acceptance Model (TAM) 127
5.3.1.4 Diffusion of Innovations (DOI) theory 129
5.3.1.5 Unified Theory of Acceptance and Use of Technology (UTAUT) 130
5.3.2 Micro level Adoption studies on MBIS 132
5.3.3 Summary of micro level IS theories applied MBIS studies 142
5.3.4 Macro-level technology and organization-level studies 142
5.3.4.1 Technology-organization-environment framework 143
5.3.4.2 TOE applicability in mobile phone context 144
5.3.4.3 TOE factors identified in previous research 147
5.4 Knowledge gap in the domain of MBIS adoption 152
CHAPTER 6 155
DOI BASED MBIS CONCEPTUAL FRAMEWORK 155
6.2 The conceptual MBIS framework based on Micro-level perspective 156

6.2.1 Theories used in the framework 158
6.3 Constructs of MBIS framework 159

6.3.1 Relative advantage 159
6.3.2 Compatibility 160
6.3.3 Complexity/Perceived Ease of Use 161
6.3.4 Trialability 162
6.3.5 Observability 162
6.3.6 Perceived cost 163
6.3.7 Demographic and socioeconomic factors 164
6.3.8 Intention to use construct 165
CHAPTER 7 167
RESEARCH DESIGN AND METHODOLOGY 167
7.2 Research Paradigm 169
7.2.1 Diversity in research paradigm 170

7.2.2 Major research paradigms in IS 171
7.2.2.1 Positivism 171
7.2.2.2 Interpretivism 173
7.2.2.3 Pragmatism- Research paradigm for this study 174
7.3 Research design 175

7.3.1 Ontology 176
7.3.2 Epistemology 178
7.3.3 Methodological dimensions 179
7.3.4 Quantitative and Qualitative research contrasts 180
7.3.5 Pluralist research method 183
7.3.6 The qualitative approach adopted here 186
7.3.7 Strategies of inquiry 187
7.3.8 Interview 187
7.3.8.1 Selecting RMGs and research participants 189
7.3.8.2 The participant selection process 189
7.3.8.3 Gaining access to the organizations 191
7.3.8.4 Interview instrument 192
7.3.8.5 Interview process 193
7.3.9 Focus group 194
7.3.9.1 Selecting the members of the focus group 195
7.3.9.2 Focus group discussion instrument and pre-test of instrument 197
7.3.9.3 Focus group discussion process 198
7.3.10 Survey 199
7.3.11 Survey procedures 200
7.3.11.1 Selection of RMGs for the survey 201
7.3.11.2 The population, sample and participants 201
7.3.11.3 Justification of quantitative research and participant number 202
7.3.11.4 Survey instrument 202
7.3.11.5 Questionnaire design 203
7.3.11.6 Items and variables 204
7.3.11.7 Measurement 206
7.3.11.8 Pre-testing the questionnaire 206
7.3.11.9 The pilot study 207
7.3.11.10 The survey process 207
7.4 Data interpretation and analysis 209

7.4.1 Thematic analysis process in the thesis 212
7.4.2 Survey data interpretation and analysis 215
7.5 Ethical considerations 216
CHAPTER 8 219
QUALITATIVE DATA CODING AND RESULTS 219
8.2 Identifying MBIS affordances for RMG 220

8.2.1 Affordance of communication 220
8.2.2 Connectedness through Location-Aware Services 221
8.2.3 MBIS’ contribution to reduction in product lead times 222
8.2.4 Increased mobility 224
8.2.5 Improved agility 225
8.2.6 Coordination 225
8.2.7 Improved business process and decision making ability 227
8.2.8 Collaborative working 228
8.2.9 MBIS contribution in Goodwill development through improvement of quality and reduction
in defects 229
8.2.10 8.2.10 MBIS contribution in reduction of process loss 230
8.2.11 Inventory management 230
8.2.12 MBIS for good governance through compliance monitoring, occupational health and
safety (OHS) and reduction in accidents 231
8.3 RO1: Identified MBIS affordances 233
8.4 RO2: Role of MBIS in empowerment in the context of RMG domains 235
8.5 Empowerment using MBIS 235

8.5.1 Identifying empowerment component 235
8.5.1.1 Access to information 237
8.5.1.2 Competency 241
8.5.1.3 Impact of significant influence 245
8.5.1.4 The large impact of introducing a mobile based payment system 245
8.5.1.5 Self-determination for development 246
8.5.1.6 Meaning 249
8.6 Identifying micro-level customer perspective factors in MBIS adoption 251

8.6.1 Relative advantages 252
8.6.2 Compatible with future RMG technologies 254
8.6.3 Easy to learn technology 254
8.6.4 Users’ prior experience with mobile technology 254
8.7 Identifying macro-level technological, organizational and environmental factors 255

8.7.1 Technological factors 256
8.7.1.1 Government’s focus on technology adoption 256
8.7.1.2 Users Technological readiness 258
8.7.1.3 Mobile phone infrastructure for IS service provision 259
8.7.1.4 Available technology for MBIS adoption 259
8.7.1.5 Technical strategy 260
8.7.1.6 Integration with current IT 261
8.7.1.7 Limited knowledge on Security 261
8.7.2 Organizational factors 262
8.7.2.1 Organizational IT capabilities of RMG owners 262
8.7.2.2 Organization size 262
8.7.2.3 Organizational competition in RMGs 263
8.7.2.4 Environment/Lack of unionization/Voices against big power 263
8.7.2.5 Supportive organizational environment 263
8.7.2.6 Top managers support 264

8.7.3 Environmental factors 265
8.7.3.1 Regulatory support for MBIS 265
8.7.3.2 General interest only towards applications generating revenue 265
8.7.3.3 MTOs and continuous reductions of mobile technology costs 266
8.7.3.4 High availability of IT professionals 266
8.7.3.5 Countrywide demands to improve the RMG situation 267
8.7.3.6 Psychological barriers 268
8.7.3.7 Interoperatibility 268
8.7.3.8 Different kinds of mobile phone usage/Shared phone usage 268
8.8 Summary 269
CHAPTER 9 270
QUANTITATIVE DATA RESULTS 270
9.2 Demographic data results and analysis 271

9.2.1 Obstacles in running RMG business 275
9.2.1.1 Employee perspective problems 277
9.2.2 Participants’ mobile phone adoption and usages of mobile phones 278
9.2.2.1 Mobile phone ownership 278
9.2.2.2 Mobile phone usage 278
9.2.2.3 Knowledge on the mobile phones among survey participants 280
9.2.3 Participants’ knowledge, opinions and intention to use MBIS service 281
9.2.3.1 RMG owners, manager and employees’ view of MBIS benefits 282
9.2.3.2 Concern and barriers in using MBIS 283
9.2.3.3 Intention to use MBIS service 284
9.3 Hypothesis testing 285

9.3.1 Evaluation of the model 287
9.3.1.1 Overall model evaluation: 288
9.3.1.2 Goodness of Fit 288
9.4 Final micro-level customer MBIS adoption model 289
CHAPTER 10 290
DISCUSSIONS AND IMPLICATIONS 290
10.2 RQ1: Role of MBIS affordance 291

10.2.1 MBIS affordance of communication 292
10.2.2 Connectedness 293
10.2.3 MBIS’ contribution to a reduction in product lead times 295
10.2.4 Mobility 297

10.2.5 Agility 298
10.2.6 Coordination 300
10.2.7 Improved business process and decision making ability 301
10.2.8 Collaborative working 301
10.2.9 MBIS contribution in reduction of process loss 302
10.2.10 Inventory management 302
10.2.11 MBIS for good governance 302
10.3 RQ2: Role of MBIS in empowerment in the context of RMG domains 304
10.3.1 Discussions on Identified empowerment component in this study 306
10.3.1.1 Access to information 306
10.3.1.2 Competency 309
10.3.1.3 Self determination 311
10.3.1.4 Meaning 312
10.3.1.5 Role of MBIS in empowerment in the context of RMG domains 313
10.4 Research objective 3: Identifying adoption factors of MBIS 318

10.4.1 Macro level MBIS adoption factors 318
10.4.1.1 Technology context factors 319
10.4.1.2 Organization context factors 325
10.4.1.3 Environment context factors 328
10.4.2 Micro level factors 331
10.5 The MBIS framework for RMGs 334
CHAPTER 11 340
CONCLUSION 340

11.1.1 Answer of RQ 1: 341
11.1.2 Answer of RQ 2: 341
11.1.3 Research objective 3: 342
11.1.3.1 Macro-level adoption factors 342
11.1.3.2 Micro-level adoption factors 343
11.2 Academic and practical contributions 344

11.2.1 Theoretical contributions 344
11.2.2 Methodological contributions 349
11.2.3 Practical implications 351
11.2.4 National implications 355
11.3 Limitations of the research 356
11.4 Recommendations for future research 358
11.5 Conclusion 360
APPENDIX A: INFORMATION LETTER TO THE RESEARCH PARTICIPANTS406
APPENDIX B: FAQ 408
APPENDIX C: SURVEY QUESTIONARIES 410
APPENDIX D: INTERVIEW INSTRUMENTS (RMG REPRESENTATIVES) 424
APPENDIX E: INTERVIEW INSTRUMENTS (EXPERT REPRESENTATIVES) 431
APPENDIX F: INTERVIEW INSTRUMENTS (FOCUS GROUP) 440
APPENDIX G: CONSENT FORM FOR RESEARCH PARTICIPANTS 442
APPENDIX H: QUANTITATIVE DATA CODING AND DICTIONARY 443
PhD thesis P a g e | 10
Table of Table
TABLE 2.1: RATES OF GROWTH AND SHARE TO EXPORT OVER THE YEAR
1990 TO 2016 ...........................................................................................................48
TABLE 2.2: MOBILE PHONE SUBSCRIBERS IN BANGLADESH (BRTC, 2019) ..55
TABLE 3.1: POTENTIAL TASKS AND THE ACTIVITIES USING MBIS FOR
RMG .........................................................................................................................70
TABLE 3.2: POTENTIAL TASKS AND THE ACTIVITIES USING MBIS FOR
RMG .........................................................................................................................93
TABLE 3.3: INDUSTRIES CAPITALIZING ON MBIS AFFORDANCES .................94
TABLE 4.1: EMPOWERMENT THEORIES EMERGING FROM THE
LITERATURE........................................................................................................102
TABLE 4.2:MOBILE PHONE BASED EMPOWERMENT STUDY .........................113
TABLE 4.3: THEORIES USED IN PREVIOUS EMPOWERMENT STUDIES ........116
TABLE 5.1: CONTEMPORARY MBIS ADOPTION STUDIES APPLIED TO
MICRO LEVEL IS THEORIES.............................................................................137
TABLE 5.2:TOE FACTORS USED IN CONTEMPORARY STUDIES ....................150
TABLE 7.1: RESEARCH ORIENTATION AT A GLANCE FOR THIS THESIS .....168
TABLE 7.2:DETAILS OF INTERVIEWEES ..............................................................190
TABLE 7.3:FOCUS 1 GROUP PARTICIPANTS‘ DETAILS .....................................195
TABLE 7.4:FOCUS 2 GROUP PARTICIPANTS‘ DETAILS .....................................196
TABLE 7.5: VARIABLES AND ITEMS INCLUDED IN THE SURVEY .................205
TABLE 7.6: THEMATIC ANALYSIS PROCESS OF THIS STUDY ........................212
TABLE 7.7: EXAMPLE OF EMERGENT THEMES USING THEMATIC
ANALYSIS ............................................................................................................215
TABLE 8.1: IDENTIFIED CODES BETWEEN AGILITY AND RMG
CAPABILITY CONSTRUCTS .............................................................................225
TABLE 8.2: RELATIONSHIPS BETWEEN GOVERNANCE AND RMG
TABLE 8.3: IDENTIFIED EMPOWERMENT COMPONENTS, PROCESS AND
OUTCOMES IN THIS STUDY .............................................................................236
TABLE 8.4: MICRO-LEVEL FACTORS EMERGED FROM THE INTERVIEW
AND FOCUS GROUP ...........................................................................................252
TABLE 8.5. FINDINGS ON TOE FACTORS IN THIS RESEARCH ........................257
TABLE 9.1: DEMOGRAPHIC DATA .........................................................................272
TABLE 9.2: OBSTACLES IN RUNNING BANGLADESHI RMG ...........................276
TABLE 9.3: RMG WORKERS' PROBLEMS ..............................................................277
TABLE 9.4:MOBILE PHONE OWNERSHIP..............................................................278
TABLE 9.5: USE OF MOBILE PHONE AMONG SURVEY PARTICIPANTS ........280
TABLE 9.6: PERCEPTION OF KNOWLEDGE OF MOBILE PHONE USES ..........281
TABLE 9.7:KNOWLEDGE ON MOBILE PHONES AMONG PARTICIPANTS .....281
TABLE 9.8: MBIS BENEFITS AND ADVANTAGES FOR RMGS ..........................282
TABLE 9.9: BARRIERS IN MBIS ADOPTION..........................................................284

TABLE 9.10: PARTICIPANTS‘ INTENTION TO ADOPT MBIS .............................285
TABLE 9.11:MBIS VARIABLES TESTING USING MLR ........................................286
TABLE 9.12:PREDICTORS‘ UNIQUE CONTRIBUTIONS IN THE
MULTINOMIAL LOGISTIC REGRESSION .......................................................286
TABLE 9.13:MBIS INTENTION TO USE CLASSIFICATION TABLE ...................287
TABLE 9.14:GOODNESSOF FIT ................................................................................289
TABLE 9.15: PSEUDO R-SQUARE ............................................................................289
TABLE 10.1:IDENTIFIED RELATIONSHIPS BETWEEN DATA, EMERGED
THEME (CONNECTEDNESS) AND ASSOCIATIONS/IMPACT .....................295
TABLE 10.2:IDENTIFIED RELATIONSHIPS BETWEEN MOBILITY AND RMG
TABLE 10.3: IDENTIFIED RELATIONSHIPS BETWEEN AGILITY AND RMG
TABLE 10.4: IDENTIFIED RELATIONSHIPS BETWEEN GOVERNANCE AND
RMG CAPABILITY CONSTRUCTS ...................................................................303
TABLE 10.5: EMPOWERMENT CONSTRUCTS IN THIS STUDY .........................315
TABLE 10.6. FINDINGS OF TOE FACTORS IN THIS RESEARCH .......................321
TABLE 10.7: MICRO-LEVEL FACTORS IMPACT THE INTENTION TO USE
MBIS ......................................................................................................................332
Table of Figure
FIGURE 1.1: THEMES OF THE THESIS......................................................................41

FIGURE 2.1: MAP OF BANGLADESH (SOURCE: WEB SITE OF THE
GOVERNMENT OF BANGLADESH). ..................................................................46
FIGURE 2.2: MOBILE INDUSTRY ANALYSIS IN BANGLADESH (ADAPTED
FROM AHAD ET AL., 2013) ..................................................................................54
FIGURE 2.3: RMG BUSINESS STRUCTURE IN BANGLADESH ............................60
FIGURE 3.1: HIGH-LEVEL LOGICAL ARCHITECTURE OF MBIS FOR RMG
ADAPTED FROM GINIGE, GINIGE AND RICHARDS‗ (2012) AND GINIGE
AND RICHARDS‗ (2012) .......................................................................................74
FIGURE 3.2: AFFORDANCES OF MBIS ON THE ORGANIZATIONAL
CONTEXT ADAPTED FROM CHATTERJEE ET AL., 2017; LEONARDI,
2013; VOLKOFF & STRONG 2013 ........................................................................82
FIGURE 5.1: TRA MODEL (FISHBEIN & AJZEN, 1975) .........................................124
FIGURE 5.2: TPB MODEL (AJZEN, 1991).................................................................126
FIGURE 5.3: TAM MODEL BY DAVIS (1989) .........................................................128
FIGURE 5.4: EXTENDED TAM BY VENKATESH AND DAVIS (2000)................129
FIGURE 5.5: UTAUT MODEL (VENKATESH ET AL., 2003) .................................131
FIGURE 5.6: THE TOE FRAMEWORK (TORNATZKY AND FLEISCHER, 1990)143
FIGURE 6.1: A CONCEPTUAL FRAMEWORK TO STUDY MICRO-LEVEL
CUSTOMER PERSPECTIVE MBIS FACTORS ..................................................157
FIGURE 7.1: COMPONENTS OF RESEARCH DESIGN ..........................................176
FIGURE 7.2: RESEARCH METHODOLOGY ............................................................181
FIGURE 8.1: IDENTIFIED MBIS AFFORDANCES FROM INTERVIEWS AND
FOCUS GROUP .....................................................................................................234
FIGURE 9.1: MICRO-LEVEL CUSTOMER FACTORS BASED ON THE SURVEY289
FIGURE 10.1:IDENTIFIED MBIS AFFORDANCES .................................................292
FIGURE 10.2: MBIS AFFORDANCES FRAMEWORK FOR BANGLADESHI
RMGS ADAPTED FROM (POZZI ET AL., 2014) ...............................................304
FIGURE 10.3: EMPOWERMENT FRAMEWORK FOR RMG WORKERS USING
MBIS ......................................................................................................................305
Certificate of Original Authorship
I certify that the work in this thesis has not previously been submitted for a degree nor
has it been submitted as part of the requirements for a degree except as fully
acknowledged within the text.
I also certify that the thesis has been written by me. Any help that I have received in
my research work and the preparation of the thesis itself has been acknowledged. In
addition, I certify that all information sources and literature used are indicated in the
thesis.
Signature of Student
Date: 9/1/2020
Acknowledgements
PhD dissertation writing is a long, creative and challenging journey. The journey is
sometimes smooth, sometimes hard and sometimes full of surprises. When I look back
over the last five years, I feel I am blessed that I received marvelous help from my
supervisors, the participants in this research, the Macquarie University research
support team and my family. This thesis would not have been accomplished without
their support, help and contributions. I take the opportunity to thank those people who
contributed to this research and to whom I am greatly indebted.
First and foremost, it was my honor to be a student of Dr. Peter Busch and Dr. Yvette
Blount. I had the great fortune my PhD was supervised by Dr. Peter Busch and Dr.
Yvette Blount. I am very grateful for their sage advice, insightful criticisms and
patient encouragement aided the writing of this thesis in innumerable ways. I am
especially grateful to my principal supervisor Dr. Peter Busch, a great person and a
scholar in information systems, for realizing the various family problems I
encountered during the last five years. The completion of the PhD would have been a
myth if Dr. Busch had not accepted me as a student. I would also like to thank my
associate supervisor, Dr. Blount, also a great scholar in information systems, for her
support and contributions in this research. Her acute insights, constructive criticisms
from deeply informed perspectives greatly improved this dissertation.
I would also like to acknowledge and thank all the research participants and
particularly the Ready-Made Garments factory owners, who permitted me to conduct
the research, gave their time to the survey and shared their views despite a shortage of
time. The focus group and interview participants from the RMGs, mobile operators
and NGOs who participated actively in the research also deserve more than a simple
‗thank you‘ and I hope these findings from this research will be a useful reference to
them and their companies.
Without the financial support from MQ, this research could not have become reality. I
sincerely acknowledge the financial support offered to me through an Australian
Postgraduate Research Award. I therefore thank MQ and a range of people from the
Faculty of Science and Engineering and the research administration at MQ.
A special thanks to my friend Sohel, who introduced me to the term ‗research‘ in
Grade 6. Sohel, you have motivated me in various ways to become a researcher; I
will explain this to you when I see you in Dhaka.
Last but definitely not least, my deepest thanks go to my beloved family. I would not
have made it without my wife Saky‗s constant support. I apologized to my son Ayat
and daughter, to whom I could not give enough time as I should have. Thanks to my
mother, who always prayed for me. Thanks to my father who wanted me to finish my
PhD study. Thanks go to my brother Vaia, who was always there to help me.
This thesis belongs to the above mentioned and unmentioned personnel who helped,
encouraged and supported me.
Extended abstract
In this information age, organizations rely heavily on information system (IS) as IS
significantly influences a company‗s competitive advantages, business operations and
managerial decision. Companies across many industries are also capitalizing on the
benefits of implementing mobile phone based information system (MBIS) to support
collaborative work, decision making and the business processes to achieve efficient
and effective business operations. While the potential that MBIS brings values to the
customers, employees and business process is widely acknowledged, there is a dearth
of empirical research, providing insights into how MBIS can actually contribute in the
Bangladeshi RMG sector. In acknowledgement of this knowledge gap, the purpose of
this thesis is to develop an MBIS framework for Ready-made garments (RMGs) in
Bangladesh. This research is significant as there is relatively little known about the
use of MBIS by RMGs in Bangladesh, despite the fact RMGs are a major source of
foreign income in the country.
However, informed by the background literature fields of IT, IS and MBIS, this study,
theoretically builds upon affordance, empowerment and adoption theories. The study
takes a critical realist approach, and in developing the framework, the research
employed a mixed method approach, consisting of interviews and two focus group
studies with RMGs, MTOs (Mobile telecommunication organizations) and
government officials followed by a survey with RMG owners, managers and
employees. In this study, I identified that MBIS offers twelve (12) affordances-
Communication, Connectedness, Reduced lead time, Mobility, Agility, Coordination,
Improved BP &decision making, Collaborative working, Goodwill development,

Reduction of process loss, Inventory management and Good governance to
Bangladeshi RMGs. Furthermore, this study identified empowerment as a crucial
affordance rarely identified in prior literature. Following the empowerment affordance
using MBIS, this study found access to information, competency, impact, self-
determination and meaning were empowerment components for RMG workers.
Improved communication, the opportunity to access employee regulations, access to
health and safety information, increased confidence about ability, professional
development opportunities were potential empowerment outcomes of using MBIS.
As the research, seeks to identify a comprehensive range of both micro- and macro-
level determinants of MBIS, the resulting framework included customer perspectives,
organizational perspectives and country-level factors that impact on the adoption of
MBIS by RMGs. From the adoption perspective factors, technological readiness, easy
to learn MBIS technology, RMG capability, Government intervention and a
supportive regulatory environment were found as macro level determinants of MBIS
success. The micro-level customer centric factors that promote adoption were the
advantages of MBIS, compatibility and perceived ease of use. Furthermore, a survey
conducted in this study that explored the relative advantages of MBIS, cost and age
of the users were also some micro-level customer perspective variables impacting
upon intention to adopt MBIS.
The framework will be of value to the RMGs, government, MTOs and MBIS
developers in accelerating the development of MBIS in Bangladesh. This research is
expected to support national policies, such as the Sustainable Development Goals
(SDG) 2020 and the National IT Policy of Bangladesh. Furthermore, it has
implications for other developing countries in improving the capacity of RMGs and
realizing their own development goals through mobile technologies.
Acronyms and Abbreviations

3G Third generation mobile broadband
API Application programming interface
B2B Business-to-business
B2C Business-to-consumer
BASIS Bangladesh Association of Software and Information Services
BGM Bangladesh garments manufacturing
CI Chief investigator
EA Enterprise applications
E-commerce Electronic commerce
GDP Gross domestic product
GPRS General packet radio system
GPS Global positioning system
LIC Low income country
LMIC Lower-middle income country
mBanking Mobile banking
M-commerce Mobile commerce
MLR Multinomial regression analysis
MP3 Portable music player
mPayment Mobile payment
MTO Mobile Telecom Operator
NGO Non-government orgniszation
RFID Radio frequency identification
RPC Reverse product cycle
RQ Research question
SDL Service-dominance logic
SI Service innovation
SIPPc Service process innovation practices
SIPPd Service product innovation practices
SIPs Service innovation practices
TSB Technology strategy board
TV Television
WAP Wireless application protocol
Wi-Fi Wireless fidelity
WLAN Wireless local area network
Chapter 1
Introduction to the research
This chapter introduces the research to the readers, by highlighting gaps in the
existing literature and justifying the need to study mobile information system
(MBIS) deployment and its role in Bangladeshi ready-made garments (RMGs).
As the study is established focusing on the Bangladeshi RMGs, section 1.2
justifies the choice made in this respect. The aims and objectives are listed
thereafter; following the contributions of this study in the MBIS domain are
clearly elaborated. Lastly, the structure of the thesis is described.
1.1 Background of the study
Mobile based information systems (MBIS), which is a new wave in information and
communication technology not only penetrated individuals‗ lives, but has also
transformed the nature of communication, work and organizational use. The
ubiquitous feature of MBIS offers the possibility of transmitting information within a
space and time-independent context, which subsequently leads organizations to the
enrichment of the value delivered by MBIS (Brierley & Walker, 2017; Brinkel et al.,
2017; Cibangu et al., 2017; Cibangu et al., 2017; Sam, 2017; Wollersheim et al.,
2017). In this scenario, organizations are either deploying MBIS to gain competitive
advantages or facing the transformation of business activities from information
system (IS) operations towards MBIS. Despite the enthusiasm concerning MBIS,
which has existed for more than fifteen years, IT practitioners and academics, are not
clear as to whether existing knowledge of fixed networks and stationary desktop IT is
applicable to MBIS or whether new approaches and models need to be introduced
(Bolat 2015). By remaining unresolved, this question prevents organizations from
reacting to business opportunities offered by MBIS deployment.
As a continually maturing field, MBIS fulfills informational and transactional needs
in developing countries (Brierley & Walker, 2017; Brinkel et al., 2017; Cibangu et al.,
2017; Cibangu et al., 2017; Sam, 2017; Wollersheim et al., 2017). As in the
developing countries, traditional computer-based electronic services have not matured
to the phase with full interactive, transactional or integrated capability (Kabanda &
Brown, 2017; Molla & Licker, 2005), MBIS has evolved to be a mainstream method
of banking, education and health services in these countries (Brierley & Walker, 2017;
Brinkel et al., 2017; Cibangu et al., 2017; Cibangu et al., 2017; Sam, 2017;
Wollersheim et al., 2017). The huge uptake of mobile phones, slow adoption of
computers because of the high price and continuous improvement of mobile phones
and technology also have contributed to the development of MBIS in developing
countries (Kabanda & Brown, 2017). Reported benefits of MBIS are low cost delivery
and distribution platforms, improved human-computer interaction, increased data and
information visualization capabilities of mobile devices and remarkable market
penetration (Brechbühl & Back, 2013; Picoto et al., 2014). However, even though the
structure of MBIS is evident in most of the developing countries, the capabilities of
MBIS have not reached to its full extent of organizational use, and thus MBIS
capabilities in organizational contexts remains under researched (Picoto et al., 2014).
One important industry in Bangladesh-Ready-made Garments (RMGs) accounts for
approximately 76% of total export earnings and nearly 25% of the GDP (Alam &
Natsuda, 2016, Islam & Haque, 2018). RMGs are also important in the global context
as in recent years; Bangladesh has become the second-largest garment-exporting
country in the world (Alam & Natsuda, 2016; Islam & Haque, 2018). However,
despite the significant contributions of RMG to the economy, the sector faces several
challenges (Ahammad et al., 2017; Rahim, 2017).
One main challenge for Bangladeshi RMG is the unusually long lead times to produce
finished goods, and this places Bangladesh behind other RMG supplier countries (Dey
& Basak, 2017). One underlying cause of long lead times is poor IT to support RMG
business functions (Nuruzzaman et al., 2010). It has been recognized that
information and communication are vital to the successful delivery of garments as
RMG business is composed of different tiers of contractors. From time to time, RMG
stakeholders need real time information on current design aspects, market prices,
availability of accessories, support of supply chain to make informed decisions at
various stages of RMG production and selling cycle. The required information needs
to be extracted from many sources in a wide variety of formats, often using different
terminology to express the same concept. Therefore, to effectively support RMG
activities, it is essential to provide the correct information when required. Some
studies have been undertaken in the RMG sector to suggest an increase in
performance and reduction in lead times using IT by focusing on integrated
relationship management and collaborative relationships (Chandra, 1997;
Dossenbach, 1999; Bowen 2000; Au & Ho, 2002; Buxey, 2005; Lambert & Pohlen,
2001; Nuruzzaman et al., 2010; Pramatari, 2007; Wong, 1999; Zhao et al., 2008).
The second challenge is the disempowerment of RMG workers (Dey & Basak, 2017;
Khan et al., 2018; Liu et al., 2018; Naved et al., 2018). Bangladeshi RMG workers
represent the bottom of the social pyramid. There exists a large power distance
between workers and their RMG employers, consisting of owners and managers.
Large power difference cultures lack empowerment elements (Eylon & Au, 1999).
RMG workers face numerous challenges through poor wages, employment insecurity,
harassment, unsafe working conditions and discrimination (Hossan et al., 2012). Low
law enforcement levels, little dialogue amongst government and lack of worker
unions also contributes to this disempowerment (Mariani, 2013).
Given the long lead time to produce garments is a major challenge, and as mentioned
above, lessons learned (Berghaus & Back, 2014; De Silva et. al., 2017; Fernando,
Ginige & Hol, 2017; Hurt et. al., 2016; Ratajczak et. al., 2017; Kale et. al., 2015)
imply MBIS has affordances to reduce long lead time in Bangladeshi RMG. These
studies emphasize MBIS affordances to provide enhanced communications and better
information access and retrieval. Using MBIS employees can share data, perform
collaborative work when they are not in the office and take business decisions.
Ubiquitous availability of information through MBIS and the ability of MBIS
to exchange information provide enterprises an opportunity to connect to the
customers, to link business to business and to avail real-time context based
information (Samarakoon et. al., 2017). Effective MBIS use within corporate
environments improves business processes by integration as well as automation via
mobile devices. Sammer et. al., (2013) added that innovative management and
improved internal efficiency are also some of the added value of MBIS.
MBIS based empowerment may be one solution to the disempowerment of
Bangladeshi RMG workers (Kang et al., 2016; Permwonguswa et al., 2017; Tan et al.,
2016). Specifically, in developing countries where government support is inadequate,
poor citizens fall behind in receiving better capacity development support, MBIS has
an opportunity to empower citizens (Badran, 2014; Cai et al., 2015; Chew et al., 2013;
Dasuki et al., 2013; Ginige & Richards, 2012; Mehta & Mehta, 2014; Walker et al.,
2015). In developing countries infrastructures are limited and terrains are inaccessible,
in this scenario MBIS has the potential to establish a synergistic link to the
information, society and country that increase opportunity for the poor and
marginalized those workers who represent the bottom of the social pyramid (Rotberg
& Aker, 2013). MBIS may also improve the efficiency of RMG by empowering
owners/managers. For example, MBIS is suitable for time critical information, access
to information 24/7 and communication (Picoto et al., 2014). These features
possibly increase managers‗ empowerment. An empowered owner or manager is
reported to be more efficient in running the RMG business as they can respond with
time critical information, solve any high level business issue or create an image in
the business. A manager is empowered when s/he has the necessary information for
the buyers, suppliers or stakeholders - these empowerments will assist in satisfying
customers.
MBIS is a technological innovation and the availability of a technology-based service
merely ensures that users will uptake the services. MBIS, like any other technological
application, has a strong link to the customer‗s behavior, perception and motivation.
Traditionally, technological innovation has a strong relation to the individual‗s
preference and reaction (Goodhue & Thompson, 1995; Wilson & Logan, 2018). If
users do not actively adopt the MBIS solution, the investment to develop the service
will fail to capitalize the benefits of the service.
MBIS is also closely related to organizational technology adoption (Oliveira et al.,
2014; Wang et al., 2016). MBIS uses mobile telecommunications, business and
context-related structures of collaboration, both legal and regulatory (Kabanda &
Brown, 2017; Stieglitz & Brockmann, 2012). Hence, MBIS also offers a myriad of
macro-level factors associated with adoption. Such myriad of properties associated
with MBIS motivates this study to explain what micro-level factors and macro-level
factors explain the adoption of MBIS for Bangladeshi RMGs. Therefore, it is
important to apply a comprehensive knowledge of MBIS via a comprehensive
strategic approach that addresses technological and organizational challenges to create
business value.
1.2 Why Bangladesh and Bangladeshi RMG?
Bangladesh has been chosen for this study as it is a promising developing nation in
the world, especially as a garment producing country. Bangladeshi RMGs are also
important in a global context, as in recent years Bangladesh has become the second-
largest garment-exporting country in the world (Islam & Haque, 2018). In the national
economy RMGs contribute approximately 76% of total national export earnings and
nearly 25% of GDP (Islam & Haque, 2018). RMGs play a major role in job creation
for large numbers of uneducated, unskilled and unemployed labor, especially women.
The economy of Bangladesh will be in jeopardy if this sector loses its competitiveness
and market share.
Despite the significant contributions of RMG, the sector faces several challenges
(Rahim, 2017), such as unusually long lead times to produce finished goods, lower
productivity due to inefficient supply chains and lower operational competitiveness
placing Bangladesh behind other RMG supplier countries (Dey & Basak, 2017).
Bangladesh RMG also has vast international attention since the tragic building
collapse at the Rana Plaza (more than 1,100 people died) and a fire in a fashion
garment factory (more than 100 were burnt and died). The situation has brought the
perennial challenge of workers‗ right of speech, health and safety in the spotlight once
again in Bangladesh (Burke, 2013; Tazreen & Sabet, 2013). In the Bangladeshi
context, effective worker empowerment is a critical element in achieving meaningful
fire and building safety in the RMG sector (Claeson, 2015). Despite the fact the
employees are the most important resources for RMG, the voicelessness and
powerlessness can impact on productivity.
Bangladeshi garment factories are criticized for the inefficiency in producing
garments within the lead time due to poor IT to support RMG business functions
(Nuruzzaman et al., 2010). In contrast, some country‗s RMGs have adopted IT and
increased competitive advantage through lead time reduction, supply chain
collaboration and collaborative relationships among managers and employees
(Nuruzzaman et al., 2010). Therefore, in this study Bangladeshi RMG is selected as
the research context as RMG business requires an improved business process by
implementing innovative information technology. MBIS implementation in RMGs
can bring both theoretical and practical value to the sector.
The privileged position of mobile phone uptake in the country is a great opportunity
for implementing MBIS in the RMG sector. Bangladesh has a notably high mobile
penetration (145 million people, of which 80 million people access the internet using a
mobile phone), 3G and 4G penetration (14.2 percent) (BRTC, 2018). However, the
country has lack of traditional computer based information system diffusion. High
computer prices, lack of continuous electricity and low affordability of computer by
many people are some of the main reasons for poor computer based IT adoption.
Utilizing the extensive mobile phone adoption in the country, the Bangladesh
Government is attempting to use mobile devices to make the country digital.
1.3 Motivation
Extant MBIS studies focus on agriculture (Alemu & Negash, 2015; Mohamad
& Gombe, 2017), policing (Dhir & Sarraf, 2016) and engineering (Haile & Altmann,
2015), whereas research analyzing the MBIS use in the RMG sector is rare. This
absence of MBIS research on RMG industry forms the main motivation to conduct the
research. Furthermore, research studies undertaken in the RMG sector reported that
use of IT increases performance and reduces lead times, develops an integrated
relationship between management and workers and establishes collaborative
relationships (Chandra, 1997; Dossenbach, 1999; Bowen, 2000; Au and Ho, 2002;
Buxey, 2005; Lambert & Pohlen, 2001; Nuruzzaman, 2007; Nuruzzaman et al., 2010;
Pramatari, 2007; Wong, 1999; Zhao et al., 2008). While there is much appreciation of
IT benefits for RMG, there is little understanding of these benefits within the RMG
sector.
Many propose technology as a tool for empowerment (Aker & Mbiti, 2010; Ojo et al.,
2013). The impact of technology in promoting empowerment for the marginal in
society has attracted significant motivation to conduct the study. In developing
countries where government support is inadequate, poor citizens fall behind in
receiving better capacity development support. The idea to utilize mobile phone
technology to establish a synergistic link between information and society that
empowers citizens, motivates this study (Badran, 2014; Cai et al., 2015; Chew et al.,
2013; Dasuki et al., 2013; Ginige & Richards, 2012; Mehta & Mehta, 2014; Walker et
al., 2015).
MBIS is a technological innovation and a technology-based service requires MBIS
researchers and IT practitioners to examine factors in the adoption process of the
service. This is because the customer or user perspective factors may enable or hinder
a customer to adopt the service. If users do not actively adopt the MBIS solution, the
investment to develop the service will fail to capitalize on the benefits of the service.
MBIS uses mobile telecommunications, business and context-related structures of
collaboration, both legal and regulatory (Kabanda & Brown, 2017; Stieglitz &
Brockmann, 2012). Hence, it is also important to study the macro-level factors
associated with adoption. The myriad of properties associated with MBIS motivates
this study to explain which micro-level factors and macro-level factors explain the
adoption of MBIS for Bangladeshi RMGs. Therefore, it is important to apply a
comprehensive knowledge of MBIS via a comprehensive strategic approach that
addresses technological and organizational challenges to create business value.
The main motivation and rational to undertake this research is the fact that
MBIS adoption has not yet been extended to the Bangladeshi RMGs. However,
to achieve the targeted Sustainable Development Goals (SDG) by 2030 and the vision
2020 goals, the development process of Bangladesh must strive towards the
improvement of RMGs, as RMG is the highest income source (bd.undp.org,
2018). Thus, Bangladesh is probably one of the countries with the greatest need of
research attention in the RMG sector.
1.4 GAP
Preliminary investigations suggest that there is a clear gap in the knowledge of MBIS.
Nevertheless, the extant literature on MBIS has also applied in banking (known as
mobile banking) (Bankole & Cloete, 2011; Daud et al,. 2011; Kadušić et al., 2011);
health (m-health) (Dwivedi et al., 2016; Istepanian et al., 2014; Solanas et al., 2014),
education (Al-Emran et al., 2016; Obiria & Kimwele, 2017; Samarakoon et al., 2017),
Tourism (Lin, 2017; Morosan, 2014; Smirnov et al., 2014; HRM (Yusoff et al., 2015),
whereas research, analyzing MBIS use by the manufacturing sector, such as RMG
remains inadequate.
Another main gap is that despite the few studies by Bank (2011), Hossain (2012),
Martin & Economy (2013), Rao & Rao (1998) which had focused on mobile phone
use for the RMG sector on selective functions, most mobile phone studies concentrate
on single or individual service of the device, such as location-based Information
Dissemination Method (Sasaki et al., 2014), a tracking system for real-time privacy
monitoring on smart phones (Enck et al., 2014) and a mobile based Inventory
Management System Application (Gelogo & Kim, 2014). However, to date there is no
research that attempts to provide a comprehensive study of how MBIS can be used in
the RMG sector to facilitate business activities.
Existing research focuses on customer adoption factors rather than on assessment of
technical, organizational and environmental factors (Picoto et al., 2014). Factors
facilitating adoption within an organizational context might differ from those in a
consumer environment (Berghaus & Back, 2014). However, facilitating the adoption
of mobile business solutions is an important challenge for organizations as the

corporate environment has to be contextualized for the technology, for it to fit within
that organization.
Another rationale for undertaking such a study is that current MBIS research tends to
under-estimate the true extent of complex adoption factors, by providing survey-based
research (Shen et al., 2018; Shamsuddin et al., 2018). However, rather than using
surveys where research is controlled by literature review-based factors, this research
uses an exploratory approach to uncover latent but unknown factors to identify a
comprehensive range of both micro- and macro-level determinants of MBIS. This
study investigates macro level factors affecting MBIS adoption in Bangladeshi RMGs
by utilizing a Technology-Organization-Environment (TOE) framework (Tornatzky &
Fleischer, 1990) - that is those expected to drive adoption of the system. The factors
are extrapolated through twenty nine (29) RMG owners, managers, employees, IT
experts and researchers.
To date, most empowerment research has focused on women (Bhagowalia et al.,
2015; Kabeer, 2017; Sraboni et al., 2014), financial sector employees (Ukil, 2016),
tourism (Fakir & Ahmed, 2017) and HRM (Rubel et al., 2017). Technological
empowerment studies have concentrated only on female empowerment (Barua, 2016;
Segers & Arora, 2016). Furthermore, current empowerment research tends to under-
estimate the true extent of complex empowerment components, processes and
outcomes, providing only survey based research (Ewerling et al., 2017; Cibangu,
2017; Morando, 2017). The dynamics of empowerment are complex and multifaceted
(Cattaneo & Chapman, 2010). Therefore, researchers must use care in constructing
empowerment variables. Inappropriate combining of items relating to empowerment,
may also mask differential effects of the component variables on outcomes (Malhotra
& Schuler, 2005).
1.5 Aim of the research
The scarce number of studies focusing on a detailed analysis of MBIS in
manufacturing sectors such as RMG, motivates and rationalizes this study.
The aim of this thesis is:
 To investigate an MBIS framework for the Bangladeshi RMG sector.
Three objectives address this aim:
 To discover the affordances of MBIS for RMGs.
 To discover the empowering capabilities of MBIS.
 To explore the factors (macro-level and micro-level) those impact MBIS adoption
in the RMG.
The central contention of this research is presenting an MBIS framework for RMGs
that is built on affordance theory, empowerment theories, and information systems
(IS) adoption theories. This research seeks to highlight an example of how the MBIS
framework can be extended, through an analysis of the specific context of the RMG
business and production environment.
1.6 Research Questions
This thesis presents an MBIS framework to aid the information needs of RMG
stakeholders throughout the garment production and distribution life cycle, to
empower workers and to reveal the micro-level and macro-level adoption factors
associated with MBIS adoption. To realize the framework, the following research
questions are answered in this thesis:
RQ1. What MBIS affordances can be implicated in the RMG business in

Bangladesh?
RQ2. What is the role of MBIS in empowering RMG owners, managers and
workers?
1.7 Research Objectives
The main objective of this study is to construct an MBIS framework that informs the
MBIS affordances implicated in RMG business, identifies the role of MBIS in
empowering RMG owners, managers and workers and investigates customer,
technological, organizational and country level perspective factors that explains
MBIS adoption for Bangladeshi RMGs. The specific objectives of the study are:
RO1. To analyze the MBIS affordances that impact an RMG

business.
The first research objective is to investigate MBIS affordances those will facilitate
the current challenges in Bangladesh such as communication, connectedness, agility
of the factories global competition, marketing, human resource management and IT
adoption (Ahmed et. al., 2014; Asgari & Hoque, 2013; Haider, 2007; Islam & Roy,
2013; Mohammad et. al., 2010; Rana & Sørensen, 2013).
RO2. To investigate the role of MBIS in empowering RMG owners, managers
and workers.
As disempowerment of the workers in Bangladeshi RMG is one of the main
challenges, the second objective of the research is to place MBIS as a tool that will
empower them by reporting to the authority for poor wages, employment insecurity,
and harassment in the workplace, unsafe working conditions and discrimination.
RO3. To study the factors those play a role in MBIS adoption in the RMG
industry
As MBIS is a technological innovation, the third and final objective of this thesis is to
explore the factors those impact the adoption of MBIS. The objective is to investigate
micro-level customer perspective factors as well as macro-level technological,
organisational and environmental factors those play role when MBIS will be
implemented in Bangladeshi RMG.
1.8 Research methodology
This research adopts an exploratory approach and uses a mixed method research
methodology. This is because the researcher wishes to study the complex
and interrelated phenomena of MBIS adoption in a technologically lagging
country (Bangladesh). Furthermore, RMGs are organizations with
stakeholders/employees, a business environment and technology. Thus, there are
myriad of properties associated with MBIS implementation in Bangladeshi RMGs. As
such the use of a mixed method approach becomes essential to include all possible
perspectives from technological, contextual and social perspectives.
This research will use qualitative research (focus group, structured and semi-
structured interviews) to investigate RMGs owners/directors, and their specific
challenges. A qualitative method is also used to realize the MBIS affordances that can
address the challenges of RMG owners and employees. In the following section, a
quantitative research methodology (survey questionnaires) will be used to study the
micro level factors impacting upon intention to use MBIS.
1.9 Phases of the research
Phase 1: Literature Review and Planning: The first phase of the research
will
 Study extant studies on MBIS adoption in Bangladesh and other developing
countries.
 Examine appropriate research methods and techniques for data collection.
 Prepare survey questionnaires and interview instruments.
Phase 2: Investigation Phase: In this phase three sets of data will be collected
in Bangladesh as below:
 Interviews and focus group studies with RMG owners, managers, workers, IT
experts, mobile telecom employees to determine RMG challenges, MBIS
affordances to address the challenges, factors related to MBIS implementation.
 A survey among RMG workers to determine the specific needs of the MBIS
service, factors related to intention to uptake MBIS, concerns and barriers of
MBIS adoption.
Phase 3: Thesis Development: The strategies are produced as a result of
the literature review and three data collection phases.
1.10 Research significance
This study builds upon an extensive literature review on affordance theory,
empowerment theory and MBIS adoption theories. I then carefully identified,
re- specified and validated through a well designed series of interviews, focus
group and survey to develop the MBIS framework. The research offers the
following significant values to the RMGs, Bangladeshi government and IT
practitioners:
1. This thesis addresses the framework of Sustainable Development Goals (SDG)
declared by the United Nations, which is a blueprint to achieve a better and
more sustainable future for all. More specifically, these findings of this thesis
are expected to provide useful information to the Bangladeshi government,
which has targeted the following goals by 2030 -SDG 4: Inclusive and
Equitable Quality Education, SDG 5: Gender Equality and Women
Empowerment, SDG 8: Sustained, Inclusive and Sustainable Economic
Growth and Decent Work and SDG 9: Sustainable Industrialisation through
Innovation.
2. I present one of the few studies using affordance theory in the RMG industry,
proposing an MBIS affordance framework to overcome
organizational challenges RMG companies face. The study contributes to the
body of MBIS and affordance theory by building upon a literature based
theoretical framework carefully validated through well-designed semi-
structured interviews within the RMG context. I also confirm and re-specify
already discovered (in the literature) MBIS affordances to improve their
conceptualization.
3. I also identify novel affordances of MBIS and clearly define these (through
empirical research). Finally, I present an affordance framework impacting on
the RMG structure (people, process and culture).
4. This study finds MBIS has the potential to empower RMG workers.
MBIS enabled empowerment suggests access to information, competency,
impact, self-determination and meaning are empowerment outcome
components for RMG workers. Improved communication, the opportunity to
access employee regulations, access to health and safety information,
increased confidence about ability, professional development opportunities
are potential empowerment outcomes of using MBIS. The study will be of
potential value in increasing empowerment awareness in Bangladesh and in
understanding the technological implementation of empowerment. This is one
of the few studies that examines comprehensively MBIS for empowering
workers, since most of the literature approaches the matter from the
consumer standpoint. The findings are significant to RMGs, government and
mobile telecommunications in developing MBIS.
5. Taylor and Todd (1995, p.145) commented ―From a pragmatic point of view,
understanding the determinants of information technology usage should help
to ensure effective deployment of IT resources in an organization‖. Following
the lessons, in this study I identify and conceptualize determinants of MBIS
that influence the way MBIS manifest in practice.
6. Unlike studies by Abdekhoda et al. (2016); Gholami, Abdekhoda & Gavgani
(2018); Kante, Oboko & Chepken (2017); Macire, Robert & Christopher
(2018), where DOI (diffusion of innovation theory) was generally used to
describe diffusion of a technology already occurring in the past, the findings
from this descriptive study contribute to a greater understanding of the RMG
employee landscape for MBIS innovation. The survey result contributes to a
greater understanding of the consumer landscape for a technological
innovation that holds promise for improving RMG sectors.
7. The interviews, focus group and survey of this thesis has resulted in three
individual and significant models–the MBIS affordance model for RMG,
MBIS based empowerment model and MBIS adoption model. However, the
models are compiled in chapter10 to provide a comprehensive knowledge of
MBIS.
8. An academic outcome of this research is this study‗s methodological
contribution, which provides a very comprehensive documentation of the end-
to-end journey of the full model building activities, a ‗missing‗ aspect of
much qualitative/quantitative research, which leaves open questions around
the rigor applied.
9. In this thesis, I applied, utilized and complemented both deductive and
inductive coding approaches. A detailed example of the thematic analysis
approach to qualitative data coding is presented in chapter 5. As the
quantitative data are utilized for multinomial regression analysis (MLR), I also
presented the procedures of MLR in chapter 6.
10. An exemplar for the conduct of software supported data coding and analysis
(see Chapter 5, Section 5.4) using NVivo and SPSS, which is useful for the
conduct of rigorous, evidence based, tool supported approach, specifically for
mixed method research.
11. From an applied (practical) perspective, this study provides substantial
contributions for both RMG owners (and other process stakeholders) and IT
practitioners who design and develop MBIS.
12. This thesis raises process awareness across the RMG, introduce a level of
agility to reduce the production lead time to produce garments and create a
sense of empowerment among RMG owners and employees.
1.11 Contributions to the IS knowledge domain
This thesis has contributed to the IS knowledge through an MBIS framework,
based on three empirically supported theories- those are affordances,
empowerment and adoption theories. This is because IS is multi-domain field,
these theories contributed to the thesis by distinct theoretical perspectives.
Using these three theses, I wanted to investigate a comprehensive knowledge
of MBIS in an manufacturing sector such as RMG. These three theories
actually contributed to the three fundamental research components; the
ontological base, the epistemological base and the methodological base
(Corbetta, 2003). Diversity in the IS research paradigm can have a positive
impact as well (Robey, 1996; Mingers, 2001; Venkatesh, Brown & Bala,
2013). These scholars suggest diverse research paradigms in IS provide a
wider range of knowledge and strength in the IS discipline. This view is
consistent with researchers who suggest that coexistence of multiple
paradigms is also feasible in a research inquiry, as research can adopt the
suitable paradigm to deal with real-world complexities (Mingers, 2001;
Venkatesh et al., 2013).
This study is based on three mid-range models. Gregor (2006) defined mid-
range theory as a theory that is moderately abstract, has limited scope, and
can easily lead to testable hypotheses. In the context of IS, mid-range theory
has been noted as important as mid range theory deals with practice based
disciplines, especially in a social science scenario (Haxeltine et al., 2017).
1.12 Organization of the thesis
This thesis builds upon affordance theory, empowerment theory and
adoption theories. Figure 1.1 presents the main themes of the thesis. The thesis
is presented in 11 chapters. This chapter provides the overview of the thesis.
The rest of the chapters are described as below:
Chapter 2: This chapter introduces Bangladesh and the RMG sector to the
readers with an aim to set the scene for the research. The chapter consists of four
different topics: demographic information on Bangladesh; RMG contributions to
the economy; RMGs success factors and RMGs‗ challenges.
Figure 1.1: Themes of the thesis
*TOE- Technology-Organization-Environment
**DOI- Diffusion of innovation theory
Chapter 3: This chapter provides a theoretical foundation of MBIS and its
implications on enterprises. This chapter also presents affordance theory as
a lens to understand the impacts of MBIS in the human and business
domains. The discussions evolve around developing nation based MBIS
literature. The knowledge gaps are identified needing attention. Based on
the gaps the research question is presented in this chapter.
Chapter 4: This literature review chapter concentrates on how MBIS impacts
on empowerment. The review first starts with various empowerment theories,
constructs and processes. The discussions then proceed with how MBIS has
empowered citizens in developing countries. The knowledge gaps that need
attention are identified. Based on the gaps, the research question is presented.
Chapter 5: This chapter reviews MBIS adoption models and frameworks
literature, including aspects of MBIS adoption studies expected to contribute to
one of the aims of this thesis to investigate factors explaining MBIS adoption
for Bangladeshi RMGs. Based on gaps identified in the literature, I present the
research questions.
Chapter 6: In this chapter, a conceptual framework of MBIS is presented based
on the DOI attributes. The purpose of the framework is to find evidence
supporting an association between the anticipated innovation attributes of DOI
theory and the intention to adopt MBIS by RMG employees in the future. Thus
the framework is expected to answer a research question posited in this thesis:
what are the micro-level customer perspectives factor explaining MBIS
adoption for Bangladeshi RMGs? The discussions of the conceptual
framework‗s variables, construct and an emerging hypothesis presented. The
next chapter presents the research methodology of the thesis.
Chapter 7: Research design and research methodology: The chapter
highlights the research design, research methodology and the data collection
procedures used in this research. It starts with the discussion of the underlying
epistemology of qualitative and quantitative approach used in this research
followed by a justification of using mixed method research. The processes used
in the survey, interview and focus group are also presented. This chapter also
describes the testing and administration of the interview and questionnaire as
well as the statistical methods used to develop factors and measurement
variables and to examine the relationships between constructs. It concludes
with a discussion of the response rate and the pre-testing and analysis of
research results.
Chapter 8: This chapter analyzes and presents interview results and focus group
data.
Chapter 9: This chapter presents the result of survey data and analysis of the
data.
Chapter 10: This chapter presents a discussion in detail of the data analysis
of the previous chapter. With the support of a literature review conducted in
chapter 3, 4 and 5, this chapter justifies how the findings answer the research
questions raised. In addition, the implications of the research, including
theoretical, methodological and practical implications are discussed along with
the limitations of the study.
Chapter 10: The chapter provides a conclusion of the thesis and future research
direction in MBIS.
Chapter 2
Positioning the Study's Context:
Characteristics & Problem domain of
Bangladeshi RMGs
This chapter introduces Bangladesh and the RMG sector to the readers with an
aim to set the scene for the research. The chapter consists of four different
topics: demographic information on Bangladesh; RMG contributions to the
economy; RMGs success factors; and RMGs‟ challenges. To develop a
Mobile phone based information system (MBIS) framework for the RMG, it is
important to identify success factors and challenges of Bangladeshi RMGs, as
particularly those can be assisted by using MBIS implementation.
2.1 Introduction to Bangladesh
Bangladesh, officially known as the People‟s Republic of Bangladesh
gained independence in 1971. The country has recently been upgraded from a
low income country (LIC) to lower-middle income country (LMIC) as per the
World Bank's classification (Islam, 2018; Islam & Haque, 2018; Raihan, 2016).
The next goal is to reach upper-middle-income country status by 2021, as per
the government of Bangladesh declaration. Among other achievements,

significant success in the poverty reduction, strong growth of mobile phone use.
Another notable achivement is in empowering women through micro-credit
(Ahsan, 2005; Hashemi et al.,1996). The recent economic successes, however,
attributed to the flourishing ready-made garment (RMGs) manufacturing industry
in the country (Alam et al., 2007; Chowdhury, 2001; Bhattacharya & Chowdhury,
2003; Moazzem, 2008; Reaz & Arun, 2006; Islam, 2018; Islam & Haque,
2018). In the future, to achieve the committed vision 2020 Goals and other
national targets, the development process of Bangladesh must strive towards
the improvement of the manufacturing sector such as RMGs (bd.undp.org, 2018).
2.1.1 Bangladesh: demographic information
Bangladesh (the former East Pakistan) is an Islamic-majority nation in South
Asia, dominated by low-lying riparian zones. It is one of the largest deltas in the
world with a total area of 147,570 sq km. Bangladesh is bordered on the west,
north and east by India and on the southeast by Burma (Myanmar).Bangladesh
is mainly a flat and plain land, but full of lakes and rivers (Schendel, 2009).
Bangladesh has the second largest river basin in the world (behind the Amazon).
Historically and culturally, Bangladesh was a part of Bengal. With a unique
communal harmony, Bangladesh has a population of about 140 million,
making it one of the most densely populated countries in the world.
Dhaka is the capital and largest city of Bangladesh. Dhaka is located in
the geographic center of the country. Dhaka plays an important role in the
nation‗s industrial, commercial, cultural, educational and political activities.
Hence it has become the hub of the country.

Figure 2.1: Map of Bangladesh (source: web site of the Government of Bangladesh).
2.1.2 Language
Bangla is the national language of Bangladesh; the language is spoken in all spheres
in Bangladesh. Despite the fact English received continued support in education,
culture and commerce since independence in 1971, English in Bangladesh is largely
more functional rather than interpersonal and inter-institutional. In Bangladesh,
English is the language of the educated elite and not commonly used in daily
interactions and mainly used in urban areas (Sultana, 2018). English is used among
high officials, elite society, the armed forces, the media and in the legal system.
Hossain (2016) suggested the differences of English language use between rural and
urban areas are due to family factors, financial factors, logistic support and less-
qualified teachers in rural areas. Among the villagers, English knowledge starts with
the alphabet and ends with grammar or reading a sentence. However, there is a
growing generation in Bangladesh, both in urban and rural areas that prefer and use
English more than older generations (Jinnah, 2011).
2.1.3 Literacy Rate
Bangladesh has made major progress in recent years in increasing literacy rate.
Compared to other South Asian nations, Bangladesh is now placed second to Sri
Lanka keeping Bhutan, India, Pakistan and Nepal behind (DT, 22 March 2018). The
definition of a literate person is ‗one who can read, write, calculate and is being
socially aware.‗ According to data from the UNESCO Institute for Statistics (UIS),
Over 90% of men and women aged from 15 to 24 years are now considered literate.
The literacy rate has risen remarkably over the past decade to an all-time high of
72.76% in 2016. The statistics also highlight over the same period, the literacy rate for
females has risen from 43.74% to 69.90%, and for males from 49.83% to 75.62%
(Hoque, 2018). A recent study by Richards & Islam (2018) also reports that
Bangladesh dramatically increased its primary school completion rate over the last
decade.
2.1.4 Bangladesh Economy
Bangladesh has achieved extraordinarily successful economic growth. Since the
1980s, the country has averaged 5%–6% annual gross domestic product (GDP)
growth that assisted to reduce poverty, increase employment, access to health and
education, and improvement of basic infrastructure. The Bangladesh economy has

achieved a record growth by7. 28% in 2017 which is higher than GDP growth in 2016
of 7.11% (Bangladesh Bank, 2017, Sarkar et al., 2018). As a result, the country has
recently been upgraded from a low income country (LIC) to lower-middle income
country (LMIC) as per the World Bank's classification (Raihan, 2016), the once poor
country is now considered middle income. Bangladesh is also one of the top 10
remittance-recipient countries in the world, which has strengthened the country‗s
foreign exchange reserve (Sarkar et al., 2018). However, in recent years, remittance
flow is affected by different factors such as reduction of manpower exports, high rate
of emigration to home countries, the poor bilateral relationship with the manpower
importing countries and lack of proper policy related to manpower export (Sarkar et
al., 2018). As a result, remittance flow has decreased in 2014 and 2016 compared to
2013 and 2015 respectively.
Table 2.1: Rates of growth and share to Export over the year 1990 to 2016
Export Average Share in Share in Average

Items(1990- Yearly Export (%) in Export (%) in growth of
2016) Growth (%) 1990 2016 share in
Export (%)
RMG 17.92 38.95 68.88 14.38
Jute 7.61 27.66 2.94 -7.48
Fish & Shrimp 7.992 10.83 1.27 -7.21
Leather 8.56 10.97 0.90 -6.66
Tea -8.49 2.32 0.006 -21.32
Export from 23.80 2.22 17.98 6.5
EPZ
Source: (Islam & Haque, 2018)
Bangladesh, historically had a rich agro-based economy before & after its
independence, with some three-fifths of the population engaged in farming. Jute and tea
are principal sources of foreign exchange (Akter & Rahman, 2015). Being situated in a
historically prosperous region, Bangladesh always got the advantage of fertile soil &
favorable climate & turned into an agrarian economy. However, from the table 2.1 it is
clear that the contributions of the agriculture sector comprising of jute and tea as a
proportion of total exports (in %) are decreasing continously every year.
However, the Bangladesh Economy is mainly driven by the rich and constant growth
of the ready-made Garments - RMG (including Knit Wear & Hosiery) sector. The
sector grew at the rate of 18% per year and appeared as another major pillar of the
national economy. Again, RMG exports and remittances from Bangladeshi working
overseas, mainly in the Middle East and Eastern Asia, have also fuelled economic
growth.
2.1.5 IT in Bangladesh
Bangladesh is promoting Information and Communication Technology (ICT) and
digital technologies as the flagship for positive change in the country (BASIS 2019;
BRTC, 2019; Zheng et al., 2018). The current government‗s special emphasis on the
application of digital technologies to achieve the goals of Vision 2021, commonly
known as ‗Digital Bangladesh‗, has propelled economic growth. Digital Bangladesh
aims for four key priorities: i) developing human resources for the digital age; ii)
connecting citizens in ways most meaningful to them; iii) taking services to citizens‗
doorsteps; and iv) making the private sector and market more productive and
competitive through the use of digital technology (basis.org.bd, 2019).
The current government encourages the use of ICT in every possible sector and has
been working relentlessly to step up the peace and the prosperity of the country
through proper utilization of ICT. The government of Bangladesh implemented

a large number of projects relating to digital technologies and a number of these are
already underway (basis, 2019; BRTC, 2019). The ultimate objective is to make
more services available at the doorsteps of people with increased digitization
where possible. A few examples of digital services are: e-banking, online submission
of tax returns, online tendering, online bill payments, registration for admission to
academic institutions, online results of examinations, registration for jobs abroad,
registration of pilgrimage, a collection of official forms which accelerate the financial
activities of the country (Lutfar, 2016). Most importantly, the nation has developed
the National ICT Policy-2009 with a view to achieve middle-income status of the
nation by 2021 and developed status by 2041. The country is successfully
leveraging this rising penetration and has earned $800 million in 2017 through
exporting ICT products and services (basis.org.bd, 2019).
On top of these, the total number of mobile phone users has reached 157 million by
the end of December 2018, as a consequential blessing of the recent progressive steps
taken by the present government and the growing ICT sector(basis.org.bd, 2019). The
huge uptake of the mobile phone has significantly changed the way humans live,
communication and enterprise information sharing in Bangladesh. Thus, this sector
appears as a major ICT for enterprises.
The following sections discussed the mobile phone industry is Bangladesh
2.2 Mobile phone industry in Bangladesh
Currently, there are four mobile telecommunication operators in Bangladesh (see
table 2.2). Pacific Bangladesh Telecom Ltd was first awarded a wireless
communication license in 1989. The company partnered with a Hong Kong based
company in 1989 and changed its brand and renamed as Citycell to offer mobile
telecommunication service provision in Bangladesh (Bhuiyan, 2004). Citycell started
its operation in 1993. Citycell was the only MTO in the country and continued its
monopoly until 1996, when the government issued licenses to another three more
companies:GrameenPhone (GP), AKTel and Sheba Telecom (now Banglalink)
(Bhuiyan, 2004, Eusuf, Toufique & Shamannay, 2007).
GrameenPhone, commonly known as GP started its operation in 1997. Since its
inception, GP has established itself as a leading mobile operator. Better coverage and
quality network were the primary motivation of customers‗ choice. Alom et al. (2010)
suggested that two factors - brand image and perceived call rate influenced most the
consumers‗ selection decision of a mobile service provider in Bangladesh. Ahmed
(2018) also found network facility, SMS services, 3G/4G services, internet modem,
sports news, health line, facebook services, call block, F&F services, balance transfer,
conference call, emergency balance, ring tone, internet services, promotional offers,
welcome tune, availability of services and SMS alert are some factors behind the
users‗ positive attitude of GP.
Later, two other mobile operators Teletalk and Warid were issued licenses in 2004
and 2005 respectively. Robi Axiata Limited (Robi) is the second largest operator in
terms of subscriber and revenues in the industry. The company entered in the market
as AKtel and was given the MTO license in 1997. Banglalink is the third customers‗
choice MTO in Bangladesh. Banglalink formerly known as Sheba was issued a
license to operate the service in 1996. In 2004 Sheba sold its 100% to Egyptian giant
Orascom Telecom (now Global Telecom Holding). Orascom started operations in
2005 under the brand name Banglalink. Teletalk is the MTO that publicly owned
mobile operator running under BTTB, could not attract much consumers and therefore
positioned the last in subscribers‗ choice (BRTC, 2019; Eusuf, Toufique &
Shamannay, 2007).
Bangladesh proved an attractive market for mobile phone adoption for mobile
operators because of the large population. Moreover, the success story of mobile
phone uptake in other developing countries influenced the domestic and international
mobile phone network operators. Prudently, the government created a regulatory
authority to safeguard consumers‗ rights and to create a healthy mobile operator
market. In the following section I discuss the mobile industry regulatory authority in
Bangladesh.
2.2.1 Mobile phone industry regulators in Bangladesh
Bangladesh‗s mobile phone regulatory framework is presented in figure 2.2. The
regulatory framework consists of agencies and policies to protect customers‗ interests,
and to facilitate the contributions of MTOs to the Bangladeshi economy by
remedying the market efficiency and to promote a healthy competition of the MTOs.
The liberalization of the industry by the regulators has introduced a dramatic number
of national and international operators in Bangladesh.
Currently the mobile phone industry is regulated by the Ministry of Posts and
Telecommunication (MoPT), Bangladesh Telecommunications Company Limited
(BTCL) and Bangladesh Telecom Regulatory Commission (BTRC). The industry is
run under the Ministry of Posts and Telecommunications (MoPT). The MoPT mainly
introduces and governs policy related to the mobile industry (BTTB, 2006, Islam &
Rahman, 2006). The BTCL (formerly BTTB) maintains the operations of the mobile
system in the country. The regulatory functions such as SIM registration process are
assigned to the BTRC (Bhuiyan, 2004).
Figure 2.2: Mobile Industry analysis in Bangladesh (adapted from Ahad et al., 2013)
2.2.2 Mobile phone subscribers in Bangladesh
In terms of telephone communication, mobile phones have become the choice of the
majority. The total numbers of mobile phone subscribers reached 157 million by the end
of December 2018 (BTRC, 2019).The mobile telecommunication operator‗s
subscribers are presented in table 2.2.
Table 2.2: Mobile phone subscribers in Bangladesh (BRTC, 2019)
*Subscribers in Millions
**The above subscribers' numbers are declared by the mobile operators
2.2.3 Mobile phone adoption in RMG
The mobile phones adoption has possibility to revolutionize the RMG business in
Bangladesh through communication development, supply chain management, empowering
workers, human resource development and compliance management in the factories. (Islam
et al. 2017; Rahman & Sloan 2017).

The main potential of mobile phones is in improving communication (Ahad et al. 2016). A
mobile phone can support internal, external and inter-organizational communication (Litan
& Rivlin 2001). Mobile phone communication provides improved communication between
firms and their suppliers, mobile phones can enable firms to manage their SCs more
effectively, streamline their production processes and engage in new activities (Hardy,
1980; Roller and Waverman, 2001).
With the characteristics of a mobile phone and its enabling technologies such as network
technologies, service technologies, mobile middleware, mobile commerce terminals,
mobile location technologies, mobile personalization technologies, and content delivery
and format - has the potential to make information flows more efficient and coordinate the
operations within the extended enterprise (Siau & Shen 2002). Mobile technology
applications such as mobile email and internet for corporate users, mobile customer care
and mobile enterprise implementations, represent some enabling technologies that can be
deployed for RMG (Siau & Shen 2002).
Doolin& Ali (2008) focused mobile technology in the SC and reported the most important
factors influencing mobile phone adoption were technological innovation and information
intensity (transfer and use) of the company. Other factors that appeared to influence mobile
adoption included the compatibility of the technology with the company's business
approach, the presence of top management support, and the degree of organizational
readiness. Environmental factors such as competition within the industry or business
partner influence seemed less influential for these pioneers of mobile technology use in
supply-side activities (Doolin& Ali 2008).
Wang et al. (2007) implemented a mobile RFID-based SC control and found that
information sharing can reduce project conflicts and project delay. Improved
communication, convenient information sharing, ease of data/information acquisition,
reliability, accuracy and comprehensive functionality represent some of the reported
benefits of implementing mobile based SC. Other studies by Cagliano et al. (2015), Nair et
al. (2015) and Tserng et al. (2005) also suggested mobile phone can be extremely useful in
improving the effectiveness and convenience of information flow in SCM.
2.3 Ready-made garments in Bangladesh
The Bangladeshi RMG industry is extremely important for the world apparel industry and
also for the Bangladeshi economy (Islam & Haque, 2018). Bangladesh is the second largest
apparel exporter in the world, after China. Bangladesh‗s market share of the $503 billion
global garment items is 5.1%, according to data from the International Trade Statistics of
the World Bank in 2014.The spectacular growth of the sector sees Bangladesh as an
important supplier of quality ready-made garments in a landscape of garments exporters in
the US and Europe (Islam & Haque, 2018).
RMGs contribute approximately 76% of total export earnings and almost 25% to the GDP
of Bangladesh (Islam & Haque, 2018; Mottaleb & Sonobe, 2011). RMG is the main
source of foreign currency (Haider, 2007; Islam & Haque, 2018). The sector accounts for
approximately 76% of total export earnings and nearly 25% of the GDP of Bangladesh
(Mottaleb & Sonobe, 2011). The sector has 4,000 factories and 2 million garment workers
working in the RMG units, of whom 80 percent are women, constituting the real backbone
of the country's economy (Mohammad et al., 2015).
RMGs play a pivotal role in fostering economic growth, sustaining global economic
recovery, reducing poverty by generating employment opportunities for literate, semi-
literate and illiterate men and women, and thus had its impact on the financial service
sector, communication, transportation and other related industries.However, the main
contribution of the sector is in introducing industrialization of the country, once
heavily dependent on exports of primary products lead by jute. Availability of raw
materials, cheap labor and globalization are some favorable factors for Bangladesh in
becoming an important global player in the international trade of RMG (Haider, 2007;
Nuruzzaman & Haque, 2009).
2.3.1 RMG Business Structure and its characteristics
In Bangladesh, overseas garment buyers and brokers (buying houses) are the main
stakeholders providing orders for garments to the RMGs. In general, these overseas orders
given to RMGs are sub-contracted to small manufacturing units for cutting, making and
trimming activities (Islam et al., 2010; Kabir, 2007; Siddiqi, 2007; Rashid, 2006;
Abdullah and Yusuf, 2008). Manufacturing units, such as raw material suppliers, yarn
providers, tailors, accessory suppliers, cloth dyeing shops and packagers are the
manufacturing units transforming orders into successful shipments.
The manufacturing units are sole trader, family owned business, or small cottage industry
(Mohammad et al., 2015; Mottaleb & Sonobe, 2011; Nuruzzaman et al., 2010). On the
other hand, brokers and local RMG that receive production contracts are usually large
industry. Therefore, it is common to have in Bangladeshi RMG a level of power
imbalance with regard to business and contract negotiation (Mohammad et al.
2015; Mottaleb & Sonobe 2011; Nuruzzaman et al.2010).

Information need is another characteristic in Bangladeshi RMG. Information need is a
situation in which certain information contributes to the achievement of a genuine or
legitimate information purpose (Derr, 1983). As the sector is composed of different tiers of
contractors, information, communication and information exchange are vital to the
successful delivery of garments. From time to time, RMG stakeholders require real time
information on current design aspects, market prices, availability of accessories and
availability of supply chain. This information is essential for business to make informed
decisions at various stages of the RMG production and sales cycle. From a management
perspective, RMG managers of different units require information in various stages of
RMG production. For example, an inventory manager needs information about the
availability of cotton inventory to produce garments. Therefore, to effectively support
RMG activities, it is essential to provide the correct information when required.
The RMG is characterized by high demand industry. The main pressure is from overseas
buyers and buying houses, who demand defect-free products on time. Buyers also pressure
them to pay standard wages and to provide a good working environment (Ahmed, 2009).
As the RMG sector has various interrelationships between the different organizations
and stakeholders, the sector also faces pressure from stakeholders such as employee,
community groups, NGOs, environmental activists, governments and regulatory authorities
(Setthasakko, 2009). Moreover, there is pressure from investors to maintain profit margins.
Due to pressures from internal and external stakeholders such as regulators, internal
competition within the industry, customers and investors, strong coordination with the
production units is expected (Haigh & Jones, 2006).
Figure 2.3: RMG business structure in Bangladesh
RMG is a highly labor intensive industry as the process of producing garments
requires a large amount of labor. Despite this fact, labor is a key success factor to develop
the RMG sector, in general, working conditions are often deplorable in Bangladeshi
RMGs. Informal recruitment procedures, absence of proper contracts or appointment
letters, unethical termination of an employment, irregular wage payments,
deprivation of minimum wages and promotion are common HRM practices causing
millions of garment workers to be vulnerable (Majumder & Anwara, 2000; Priyo, 2010).
To conquer labor disempowerment and achieve production sustainability, RMGs
must develop sophisticated human resource management (HRM). Skilled human
resources of RMG are more productive and provide competitive advantage to the
organizations (Werther & Davis, 1996). Long supply chains (backward and forward) are
also a characteristic of Bangladeshi RMGs because of the presence of all manufacturing
units. Communication, information exchange and coordination are therefore necessary in
RMG businesses.
2.3.2 Information technology in RMG
Like many other manufacturing business, IT can provide advantages at every stage of
RMG production, from the product development process to the delivery of goods overseas
(Gupta & Dasgupta, 2014). ICT has proven to be very effective in RMGs in information
exchange, information aggregation and information distribution, strengthening the decision
making process. Prior studies by Andersen & Segars, 2001; Khare et al., 2011;
Qrunfleh & Tarafdar, 2012; Tseng, Wu & Nguyen, 2011; suggested ICT supports the
communication process within RMG, coordinate contactors, human resource practices of
RMG, the supply-chain, marketing and inter-organizational communication and improve
business activities. ICT enhances communication, facilitates exchange of
information between organizations and suppliers and supports a decentralized
decision structure in the garment industry, which in turn is associated with higher
financial performance . Information technology and the electronic communication
infrastructure help manufacturing industries such as RMG much more efficiently
(Gamage, 2006; Kumar & Arbi, 2007; Mossinkoff & Stockert, 2007; Moon &
Ngai, 2008). ICT System increases managerial capabilities in financial monitoring and
evaluating activities (Gunawan, Wahdan & van den Herik, 2010). Another study by
Yang (2012) recommended that developing countries RMG can enter overseas markets
directly using ICT as customers are increasingly using the internet for buying garments.
2.3.3 Information system in the Bangladeshi RMG sector
However, researchers from Bangladesh criticize that despite recent ICT development in the
country, Bangladeshi RMGs are not capitalizing on the benefits of IT. Some studies, such
as Chandra and Sameer, 2000; Au and Ho, 2002; Buxey, 2005; Lambert and Pohlen, 2001;
Nuruzzaman et al., 2010 and Pramatari, 2007 have recommended the adoption of various
technological applications such as IT, ICT, e-commerce, EDI implementation to improve
competitive advantage and performance through lead time reduction and SC collaboration.
Other studies, for example, those by Mason, Jones and Towill (1999); Perry, Sohal, and
Rumpf (1999); Chandra and Sameer (2000); and Bruce, Daly, and Towers (2004) have
emphasized an information enriched SC, for example quick response (QR) and accurate
response (AR) (Hunter & Valentino 1995) in the textile SC. Nuruzzaman, Haque & Azad
(2010) suggest that lack of ICT to support RMG business activities has caused inefficient
production life cycles and poor management. Lack of information in RMG has an impact
on product sampling, production, lead time, quality, inventory, transportation, etc. Previous
studies therefore suggest an improved business process and efficient management process
to reduce the overall production time to face the competitive business environment
(Nuruzzaman & Haque, 2009; Hunter & Valentino 1995).
In general Bangladesh has a low adoption of computer based IT in organizations. The high
cost of computers, unstable internet and limited or intermittent electricity represent some
factors for low adoption of information technology (Tran et. al 2015). However, the
explosive growth of mobile phones, continuous improvement of mobile technology and
network and customer preference for the latest Smartphone and Bangladeshi government
supports in mobile phone based IT provide an excellent opportunity to

offer mobile phone based IT to RMGs.
2.3.4 Challenges for RMG workers in Bangladesh
Despite the significance of the RMGs in the Bangladeshi economy, the sector faces
numerous challenges of global competition, overseas buyers bargaining power and more
demanding customer expectations. Previous research suggests the sector is hampered from
various corners of the business such as communication, marketing, human resource
management and IT adoption (Ahmed et. al., 2014; Asgari & Hoque, 2013; Haider, 2007;
Islam & Roy, 2013; Mohammad et. al., 2010; Rana & Sørensen, 2013). Moreover, a recent
quota system of garment importer countries and new provisions of the WTO have
adversely affected the export composition of Bangladeshi RMGs.
Currently in Bangladesh RMGs are challenged by growing competition from other low-
cost garment producing countries like China, India, Sri Lanka and Vietnam. Overseas
buyers‗ bargaining power and more demanding customer expectations also intensify global
competition with other countries (Ho, 2005b). The RMG industry has been governed
since 1974 by the Multi-Fiber Arrangement (MFA), a system of quotas. MFA has
enabled developing countries to bilaterally negotiate quotas with various suppliers‗
countries, based on their competitiveness. Certainly Bangladesh is able to gain a strong
position in the quota-driven global garments market over the years and the quota system
indeed provides Bangladesh with a certain degree of security in the garment markets of
developed countries. MFA opened the doors for Bangladesh, creating a golden opportunity
for exploiting its comparative advantage in the labor-intensive garment industry. However,
the MFA was ended in 2005 and countries like China and India build ever more formidable
RMG export industries. During the post MFA period, developing countries like
Bangladesh were no longer provided with any special trade concession. Therefore,
a new challenging environment emerged from countries like Korea, Hong Kong,
Malaysia and Taiwan. After removal of quotas, buyers are now free to source garment or
apparel items in any amount from any country (subject only to a system of tariffs).
Therefore fierce competition and unrest has started in the global garment production and
trade (Appelbaum, 2005; UNCTAD, 2005). The competitiveness issue, that is the ability to
compete globally, came into consideration from that time.
Considering the phenomenon of recent changes in the RMG business environment, the
RMG industry of Bangladesh needs to consider its present competitiveness to survive in
the competitive environment and to face the challenges in the quota free world.
Competitiveness is defined as the capability of producing and delivering customized
products and services fast and efficiently all over the world (Buckley, Pass & Prescott,
1988). In the textile and garment industry, competitiveness has been a major research
issue in contemporary studies (Bruce et al., 2004; Kabir,2007; Nuruzzaman et al.,
2010). In Bangladesh, the RMG industry needs to increase competitiveness by
reducing lead time and increasing productivity through an efficient supply chain
(Duren et al., 1991; Nuruzzaman, 2007; 2008; Haider, 2007). Studies by Thomas and Long
(2000) suggest market responsiveness, utilization of resources, management and control
also improve competitiveness. Stadtler (2005) considered the task of integrating
organizational units, coordinating materials, information and financial flows in order to
fulfil customer demand. Bhatnagar and Sohal (2005) explained operational competitiveness
was influenced by qualitative factors. Gunasekaran et al., (2001) emphasized
improving performance at the strategic, tactical and operational levels. Lummus and
Vokurka (1999) illustrated collaborative relationships for improving competitiveness.
Another main challenge in the Bangladeshi RMG is the disempowerment of workers and
subcontractors. Despite the impressive contribution to the national economy, the situation
of the RMG workers cannot be described with the same positive attitude. Workers in the
sector face numerous challenges through poor wages, employment insecurity, harassment
in the workplace, unsafe working conditions and discrimination. RMG has also been
criticized for child labor (Ahamed, 2013), poor labor practices (Husseinet al., 2012) and
gender discrimination with unacceptably
long hours of work (Kabeer & Mahmud, 2004). Mariani (2013) provides some interesting,
perhaps most appropriate insights into the working conditions in the Bangladeshi RMG.
This study suggests very low law enforcement levels, little dialogue among government,
business associations and workers (where the latter has almost no power), are some of the
contributors for poor working conditions. One main issue surrounding the workers‗
situation is that workers are not empowered against discrimination.
Low IT adoption in the Bangladeshi RMG to support the business by increasing
competitiveness, is another challenge in the Bangladeshi RMG. In some countries, RMGs
have adopted IT as a driver for rapid technological advances to increase
competitiveness. Some studies (Asgari & Hoque, 2013; Chandra & Sameer, 2000; Au &
Ho, 2002; Buxey, 2005; Lambert & Pohlen, 2001; Nuruzzaman, 2007;
Nuruzzaman et al., 2010; Pramatari, 2007) have mentioned supply chain performance
using a system dynamics approach to increase the RMG industry‗s competitiveness. In this
research a causal loop diagram was developed to give emphasis to the use of IT for
reducing lead time and cost. But there is no indication about the role of stakeholders and
their integrated relationship. It can be said from some of the previous studies (Montfort &
Yongzheng, 2004; Adhikari & Weeratunge, 2006; CPD, 2007; Razzaque & Eusuf, 2008;
Nuruzzaman et al., 2010; Berg et al., 2011) that due to non-supportive bureaucratic
behavior, unfavorable political actions and country factors, the Bangladeshi RMG
sector failed to reduce lead times, increase productivity and develop a good understanding
and cooperation among stakeholders. It is clear the above barriers are faced by the
Bangladeshi RMG industry.
2.4 Chapter summary
As this research is a context specific study focused on Bangladesh RMGs, it is
essential to explain the situation of the research context. Therefore, a broad range of
information related to the topic of the thesis in the context of Bangladesh was presented.
This chapter introduced the RMG and its contributions to the economy, the CSFs and the
barriers of RMGs.
This chapter revealed that Bangladeshi RMGs are heavily challenged by other garment
producer countries, particularly in the post MFA period when Bangladeshi RMGs do not
have any quotas in American and European markets. Since improving competitiveness is a
recent phenomenon in the RMG industry worldwide, Bangladeshi RMGs have tended to
fall behind in implementing IT to increase competitiveness. However, in this challenging
environment, it is important Bangladeshi RMGs adopt ITC and digital technologies to be
more productive and competitive. Bangladesh is a very suitable place as mobile phone
adoption is very high. The explosive growth of mobile phones, continuous improvement of
mobile technology and network and customer preferences for the latest smartphones and
Bangladeshi government support in mobile phone based IT provides an
excellent opportunity to offer mobile phone based IT to RMGs. In the next chapter
I will discuss mobile based information system (MBIS) and affordances of MBIS.
Chapter 3
Literature review: MBIS and Affordance theory
3.1 Introduction
Over the last decade, the high diffusion of mobile phones in developing countries provides
a new way to access information systems (IS). Mobile information systems (MBIS)
provide users more ubiquitous data access and mobility (Acheampong et al., 2018;
Almaiah, 2018; Bautista, Rosenthal, Lin & Theng 2018; Bharati & Srikanth, 2018;
Ebrahimi et al., 2018).A ubiquitous system is generally one that connects information
from physical elements to the digital world. Physical elements are location, study,
images, audio, or tactile information (Begole, 2011). Ubiquitous data access provides a
user connectivity to information sources and assists in an increase of knowledge (Begole,
2011). Realizing the vision of ubiquitous data access using MBIS, the data availability of
information through MBIS and ability of MBIS to exchange information provides
enterprises an opportunity to offer services such as banking, health, education, HRM to
their users, employees and customers (Acheampong et al., 2018; Almaiah, 2018; Al-Shihi
et al., 2018; Bautista et al., 2018; Bharati & Srikanth, 2018; Cheung & To, 2017; Ebrahimi
et al., 2018; Ezeh & Nwankwo, 2018; Foroudi et al., 2018; Otieno et al., 2018).
In developing countries, the benefits of MBIS include low-cost delivery and
distribution platforms, improving human-computer interaction and increasing data and 5
information visualization capabilities using mobile devices. The use and adoption of MBIS
in developing countries has rapidly become a communication support system for
processing, sharing, storing and analyzing data by linking all members of a business,
regardless of time and place. At an organizational level, MBIS provides workers with
access to a company‗s information system (IS) (Brechbühl & Back, 2013; Leclercq-
Vandelannoitte et al., 2014; Picotoet al.,2014). Other benefits of MBIS are huge numbers
of mobile phone users (according to brtc.gov.bd, current Bangladesh mobile phone
subscriptionnumbers150 million), affordable prices of mobile phones compared to
computers and continuous improvement of mobile phone technology (Kabanda & Brown,
2017). In the next section, the definition of MBIS and the architecture of MBIS is
presented.
3.2 Mobile Based Information System
There are several terms in the mobile based literature that refer to mobile information
systems, including mobile phone information system, mobile phone-based service and
mobile IT. In this thesis, MBIS is used to refer to the mobile based information system that
the thesis aims to investigate for RMGs in Bangladesh. To provide an overview of MBIS,
several definitions of MBIS and dimensions of MBIS from the literature are presented.
This will assist to understand the concept of MBIS. Lastly the definition of MBIS for this
thesis is presented in section 3.2.1 and is applicable to the RMG context in Bangladesh.
Pernici & Krogstie (2006) defined MBIS as an information system in which access to
information resources and services is gained through end-user terminals that are easily
movable in space, operable no matter what the location and typically provided with
wireless connection. Gao, Krogstie and Siau‗s (2014) definition of MBIS is simpler and
described MBIS as software running on mobile devices. Consoli (2012) examined mobile
phone-based services for organizations as ‗mobile IT' and defined it as a system that
provides access to enterprise systems via wireless mobile devices such as smartphones or
tablets (Stieglitz& Brockmann, 2012). However, with remarkable improvements evident
in the mobile phone‗s memory and capacity, Sammer, Brechbühl and Back‗s (2013)
definition of MBIS is derived from the theory of ubiquitous computing. These are intuitive
computing, pervasiveness and contextual intelligence of mobile phone's hardware. Latest
MBIS studies focus on the MBIS capabilities. Such studies by Berghaus and Back (2014),
Dery and MacCormick (2012), Sammer, Brechbühl and Back (2013), Stieglitz and
Brockmann (2012) emphasize the users' ability to share data, an ability to perform
collaborative work either synchronously or asynchronously with other users and an ability
to display high resolution user experience.
3.2.1 Defining MBIS for this thesis and potential tasks of MBIS
In this research, I define MBIS as a system where enterprises‘ owners, managers and
employees use mobile devices to access and exchange information, resources and services
of that enterprise. The definition is derived from Pernici and Krogstie‗s (2006) definition
and MBIS capabilities by Berghaus and Back (2014), Dery and MacCormick (2012),
Sammer, Brechbühl and Back (2013) and Stieglitz & Brockmann (2012) those
emphasised MBIS capabilities to share data and perform collaborative work either
synchronously or asynchronously with other users. This definition is formulated to
accommodate MBIS as a tool that is expected to assist RMG activities to provide
communication, information access, information display and collaborative work. The
potential tasks of MBIS in an RMG context are categorized in table 3.1:
Table 3.1: Potential tasks and the activities using MBIS for RMG
Tasks Level Example Reference
Information Employee Employee viewing Berghaus & Back (2014);Duhm et al.

access, their shift or payslips (2016); Hurt et al. (2016); Ratajczak
Managerial
process and et al. (2017); Rathore & Ilavarasan
retrieval (2014); Sammer, Brechbühl & Back
(2013); Dery & MacCormick (2012);
Šedivá (2013); Stieglitz &
Brockmann (2012)
Strategic Managerial Managers taking Fernando, Ginige & Hol, (2017,

Planning long-term goal for May); Gorry & Scott Morton (1971);
RMG Kale et al. (2015).
Management Managerial Managers controlling Gorry & Scott Morton (1971); De

Control the budget for RMG Silva et al. (2017)
Operational Managerial Supervisors maintain Gorry & Scott Morton (1971);

Control allocated hours of Kumar et al. (2017)
HRM
Decision Employee Employee/managers De Silva et al. (2017); O'Brien &

Making agreeing on the Marakas (2006); van der Merwe,
Managerial
decision Turpin & Hendriks (2017)
In the following sections, the tasks MBIS potentially performs will be discussed in the
context of the RMG sector. I first describe the tasks and activities and map these to the
RMG business context.
3.2.1.1 Information access, process and retrieval
Berghaus and Back (2014); Duhm et al. (2016); Hurt et al. (2016); Ratajczak et al.
(2017); Rathore and Ilavarasan (2014); Sammer, Brechbühl and Back (2013), Dery
and MacCormick (2012), Šedivá (2013), Stieglitz and Brockmann (2012) suggested
MBIS capabilities for information access, process and retrieval. Following the
findings from these studies, MBIS can potentially offer RMG workers the basic
service of Information access, process and retrieval. For example, using MBIS,
workers and employees can view an online roster, retrieve payslips and communicate
with HRM for employment-related information.
3.2.1.2 Strategic planning
MBIS provides control of strategic planning for an organization (Fernando et al.,
2017; Kale et al., 2015). In general strategic planning is the process of deciding on the
objectives of the organization, on changes in these objectives, on the resources used to
attain these objectives, and on the policies that govern the acquisition, use and
disposition of resources (Bryson, 2018). In RMGs, strategic management planning
enables the enterprise to engage in upgrading the decision making process, despite a
precarious relational and institutional context (Sinkovics et al., 2018). Empirical
evidence suggests proper strategic planning of small RMGs to emerge as a bigger by
improving the relationship with their buyers, by outsourcing RMG activities to proper
suppliers, and by developing the skills and motivation needed to perform appropriate
functional activities (Sinkovics et al., 2018). Using the MBIS, managers and owners
of the RMG should be able to adopt a strategic plan, such as setting up organizational
goals and communicating with employees to convey organizational goals and
planning the utilization of resources such as raw materials.
3.2.1.3 Management control
MBIS has the capability to enhance management control (De Silva et al., 2017). In the
context of RMGs, managers and owners can work together to manage and control
their budgets, targets and forecast business opportunity. In RMGs management
control is essential to assure resources are used effectively and efficiently in the
accomplishment of the organization's objectives (Nuruzzaman et al,.2010). There are
different types of management control in RMGs, such as task scheduling, material
resource planning (inventory), supply chain management, process selection and
planning, quantity estimation and production cost planning, capacity and production
planning, follow up and execution and so forth.
3.2.1.4 Operational control
MBIS capabilities of improving communication, coordination, the decision-making
process and inventory management can be used in Bangladeshi RMGs to gain
operational control. This operational control assures effective and efficient
performance in an RMG. To manage with short lead times and small but frequent
orders, RMGs need to increase their operational control to improve their production
processes in order to deliver finished products within the expected time frame at the
lowest production cost (Nuruzzaman et al., 2010). Production planning is
therefore gaining importance in contemporary RMG (Liu et al., 2018).
3.2.2 MBIS Architecture
Various MBIS services, such as mobile banking, mobile learning and mobile health
are typically distributed and characterized as high heterogeneity of system
requirements, users‗ requirements and technological platforms (Adorni et al., 2006;
Ardagna et al., 2006). Nonfunctional requirements such as performance, reliability,
security, cost and quality of service are also varied (Ardagna et al., 2006).The
difference of MBIS arises also because of the participating organization in MBIS
service and the technology used in the system (Jenkins, 2008). As a consequence
of MBIS heterogeneity, the architecture and configuration of the underlying
platform that is built on hardware and software system objects supporting the services
vary as well (Adorni et al., 2006; Ardagna et al., 2006). It is therefore important to
develop the architectural design of MBIS for RMGs to conceptualize the service. In
this section, a high level of logical architecture of MBIS for RMG business is
developed. Ginige, Ginige and Richards‗ (2012) and Ginige and Richards‗ (2012)
mobile-based information system aimed to empower people in the middle of the
pyramid (MOP). Ginige and Richards‗ (2012) system concentrated on the agricultural
industry in Sri Lanka. I adapted their architecture and extended it by adding tools at
the application layer suitable for RMG activities. The main difference between the
architecture presented in this thesis to that of Ginige, Ginige and Richards (2012) and
Ginige and Richards (2012) is that this MBIS architecture is operationalized for the
RMG sector. The architecture is depicted in figure 3.1. The MBIS architecture is
mainly composed of the following subsystems:

Figure 3.1: High-level Logical Architecture of MBIS for RMG adapted from
Ginige, Ginige and Richards‘ (2012) and Ginige and Richards‘ (2012)
3.2.2.1 Presentation Tier
The presentation layer mainly deals with the design and aims at declaring the ―look-
and-feel‖ of an application independent from its implementation (Richards, 2015). The
presentation layer would be responsible for handling all user interfaces such as
entering the username and password by an RMG worker, clicking a link to open a web
page and tapping a video to view it. At the presentation tier I have cross-platform
mobile devices on which MBIS is deployed.
3.2.2.2 Application Tier
The next tier is the application tier. This is a business logic tier as well. Various
applications and functional components are provided to perform the task/s as required
by the system. In the case of MBIS for RMGs, communication tools such as forums,
discussion boards, a HRM management tool for HRM managers, stock/inventory
management tools for managers and supply chain management functionalities are
suitable applications. The application layer does not concentrate on how data will be
displayed in the presentation layer, rather it deals with how work can be performed
based on logic and available data stored in the database (Richards, 2015).
3.2.2.3 Database Tier
The database tier is composed of two data stores. One is the existing database of RMG
that contains the data of the RMG. It is also expected that as RMG has various
stakeholders, such as overseas buyers, buying houses and supply chain partners the
RMG may connect with an external database.
In the previous sections, I aimed to conceptualize the concept of MBIS in the context
of RMG businesses. Since MBIS has not been implemented in the RMG, one might
find difficulties in understanding the system. However, the definition of MBIS, the
tasks performed by MBIS and a high-level logical architecture of MBIS are presented
to realize how MBIS acts in the RMG. The next sections discuss the capabilities of
MBIS in human and business domain. To understand the MBIS capabilities,
affordance theory is used as a lens to reveal the motivating possibilities of MBIS for
RMG.
3.3 Theory of Affordance
A psychological theory - perception of affordance, proposed by Gibson (1979)
highlighted the interaction between environments and the actor or agent (Wang, Wang
& Tang, 2018). The theory commonly known as an affordance theory, explains what
the environment affords to an actor/agent and how the actor/agent acts accordingly by
exploring the characteristics of both environment and agents (Pozzi et al., 2014). An
affordance carries the connotation of offering and limiting the possibilities and
actions. Actor/agents are organisms perceiving and behaving in the environment and
builds up a linkage between them (Wang et al., 2018). The linkage enables interaction
that includes both the properties of the actor and environmental (Gibson, 1986).
Gibson‗s theory of affordance gained widespread attention and was further theorized
into technology research fields. From a practical perspective, the theory is useful to
describe how technology benefits the human actor (Wang et al., 2018). For example,
Hutchby (2001) was among the early researchers who shifted affordance theory from
‗environment‗ to the IT artifact (Pozzi et al., 2014). The key promise of the theory
was the direction of scholarship of IT use and the consequence of IT use. Wijekumar
et al., (2006) also purported that affordances were referred as the interactions
between users and technology tools (Pozzi et al., 2014). Affordance theory was also
interpreted as a two-way link by exploring the enabling and constraining factors for
users to engage in. Wang et al., (2018) argued the concept of benefits and detriments
brought by technology affordance differed substantially from ones brought by
technology itself.
3.3.1 Why affordance theory?
In order to investigate the MBIS benefits and its implications on RMG
business activities and the employees, Theory of Affordances by Gibson (1979) is
used as an analytical lens. Affordance theory has been applied as a means of guiding
the ways that MBIS can be used for goal-oriented actions for RMGs. As advised by
Hatakka, Devinder and Sæbø (2016), the theory guides to understand certain
usefulness of the MBIS that can be utilized for Bangladeshi RMGs.The utilization of
affordance theory in this thesis has two main outcomes; firstly, MBIS capabilities are
shifted to RMG domain. Secondly, the theory contends as a lens of the action
possibilities for the RMGs when utilizing MBIS applications (Pozzi et al., 2014). It
acts as a link between the MBIS and the RMGs organizational goals. Affordances are
viewed as functional enabler of MBIS and MBIS actor‗s ability to perform actions for
RMGs (Pozzi et al., 2014).
With the proliferation of the advancement in Mobile technology, the concept of
affordance is frequently applied in the field of mobile technology (Wang et al., 2018).
The theory is used to investigate those features and benefits that are implacable in the
organization by investigating how the system can interact with the organizational
context and IT artifact (Chatterjee et al., 2017; Leonardi, 2013; Volkoff & Strong,
2013). Following the concepts of affordances, Markus and Silver (2008) made an
important contribution to the study of IT uses in the organizational context. The study
purported there were technical objects, functional affordances, and symbolic
expressions of IT use in the organizational context. In the next section, contemporary
MBIS studies that used affordance theory are reviewed.
3.3.2 Affodances theory applied in different context
Following sections will discuss the applicability of affordance theory in different
context:
3.3.2.1 Affordance theory in the context of learning
Lloyd (2018) reported MBIS based teaching and learning affordances are mobility;
connectivity; content creation; and curation. These affordances are also supported
by Wyche, Simiyu, & Othieno (2018) utilized mobile phone‗s cognitive, physical,
and sensory affordances on the users‗ communication. Xiangming and Song‗s study
(2018) implied that MBIS based learning afforded a positive impact on teachers,
students and institutions in terms of curriculum design, learning activities and policy-
making towards improving academic quality. The study suggested under the lens of
affordance that the affordance approach facilitates in examining the full potential of
mobile technology tool along three dimensions of material, effective and social
aspects. Advocating mobile technology could afford opportunities of new learning
paradigms and pedagogies in educational settings. Spontaneous learning guidance and
interaction occur in informal learning context after the class via mobile apps. Lesson
learned from the study in this thesis that affordance of MBIS such as interactivity,
engagement, networking and collaborations are the essential concepts to introduce
innovativeness in Bangladeshi RMG context.
3.3.2.1 Affordance theory in the context of organisation fludity
Chatterjee, Sarker and Siponen (2017) study positioned MBIS in three cases of mobile
work and informs in this thesis to understand how MBIS supports
organizational fluidity. The term fluid organization refers to the organizations those
are more flexible and less hierarchical in forms compared to the traditional
organizational structure. The fluid organizations are capable to meet the challenges
and unpredictability of modern-day business environments. Moreover, often
fluid organizations are characterized by speed and agility, complexity and
unpredictability, and individual freedom and spontaneity compared to the traditional
organizations. However, RMG researchers from Bangladesh report that Bangladeshi
RMGs have a lack of agility in the RMG supply chain (Alam & Natsuda, 2016; Haque
et al., 2011). Nuruzzaman, Haque & Azad (2010) also criticized RMG business
activities with inefficient production life cycles and higher production lead times.
MBIS however, can improve organizational fluidity, namely team fluidity, task
fluidity and control, fluidity, aided by the use of mobile ICTs in an organizational
context.
3.3.2.1 Affordance theory in the context of mobile worker
Using affordance theory, Cousins and Robey (2015) explored the role of mobile
technologies that the features of MBIS offer five specific affordances suitable for
mobile workers: mobility, connectedness, interoperability, identifiability and
personalization. The authors found mobile workers' establish a variety of personalized
boundary management practices to match their particular situations. In general
Bangladeshi RMGs are sub-contracted to small manufacturing units for cutting,
making and trimming activities (Islam et al., 2010; Kabir, 2007; Siddiqi, 2007;
Rashid, 2006; Abdullah and Yusuf, 2008). Manufacturing units, such as raw material
suppliers, yarn providers, tailors, accessory suppliers, cloth dyeing shops, and
packagers are the manufacturing units transforming overseas buyers‗ orders into
successful shipments. The findings from Cousins and Robey (2015) surmise that
MBIS properties provide opportunities for mobile workers to manage their work-life
boundaries and may improve the relationship and coordination between subcontracted
manufacturing units with the RMG that receives overseas garments orders. In the next
sections, various affordances of MBIS are outlined to conceptualize what MBIS can
afford Bangladeshi RMGs:
3.3.2.2 Affordance theory in the enterprises context
Realizing the affordances of MBIS, studies by Berghaus & Back (2014), Gao,
Krogstie & Siau (2014), Sammer, Brechbühl & Back (2013), Dery & MacCormick
(2012), Šedivá (2013), Stieglitz & Brockmann (2012) strongly advocate introducing
MBIS in an organizational context. Mobile phones also span a wide variety of
businesses (see table 3.2) (Aker &Mbiti, 2010).
The main theme of these studies is how enterprises transform MBIS investment into
improved organizational, financial and market performance as well as shareholder
value. The studies suggest MBIS affects various stakeholders such as users, operating
departments and corporate IT (Berghaus & Back, 2014). Effective MBIS use within
enterprises improves business processes by integration as well as automation via
mobile devices, and innovative management and improved internal efficiency
(Sammer, Brechbühl & Back, 2013).
The following sections present various MBIS affordances expected to bring benefits
to Bangladeshi RMGs. The MBIS affordances mention prior mobile based literature. I
have selected literature from developing countries expected to contribute to the MBIS
framework, which is the aim of the thesis. MBIS affordances with regard to the
organizational context are presented in figure 3.2.
MBIS capabilities MBIS Affordances Impacted RMG entity

.
Communication
Coordination
Ubiquitousdata
access
Business process
Connectedness
Collaborative working People
Mobility Decision making

Process
Lead time
Agility
Culture
Inventory management
Governance
Technology
Process loss
Operational cost
HR management
Quality
Banking
Goodwill
Compliance monitoring
Figure 3.2: Affordances of MBIS on the organizational context adapted from
Chatterjee et al., 2017; Leonardi, 2013; Volkoff & Strong 2013

3.3.3 Productivity of affordance theory
In general, a wide array of adoption theories in the IS area focused on introducing and
examining, enabling and inhibiting factors or examining what it promises to users,
organizations and contexts. Subsequently, these IS theories have also been criticized
by each other. For example, though Gao et al. (2014) recognized TAM as the most
widely adopted model in IS, recently Lai, Hsu & Wu (2018) criticized TAM for
having limited creative contributions by neglecting users' individual characteristics
and disregarding the impact of ‗social influence‗ on adoption and diffusion of
technological innovations.
In the battle of IS theories, however, Volkoff & Strong (2013) argued that affordance
theory has emerged as a fresh look in the IS field, firstly by introducing new
constructs, such as consideration of shared and collective affordances (Leonardi,
2013), secondly by producing methodologies such as using an affordance approach to
support computational analysis of routines (Gaskin et al., 2014). Lastly ―affordance
theory takes a socio-technical perspective that lets us be specific about the technology
while simultaneously incorporating social and contextual elements‖ (Volkoff &
Strong 2013, p. 2). Another specific domain where the affordance lens has been used
productively is the adoption and use of social media. For example, Treem and
Leonardi (2013) examined how social media use within organizations can affect
processes such as socialization, knowledge sharing and the exercise of power
(Volkoff & Strong, 2013).
Affordance theory argues that IT affordances are contextual; that suggests one
specific IT service may not offer the same affordance in another context (Carlo,
Lyytinen & Boland, 2012). For example, mobile banking offered more affordances in
developing countries than developed nations and much of the users of the service
were from the poorest parts of the world. Chatterjee, Sarker and Siponen (2017)
followed the view of Carlo, Lyytinen & Boland (2012) and suggested an IT service
may provide different affordances in different situations. Hatakka, Devinder and
Sæbø (2016) also suggested to understand the link between ICT and development.
The authors also purported that the usefulness of technology should be analyzed in a
particular context. This implies there is need of contextual investigation on
technology affordances that can potentially influence organizations.By investigating
affordances explicitly it will be possible for IT practitioners to make more informed
choices about the ways in which different technologies can be used to achieve
organizational goals (Conole & Dyke, 2004). In the next sections I look at the
productivity of the affordance theory.
3.3.3.1 Affordance of ubiquitous information and data access
Stieglitz and Brockmann (2012), suggested the ubiquitous availability of information
through MBIS led to a growing share of work-related activities, enabling employees
to be more productive in situations where they traditionally lack access to needed data
resources (e.g. While travelling). By implementing MBIS an enterprise made project
information, business intelligence information or customer information to support
sales activities ubiquitously available. Effective use of MBIS in RMGs thus can
contribute to an RMGs‗ higher productivity, higher turnover and higher ROI. RMG
employees gain direct access to information through a document management system
(like Sharepoint), as well as cloud services (like Google Drive or Dropbox) while
visiting customers or travelling. Employees can also share data among colleagues
(Stieglitz & Brockmann, 2012).
3.3.3.2 Affordance of Connectedness
This enabling aspect of MBIS to provide communication and information
access anytime and anywhere is an affordance of connectedness, which is very
important for the RMG. RMGs are comprised of factories, manufacturing units and
suppliers. MBIS can support internal, external and inter-organizational
communication in RMGs by supporting both synchronous and asynchronous
communications. In such a scenario, the ability of MBIS for RMGs to ensure
participation across spatial, temporal, and contextual differences, enables both modes
of synchronous and asynchronous communication.
A study by Ratajczak et al., (2017) suggested enhanced communication and
information flow enhances connectedness among stakeholders, which is crucial in the
production management scenario. Connectedness using MBIS is crucial in business as
the reported benefits are improved productivity, collaboration between project
participants as well providing tailored information to the user. Previous research also
highlighted that mobile phone-based connectedness contributed to the management
efficiency (Litan & Rivlin, 2001). Mobile phone connectedness provides access to
information, increasing productivity while improving coordination among partnering
organizations. By improving connectedness between firms and their suppliers, mobile
phones can enable firms to manage their supply chains more effectively, streamline
their production processes and engage in new activities (Roller & Waverman, 2001).
This, in turn, reduces stock-outs and interruptions in production, which are of

particular concern for production sectors with limited supply options.
3.3.3.3 Affordances of mobility
Malone (2005) noted increases in human freedom in business through mobility.
Chatterjee, Sarker and Siponen (2017) suggested the idea of mobility in three possible
ways. Firstly, mobility can be locational or spatial and mobile ICT provides a
flexibility of geographical (spatial) movements. Workers equipped with such mobile
ICTs tend to accomplish tasks irrespective of their geographical location. Secondly,
mobility can be temporal – i.e. mobility refers to the changes (mobility) in various
temporal structures. A good example of temporal mobility would be the case of a
traffic officer and supervisors, the ambulance service, hospitals and undertakers and
control room personnel. Lastly, mobility will allow a workforce to perform
organizational jobs outside of office boundaries. A typical example is police officers
who need to perform the jobs collaboratively with the control room to perform a given
task (Chatterjee et al., 2017).
The mobility affordance of MBIS will allow RMG owners, managers, supervisors and
workers not to be tied within only organizational boundaries; rather work can get done
while they are ―spatially and temporally decoupled from one another or from the
organization‖. As RMGs in Bangladesh are in competition with other countries
RMGs, this affordance will advance Bangladeshi RMGs to a postmodern
organization, where Kakihara (2005) viewed as characteristics of postmodern
professionals and advised organizing of work in the Ubiquitous Information
Environment. Cooper (2015) further added that Information and communication play
functions in postmodern organizations. The modern organization is information based

and the organization system should be designed based on information/knowledge
(Cooper, 2015). Therefore, Boissier, Rychkova and Zdravkovic (2016) suggested
mobile computing enables new business models today. The study, adhering to the
mobile ICT based organization model, purported modern organization tend to
abandon bureaucratic organizational structures based on formal planning and
centralized decision-making and to adopt less formal, decentralized structures and
management styles.
3.3.3.4 Affordance of Agility
Agility characteristics of enterprises in today's turbulent, unpredictable,
interconnected, fragile and increasingly global business environment are essential to
survive, prosper and sustain. There is a general agreement on the organizational
characteristics of agility, which includes effective communication, market
responsiveness, structural fluidity, empowerment and enablement, decentralization of
power, building teams and development of a learning organization (Baker, 2017).A
successful business of the twentieth century is characterized as stable, predictable and
conforming (Baker, 2017). Managers are expected to be innovative and find solutions
in the way of agility (Krotov et al., 2015). One strategy is to align IT to the business
with an expectation that business will respond to challenges and opportunities in a
timely manner and improve organizational performance. However, to reach a
desirable level of agility using IT, it is essential to understand what mechanisms
enable business agility first and then to adopt such technology to enable agility
(Krotov et al., 2015).
Prior studies suggested much of the above agility characteristics are enabled by
mobile phone. Therefore, recently the discourse of increasing agility of enterprises
using mobile phone-based IT has attended by several studies. For example, Krotov et
al., (2015) explored 89 case studies describing contemporary mobile applications
within organizations to identify specific ways in which mobile technology is used to
improve operational, customer and partnering agility. The study implemented three
dimensions of agility using MBIS namely: customer, partnering, and operational
agility as agility-enhancing mechanisms.
Chatterjee et al.,‗s (2017) concept of ‗mobile IT‗ also had a sample of three mobile
case studies to investigate the mechanism of agility by using mobile IT in the work
context. The study, however considered agility as a compound result of the
affordances of connectedness and interoperability. Krotov et al., (2015) and
Chatterjee et al., (2017) also succinctly capture the concept of agility as being
achieved in the mobile IT work context. Another study by Picoto et al., (2010)
suggested MBIS can increase workforce productivity by providing employees real-
time access to data in various situations (e.g., while in business meetings) and with
faster provisioning of ad-hoc communication (Stieglitz & Brockmann 2012).
Thus, previous studies indicate availability of information through MBIS will lead
Bangladeshi RMGs to a growing competitive share of work. MBIS will enable RMG
employees to be more productive while managers are travelling. Effective use of
MBIS can contribute to RMGs higher productivity, higher turnover, and higher ROI.
RMG employees can gain direct access to information through existing IS in the
RMG. RMG employees can also share data among colleagues (Stieglitz &
Brockmann, 2012).
3.3.3.5 Affordance of governance
The impact of the mobile phone in promoting good governance has also attracted
significant interest in developing countries (Aker & Mbiti, 2010; Ojo et al., 2013).
Good governance refers to the government's capacity to manage public life with fair,
participatory, responsive, well-managed and efficient policy. In a good governance,
information delivery to the public is a key task of government as it is their
responsibility to keep citizens informed of what is happening around them (Nwelih &
Ukaoha, 2010; Sri & Melissa, 2012). However, during the past 10 years, mobile
phones affected the way citizens interacted with each other and with society. Thus,
mobile phone communication directly supports a deepened democracy through
encouraging citizen participation in state affairs, influencing the political decision-
making process and helping to hold governments accountable (Hellström, 2011). The
mobile phone is also a ‗voice‗ for development needs (Aker & Mbiti, 2010;
Hellström, 2011; Ojo et al., 2013). Moreover, in developing regions mobile phones
can act as a new interface between government and citizens to make public services
more accessible (Hellström, 2011, Ojo et al., 2013). Also, public services using
mobile phones in developing countries have also been suggested (Chowdhury &
Satter, 2012).
Recently, the concept of governance has increased in the Bangladeshi RMG. The
affordance of governance increases top management‗s capability to manage OHS,
employee management. MBIS in RMG can offer the affordance of corporate
governance that can reduce process loss, decrease operational cost, decrease lead
times, and increase OHS and compliance monitoring.
3.3.3.6 Affordance of human resource management
Recent studies have suggested leveraging mobile devices for HR systems in business
(Pande & Gomes, 2015). These studies suggest mobile based HR systems are a
creative solution offering better facilities for signing-off on time sheets or helping
employees file health benefit claims etc. Moreover mobile applications can assist
traditional tasks of HR such as sourcing job candidates, advertising for HR and
performance management etc. The advantages of a mobile phone-based HR system
are improved employee engagement (Pande & Gomes, 2015), opportunities to
identify and attract potential employees (Breaugh & Starke, 2000) and online
recruitment (Bussler & Davis, 2001, Cober & Brown, 2006).
MBIS develops HR by increasing access to relevant information in a timely fashion.
Knowledge is a form of processed information, available at various nodes in social
and economic networks. However, social and economic networks are not ―flat‖ but
structured by hierarchies, as the actors involved have different types and levels of
power (Carmody, 2013). Mobile phones enable and strengthen this social network of
rural and poor citizens, which forms the transformational characteristics of mobile
phones (Smith et al., 2011). The mobile phone also develops human resources by
connecting to economic networks of financial institutions. In developing countries
where banks and financial institutions find difficulty in offering banking services to
the rural and poor, connecting to the economic network within a social network can
play a crucial role in smoothing development problems and maximizing human
capabilities (Rotberg & Aker, 2013). Lastly, mobile phones expand human resources
by expanding market barriers and government networks of services, political
mobilization and crisis management.

In short, leveraging mobile devices for human resource information systems in RMGs
is a creative solution; it will offer better facilities for signing off on time sheets and
helping employees file health benefits claims. Moreover, MBIS in RMG can assist the
traditional task of HRM such as sourcing job candidates, advertising for human
resource and performance management.
3.3.3.7 Affordance of banking provision
Within MBIS, mobile banking (m-banking) has gained the most attention by
researchers as m-banking revolutionized the banking system through attracting
numerous un-banked people. Previously, many individuals were un-banked and no
financial institution considered them suitable customers. This inclusion of unbanked
people in mainstream banking provided social and economic benefits to those
marginalized in society (Ahad, Laurel & Gay, 2014; Bankole & Cloete, 2011; Daud et
al., 2011; Kadušić et al., 2011).
In this MBIS architecture (see section 3.22 and figure 3.1), I propose a mobile based
payment be integrated into MBIS. Usually RMG workers are paid in cash, however
wide adoption of mobile payments can speed up the payment system and workers will
receive a more accurate salary.
3.3.3.8 Affordance of learning
There has been widespread recognition that mobile phone-based learning is very
effective for developing countries. Empirical evidence suggests positive impacts of
mobile phone-based literacy and numeracy programs, especially for adults. Learning
using a mobile phone can be anytime, anywhere and is also cheap (Aker et al., 2010).
Prior studies suggested mobile phones aid education by supporting lifelong learning,
which is very important for continuous improvement and professional development
(Samarakoon et al., 2017).
Mobile phone-based learning can be effective for RMG workers. As RMG technology
is changing, the requirements of employers are changing as well. The RMG workers
also might need to update their numeracy, literacy or even RMG related skills. RMG
worker who wish to get promoted or want to learn new skills for professional
development can use m-learning. Another possible use may be collaborative learning,
where two or more people learn something together (Kim et al., 2014). For example,
in an MBIS system of a given RMG, two or more workers can create a group to learn
stitching by interacting virtually with each other (Ting, 2013).
3.3.3.9 Affordance of empowerment
MBIS has impacted individuals in two ways - firstly by linking rural, poor and
marginalized people to information, increasing their opportunities, and secondly by
providing a cost-effective platform for government, organizations and businesses to
offer development activities - e.g. capacity development, education or private sector
modernization (Samarakoon et al., 2017; Samarajiva, 2011). MBIS also provides
access to critical information such as agricultural information, employment and
business opportunity which connects the labor demand and supply network
(Dannenberg & Lakes, 2013). For example, mobile phone-based apps connect Indian
fishermen and Sri Lankan and Kenyan farmers to the business network, improving
their production and marketing and increasing their overall income (Ginige &
Richards, 2012; West, 2012). Mobile Phones also help RMG workers serve
broader geographic areas reaching new consumers.
3.3.4 Key constructs of affordances considered for this
research
Based on the literaure reviewa bove, the follwiing affrodances are considered as key
contructs to investigate MBIS affordances for bangladeshi RMGs. Se table 3.2
Table 3.2: Potential tasks and the activities using MBIS for RMG
Key Affordances Reference

considered for the thesis
Communication (Birt, & Cowling 2018) (Tang & Hew 2017) (Wyche,
Simiyu & Othieno 2019)
Ubiquitous data access (Picoto et al., 2010) ( Lin 2017)
Coordination (Berghaus & Back 2014) (Gao, Krogstie & Siau
2014) (Sammer, Brechbühl & Back 2013)
Business process Dery & MacCormick (2012), Šedivá (2013), Stieglitz
& Brockmann (2012)
Connectedness (Litan & Rivlin, 2001) (Ratajczak et al., 2017) (Roller
& Waverman, 2001)
Collaborative working (Samarakoon et al., 2017)
People
Mobility ( Boissier, Rychkova and Zdravkovic 2016)
(Chatterjee, Sarker and Siponen 2017)
Decision making Process (Berghaus & Back (2014), Gao, Krogstie & Siau
(2014), Sammer, Brechbühl & Back (2013), Dery &
MacCormick (2012), Šedivá (2013), Stieglitz &
Brockmann (2012)
Agility (Krotov et al., 2015) (Chatterjee, Sarker and Siponen
2017)
Inventory management (Abdullah 2018) ( Hickset al. 2017) (Parachaet
al.2017 )
Governance (Chowdhury & Satter, 2012) (Hellström, 2011) (Ojo
et al., 2013)
HR management (Pande & Gomes, 2015) (Breaugh & Starke, 2000)

(Bussler & Davis, 2001) (Cober & Brown, 2006).
3.3.5 Research gap in the MBIS affordance domain
The main gap identified in the literature is relatively little is known about how MBIS
can benefit RMGs. MBIS has been used in several important industries such
as banking (Bankole & Cloete, 2011; Daud et al., 2011; Kadušić et al., 2011); health
(Dwivedi et al., 2016; Istepanian, Laxminarayan, & Pattichis, 2014; Solanas et al.,
2014), education (Al-Emran, Elsherif & Shaalan, 2016; Obiria & Kimwele, 2017),
Tourism (Lin, 2017; Morosan, 2014; Smirnov et al., 2014), HRM (Yusoff, Ramayah
& Othman, 2015) (please see table 3.2).
Table 3.3: Industries capitalizing on MBIS affordances
Industry Studies
Banking Acheampong et al. (2018); Ezeh & Nwankwo (2018); Gumussoy,
Kaya & Ozlu (2018); Johnson et al. (2018); Motiwalla, Albashrawi
& Kartal (2018); Nugroho, Najib & Simanjuntak (2018); Singh&
Srivastava (2018); Su, Wang& Yan (2018)
Health Dwivedi et al (2016); Istepanian, Laxminarayan & Pattichis (2014);
Solanas et al. (2014); Ebrahimi et al. (2018); Seethamraju, Diatha,&
Garg (2018); Sharif, Ahadzadeh & Wei (2018)
Education Almaiah (2018); Al-Shihi, Sharma & Sarrab (2018); Bharati &
Srikanth (2018); Al-Emran, Elsherif & Shaalan (2016); Obiria &
Kimwele (2017) Samarakoon, Christiansen& Munro (2017)
Tourism Lin (2017); Morosan (2014); Smirnov et al. (2014); Tom Dieck &
Jung (2018)
HRM Yusoff, Ramayah & Othman (2015)
Medical service Hu et al. (2013)
Agriculture De Silva et al. (2017); Verma & Sinha (2018)
In these industries, MBIS has redefined the business process and improved the
system, organizational performance and strategic activities. In turn, stakeholders are
benefited. However, RMG is a major industry, not only in Bangladesh, but also in the
developed countries who are the main buyers.
Despite the fact few studies by Bank (2011), Hossain (2012), Martin & Economy
(2013), Rao & Rao (1998) which had focused on mobile phone usage for the
RMGsector on selective functions, to date a comprehensive study of MBIS on RMGs
is missing. Especially in Bangladesh, the key question is still unanswered - how can
MBIS impact on RMG workers and the RMG industry?
The literature review on MBIS affordances reveals a growing interest in
understanding the role of MBIS features in supporting human benefits and business
management practices. However, Cousins and Robey (2015) criticize that less
attention has been directed towards defining and theorizing the concept of
affordances. They further added that in most studies of mobile technology, researchers
treat mobile technology in a descriptive fashion and consequently mobile
technology's implications for business management remain under-theorized. Yet
there is less attention paid that guides organizations in leveraging mobile technology
for improving speed and responsiveness to market needs. Krotov, Junglas, & Steel
(2015) also had the same view that MBIS is under-utilized for achieving
organizational agility.
Another main gap is the lack of empirical research in the MBIS affordance literature
(Krotov et al., 2015). Most of the affordance studies on MBIS and related mobile
technology attempted to enrich this understanding of mobile-based technology
contributions to the organizational level using the case study approach. For example,
Bygstad (2016), Chatterjee, Sarker& Siponen (2017), Strong et al., (2014), Zheng and
Yu (2016) provided a snapshot of affordances through case study. However, Krotov,
Junglas and Steel (2015) suggested that the case study approach can be used for
preliminary theory building. The case study method has some inherent weaknesses
related to ambiguous rigor, standards, lack of control over variables and thus
possesses limited generalizability. Unlike in the case of an experimental setting, case
studies are deliberately analyzed within the natural context, something that makes a
control for confounding variables and influences virtually impossible.
Depending on the organizational context of specific technology applications, novel
affordances are likely to arise (Jonsson et al., 2009; Pollock et al., 2009). Nonetheless,
this review of studies of mobile technology reveals repeated references to the
affordances of mobility, identifiability and connectedness. These studies reviewed
below, therefore, provide a useful starting point for understanding the affordances of
mobile technologies in practice. This research fills the gap by answering:
RQ1. What is the extent of MBIS affordance on the RMG industry in Bangladesh?
To answer the above research question, the literature review suggest following key
constructs of MBIS affordances those can impact the RMG. However our research
instruments (interview, focus group and survey) will pinpoint to the affordances of
MBIS in RMG context.
3.4 Chapter summary
This chapter positions the researcher’s understanding of MBIS affordances for
business process improvement activity, which to date has received little attention in
the RMG sector. I established with the extant literature that MBIS offers affordances
of new possibilities to provide effective communication, information access,
information retrieval and a collaborative work environment. A key outcome identified
in this chapter is that current research has shown there are motivating possibilities
using MBIS to bring about development impacts in RMGs. The research landscape of
MBIS is promising, as new technologies and business models emerge impacting upon
organizational capabilities and requirements. The literature review has identified
gaps existing in this understanding of how MBIS impact a manufacturing sector like
RMGs. Given the challenges of disempowerment in Bangladeshi RMGs, it is essential
to empower RMG workers. The following chapter will review in detail, empowerment
theory and mobile phone based empowerment opportunities.
Chapter 4
Empowerment through MBIS
This chapter reviews the literature on empowerment and mobile phone based
empowerment. The chapter first starts with empowerment theories,
empowerment constructs and processes. The discussion then proceeds to how
MBIS has empowered citizens in developing countries. Various empowerment
theories are analyzed for a closer look into the dynamics empowerment might
have with MBIS. The knowledge gaps are identified requiring attention. Based
on the gaps, the research question is presented for this thesis.
4.1 Introduction
According to the 2018 statistics of the International Telecommunications Union
(ITU), there are 107 mobile phones available per100 inhabitants in developing
countries and in Bangladesh there are 157 million subscribers (ITU 2018). However,
the rapid growth of mobile phone penetration offers an opportunity to empower
citizens by providing services such as communication, education, and health and
banking facilities. Specifically in developing countries where government support is
inadequate, poor citizens fall behind in receiving better opportunity and development
support, MBIS offers various empowerment components and processes as potential
empowerment outcomes for disempowered citizens (Badran, 2014; Cai et al., 2015;
Chew et al., 2013; Dasuki et al., 2013; Ginige & Richards, 2012; Mehta & Mehta,
2014; Walker et al., 2015).
With regard to lessons learned about MBIS capabilities of empowering citizens in
studies such as Badran (2014), Cai et al.(2015), Chew et al. (2013), Dasuki et al.
(2013), Ginige & Richards (2012), Mehta & Mehta (2014), Walker et al. (2015),
MBIS is expected to hold a prominent place in empowering RMG workers in
Bangladesh as well. Given the disempowered situation in Bangladeshi RMGs, with
wide availability of mobile phone, MBIS stands to play a crucial role in empowering
workers by providing communication, information access, process and retrieval
and learning. However, empowerment is a multidimensional phenomena and there is
little known about how empowerment can be operationalized using MBIS. Moreover,
following Samarakoon et al., (2017) and Samarajiva (2011), I contend RMG workers
in Bangladesh can be empowered using MBIS in two ways - firstly by linking them to
information, resources and management of the RMG that increases their opportunities
to overcome any disempowerment situation. And secondly by providing a cost-
effective platform to stakeholders such as RMGs, government and development
agencies that stakeholders can utilize for development activities, such as education,
health and banking to increase RMG workers‗ capability. In the next section, I
therefore review the facets of empowerment theories, process and components of
empowerment.
4.2 Introduction to empowerment
Empowerment is a process by which individuals gain mastery and control over their
lives and a critical understanding of their environment (Lin, Wu & Ling, 2017;
Miguel, Ornelas & Maroco, 2015; Riddle et al., 2017; Rodrigues, Menezes &
Ferreira, 2018; Siegall & Gardner, 2000; Schulz & Israel, 1990; Zimmerman, 1990a).
Empowerment develops an individual‗s capacities. Using such capacity, individuals
have the psychological freedom to plan and access better education, skills and
information in order to improve their life opportunities. Empowerment strengthens the
principles of inclusiveness, transparency and accountability, democracy and
development. Moreover, empowerment has been widely applied as an antidote to
social injustice (Boley & McGehee, 2014).
Empowerment is also a process of transition from being powerless to a state of
relative control (Sadan, 1997). Bailey and Pill (2015) have a similar view and referred
to empowerment as a process of transferring power in decision-making or the re-
allocation of resources from the center to the periphery. This suggests a feature of
empowerment is about receiving power to act as a mechanism of empowered activity
(Ahmad et al., 2014). Empowerment is gained through mediation such as education,
skills and information building through a participatory approach (Ahmad et al., 2014).
Recently empowerment of workers has received significant attention in the context of
Bangladeshi RMGs (Ahamed, 2013; Hossan et al., 2012; Kabeer & Mahmud, 2004;
Mariani, 2013). Researchers, on the other hand suggest RMGs benefit from
empowered employees. RMGs are reported as more effective in operation, employee
engagement in decision making - customers become happier and employees are more
productive with the implementation of empowerment initiatives (Klidas et al., 2007).
An empowerment program also enhances employee commitments (Baird, Su &
Munir, 2018; Idris, See & Coughlan, 2018; Lashley, 1995; Wilkinson, 1998).

Empowerment offers shared and controlled power within the organization that
increases organizational effectiveness (Baird, Su & Munir, 2018; Idris, See &
Coughlan, 2018; Ergeneli et al., 2007). The next section reviews the literature on
empowerment theories, empowerment components and empowerment outcomes. The
purpose is to relate how MBIS applications, services and usage have contributed to
empowerment concepts, components and outcomes (please see section 4.7).
4.3 Empowerment theories
Empowerment is a broad concept and the dynamics of empowerment complex.
Therefore, over the last ten years a wide spectrum of empowerment frameworks
emerged to delineate various dimensions of empowerment (Sen, 1999; Mendoza-
Ramos & Prideaux, 2018). The frameworks include various interpersonal,
interactional, and behavioral components (Zimmerman et al., 1992). The frameworks
provide indications of intermediary factors that empower individuals or groups in a
society. Studies from a range of disciplines - anthropology, sociology, demography
and economics, have attempted to empirically measure various aspects of
empowerment as empowerment is multifaceted (Malhotra & Schuler, 2005). For
example, a study of the social perspective by Kabeer (2017) provides insight into how
economic support by microcredit has empowered women in Bangladesh through
providing economic freedom. The study provides evidence how empowerment
components have made them active citizens participating in business, investing in
cattle farming or growing vegetables. However, various approaches of empowerment
research are outlined in table 4.1.

Let us examine empowerment through a number of ‗lenses‗ beginning with structural
empowerment.
Table 4.1: Empowerment theories emerging from the literature
Structural Motivational Leadership Technological Mobile phone
Empowerment Empowerment Empowerment Empowerment Empowerment
(Crozier, 1964; (Conger & (Bennis &Nanus, (Badran, 2014; (Aminuzzaman et
Homans, 1974, Kanungo, 1988; 1985; Block,1987; Dasuki, Abbott al., 2003; Cai,
Barcharach and Doll & Deng, Burke, 1986; &Azerikatoa, Chew & Levy,
Lawler, 1980) 2010; Menon, Conger, 1989; 2013; Doll & 2015; Chew,
2001; Spreitzer, Conger & Deng, 2010; Ilavarasan, &
1995; Thomas Kanungo, 1988; Malone, 1997) Levy, 2013;
&Velthouse, Neilsen, 1986; Dasuki, et al,.
1990; Yukl, 1989) 2013; Ginige&
Zimmerman et al., Richards, 2012;
1992) Mehta & Mehta,
2014; Walker et
al., 2015;
Zelezny-Green,
2014)
4.3.1 Structural empowerment theory
Social-structural perspective roots have been integrated into democratic and
sociological principles since the early 1960s (Connolly, Jacobs & Scott 2018).Prasad
(2001) suggested power resides in individuals and empowerment is a belief in a

democratic polity. Early empowerment theorists treated empowerment largely from a
structural point of view (Francescato & Aber, (2015). The main theme of structural
theory represents power differences in organizations and society (Francescato &
Aber, 2015). Power is the ability to affect social and organizational outcomes (Meng
et al.,2015; Mintzberg, 1983) and power stems from sources such as hierarchical
authority, control of resources and network centrality (Meng et al,2015). Thus, when
power differences are created in society and organizations, an empowerment process
is envisioned as a solution to grant power or a decision-making authority to a delegate
of authority (Ford & Forttler, 1995; Meng et al.,2015). In the management literature,
empowerment is viewed as granting power to subordinates and/or the sharing of
resources or decision-making influence (Meng et al.,2015) with subordinates (e.g.,
participative decision making). On the other hand, decentralization flattening of the
hierarchy and increased employee participation can empower employees (Kanter
1977, Meng et al.,2015). Let us now examine motivational empowerment.
4.3.2 Motivational empowerment theory
The second group of researchers defines empowerment from a psychological and
motivational perspective. Conger and Kanungo‗s (1988) study equated empowerment
with creating conditions for heightening motivation for task accomplishment through
increases in workers' effort-performance expectancies or feelings of self-efficacy.
Other studies by Bowen and Lawler (1992), Doll and Deng (2010), Fernandez and
Moldogaziev (2015), Laschinger, Read and Zhu (2016), Menon (2001) and
Muhammad and Abdullah (2016) also viewed delegation of authority and resource
sharing as an enabler of increments in the efficacy of psychological well-being as well
as job satisfaction in the workplace for employees and managers. However,

empowerment being a multi-faceted concept is associated also with cognitive factors,
rather than simply delegating authority or resources (Doll and Deng, 2010; Menon,
2001). Following this approach of empowerment, these theorists define empowerment
as intrinsic task motivation consisting of dimensions such as meaning, competence,
self-determination and choice (Bandura, 1989; Gist, 1987; D‗Innocenzo et al., 2016;
Thomas and Velthouse, 1990). Later studies by D‗Innocenzo et al. (2016) and
Thomas and Velthouse (1995) extended the motivational approach of empowerment
to a mechanism of energizing. Empowerment is displayed in a set of four cognitive
task assessments reflecting an individual's orientation to his or her work processes.
Spreitzer (1997) conducted a literature review taking Thomas and Velthouse (1995) as
a theoretical model. What then of leadership empowerment?
4.3.3 Leadership empowerment theory
There is also the leadership approach to empowerment (Menon, 2001) as a
psychologically energizing characteristic, suggesting humans are empowered by their
leaders via the process of transforming the organization (Bennis & Nanus, 1985;
Block, 1987; Burke, 1986; Conger, 1989; Conger & Kanungo, 1988; Neilsen, 1986;
Yukl, 1989). Conger (1989) suggests empowerment is not simply a set of external
actions, it is the process of changing the internal beliefs of people. Recently Askari,
Ranjbar & Rezaei (2015) investigated through a social-metric study, the effect of
emotional intelligence (EI) of managers on empowering employees. A manager‗s
personal attributes can influence employee empowerment. The findings suggested
components of a manager‗s ability on empowering employees has a significant
impact, and a positive one at that. Baird & Wang (2010) examined the extent of
employee empowerment with regard to the influence of the organizational (business

unit size, training and link to reward) and cultural (innovation, teamwork and outcome
orientation) factors on the extent of employee empowerment. Another study (Sanchez
& Cralle, 2012) on employee empowerment suggests shared governance and
engagement increases leadership quality, and retention also accomplishes employee
leadership empowerment. Next I consider technological empowerment.
4.3.4 Technological empowerment theory
Widespread use of information and communication technology in corporations
reduces the centralized decision process system whilst shrinking middle management.
In turn, Malone (1997) suggested technological improvements in corporations
increased decentralized decision-making, allowing managers to be more energized,
creative and innovative. Recently Doll & Deng (2010) developed a technology
empowerment model linking relational empowerment to psychological empowerment
and then to post-adoptive behaviors of effort and process innovation. Badran (2014)
studied women's empowerment in Egypt through ICT. Their study concentrated on
the impact of ICT ownership on gender and how ICT can play an effective role in
empowering women. Their study examined the effect of ICT on women's lives in
relation to other pertinent factors such as education, income and geography. ICT
products such as prepaid electricity billing systems can also empower poor citizens
(Dasuki, Abbott & Azerikatoa, 2013), for users can assess their consumption of
electricity as a form of empowerment with regard to their electricity billing.
Mobile phone enabled empowerment and MBIS based empowerment has become a
recent phenomenon in the landscape of empowerment since the high adoption of
mobile phone, especially in developing countries. Such works are referred as mobile
led empowerment. MBIS based empowerment frameworks are important as these
frameworks outline empowerment outcomes and also indicate empowerment
processes and development outcomes achieved by mobile phones (Sam, 2017).
Since there are various forms of empowerment as discussed in the above sections, it is
apparent there is a need to understand the notion of empowerment possibilities using
MBIS. For example, structural empowerment views eliminating barriers between
managers and subordinates using better communication and information-sharing,
which allows employees to participate in decision-making processes (Baird and
Wang, 2010; Haas, 2010). On the other hand, psychological empowerment develops a
sense of ownership in the organization, which in turn makes employees more engaged
and motivates them to contribute (Fock et al., 2011). Thus the apparent difference of
controls in structural, psychological and leadership empowerment addresses calls to
examine the impact of MBIS on RMG employee empowerment for RMG
performance. The focus here is to understand the relationship between the enabling
role of MBIS on structural, psychological and leadership empowerment. However, to
unfold the relationship, it is essential to understand the empowerment
components, empowerment process and empowerment outcomes. In the next section I
therefore review the components of empowerment.
4.4 Empowerment components
Empowerment components are the constructs or factors energizing a person to believe
in their empowerment. Empowerment components are developed to measure
empowerment (Zimmerman et al., 1992). The components of empowerment arise

from an individual‗s cognitive belief, such as self-perception, perceived control, self-
efficacy, motivation to exert control and perceived competence (Gomes et al., 2017;
Keshavarz et al., 2017); Zimmerman et al. (1992) classified empowerment
components into three components - interpersonal, interactional and behavioral. The
interpersonal component refers to the self-perception that includes domain-specific
perceived control (Paulhus, 1983), self-efficacy, motivation to exert control and
perceived competence. The interactional component refers to transactions between
persons and environments enabling one to successfully master social or political
systems. The behavioral component is the specific action one takes to exercise
influence on the social and political environment through participation in community
organizations and activities.
From a motivational perspective construct, Bandura (1989) identified four sources of
providing empowering information to others: (1) through positive emotional support
during experiences associated with stress and anxiety, (2) through words of
encouragement and positive persuasion, (3) by observing the others' effectiveness; in
other words having models of success with whom people identified, and (4) by
actually experiencing the mastering of a task with success.
Empowerment also relates to the institutional perspective, rather than only the
cognitive of an employee. Such access to information, availability of resources to
empower employees and delegation of decision making for empowerment are also
institutional perspectives to empower workers (Conger and Kanungo, 1988).
D‗Innocenzo et al. (2016) and Thomas and Velthouses‗ (1990) notion of
empowerment and intrinsic task motivation, is based on an organizational context as
well. Moreover, a workplace equipped with a multitude of information technologies,

such as access to the internet, e-mail, online newspapers, and chat lines and their
personal attitudes toward them, may be important determinants affecting work
behaviors and in turn affecting empowerment (Kang, Lee & Kim,2017).Similar to
Thomas and Velthouses (1990), Spreitzer (1998) also measured psychological
empowerment combining properties of personality traits and work context variables.
Two personality traits - self-efficacy and locus of control are two work perspective
factors emerge from access to information (Kang, Lee & Kim,2017; Spreitzer, 1998).
Psychological belief is also reinforced by contextual meso-level organizational and
macro-perspective country level empowerment components. Zimmerman et al. (1992)
defined the contextual interactional component referring to transactions between
persons and environments that enable one to successfully master social or political
systems. Vogt and Murrell (1990) identified six dimensions to empowerment:
educating, leading, mentoring/supporting, providing, structuring and one that
incorporates all the above. Empowerment in their perspective may be initiated by
oneself or others. Herrenkohl, Judson & Heffner (1999) measured employee
empowerment by four dimensions of empowerment. Their study measured
empowerment based on vision, responsibility and institutional recognition of the
employee. The study mainly considered the structural perspective of the organization
and their process. A recent study by Sultana et al. (2017) analyzed micro-finance
impact on women‗s empowerment and considered age, literacy, employment, savings,
income, loans, age of voting and other female-centric issues such as dowry, girl-child
education as factors of empowerment.
Sam (2017) in Sierra Leone showed that resources comprised two categories: human
and non-human. Human resource includes ICT, literacy skills, finance and socio-

cultural factors influencing a user‗s capability. The later include technological
infrastructure (e.g. Service quality and handset quality) (Kalba, 2008; Rouvinen,
2006) and structural barriers (e.g. Electricity, poor climate) affecting the delivery of
efficient and effective mobile phone telecommunication services (Chipchase &
Tulusan, 2007). Thus, institutional structure, capabilities, and degree of institutional
structure, shape the user‗s ability to make choices.
The components of empowerment theory posited here and reported in previous
research suggest a one-dimensional approach is not enough to validate empowerment,
as empowerment is multifaceted (Murrell, 1990; Zimmerman & Rappaport,
1988).Therefore, to measure empowerment using MBIS for RMG employees, multi-
dimensional component development is essential. In the next section I review the
process of empowerment, which is central to empowerment theory.
4.5 Process of empowerment
The processes of empowerment are a series of experiences in which individuals create
or are given opportunities to control their destiny and influence decisions affecting
their lives (Zimmerman, 1995). In the empowerment process, individuals learn to set
goals and sense how to achieve them, gain greater access to and control resources to
gain mastery over their lives (Mechanic, 1991; Zimmerman, 1990a). Communication,
information sharing and decision-making are classic empowerment processes
regarded as an individual discovery (and development) of their inborn capacity to
control and take responsibility for their lives (Anderson & Funnell, 2005).
Communication is a key process of empowerment. During the past 10 years mobile

phones affected the way citizens interacts with each other and wider society. Mobile
phone communication directly empowers, through encouraging citizens‗ participation
in state affairs influencing the political decision making process and holding
governments accountable (Aker & Mbiti, 2010; Hellström, 2011; Ojo et al., 2013).
Moreover, in developing regions, mobile phones can act as a new interface between
government and citizens to make public services more accessible (Hellström 2011;
Ojo et al., 2013). Lastly, public services are suggested with mobile phone enablement,
as government processes in delivering public services in developing countries are
always criticized for being poor (Chowdhury & Satter, 2012).
For employees to be empowered, information flow is a central component. There has
been a great deal of interest in recent years in increasing downward communication to
employees typically via newsletters, the management chain or team briefing, which
communicates organizational goals and the business position of the organization to
win hearts and minds. The logic here is that employees will be more understanding of
the reasons for business decisions and as a result more committed to the
organization‗s action. Moreover, upward communication from the workforce is
important as employees will have the opportunity to express their views and
grievances openly and independently (Wilkinson 1998).
New ICT permits organization members to participate in a decentralized decision-
making process. However, trust and motivation from top managers are important to
such a decision. Malone‗s (1997) study sheds light on decision-making, trust and
motivation‗s impact to empower. A study by Aminuzzaman, Baldersheim & Jamil
(2003) in a traditional village setting in Bangladesh suggests access to information
using mobile phones increases one‗s authority and control over the resources and

decisions that impact the economic and social empowerment of individuals and
communities.
However, the latest empowerment studies have given insight into more interesting
empowerment processes. Sam (2017) revealed social connectedness, interaction with
the social capital network and engagements with social structures were examples of
processes of empowerment in Sierra Leone. Sultana et al. (2017) advocated awareness
development, participation in meetings and other activities which achieved social
empowerment amongst women. Development of critical thinking, increasing capacity,
motivating to plan for the future, all represent empowerment processes (Acosta-
Mosquera et al., 2017). Steiner & Farmer (2018) explored empowerment from a
community perspective and evidenced community engagement, supported community
action, community participation as triggers and social capital, growth in community
members‗ confidence and knowledge and utilization of resources as empowerment
processes. Earlier Philips and Pittman (2009) applied a three-item framework of
community development and also emphasized capacity building (developing the
ability to act), social capital (the ability to act) and outcomes (community
improvements) for community empowerment. In this empowerment study, it is
essential to create a distinction between the empowerment process and empowerment
outcomes (Zimmerman, 1992); this distinction is essential to clarify the definition
of empowerment for participants and to develop the theoretical framework for
this research.
4.6 Empowerment outcomes
Empowered outcomes are the specific measurement operations that are consequences

of empowering processes, mechanisms and activities. Empowerment outcomes can be
qualitative or quantitative in nature. The central concept of empowerment suggests
that through empowerment outcomes, individuals or communities gain access to
resources, control resources, or mobilize resources. Perkins & Zimmerman (1995)
suggested that at the individual level empowered outcomes are situation-specific
perceived control and resource mobilization skills. At the organizational level
organizational growth, development of organizational network and policy leverage
represent some empowered outcomes for employees. Perkins & Zimmerman (1995)
also mentioned intangible empowered outcomes at the community level, such as
access to community resources, existence of pluralism and an increase of some
understanding of socio-political awareness (Zimmerman, 1995).Whereas intangible
empowerment outcomes can be viewed from a cognitive lens - hence this outcome
refers to psychological empowerment and motivation, tangible empowerment offers
practical benefits, such as promotion and delegation of work as an office order. With
the advent of technology, such as mobile phones and mobile based information
systems, customers and employees gain certain practical empowerment outcomes
(Beninger et al., 2016; Ellis et al., 2017; Jensen, 2017; Yuksel et al., 2016). I will
discuss these empowered outcomes extensively in the following section. However,
Rappaport (1984) suggested that empowerment processes and outcomes differ for
different people in different contexts. Thus, in this study I examine whether MBIS
offers empowerment processes and outcomes for RMG employees. Furthermore,
while empowerment process and outcomes are observed, are they structural,
motivational or psychological by nature?
I will review MBIS based empowerment models in the next section.

4.7 MBIS based empowerment
A spectrum of MBIS services such as communication, education, health and banking
services has significantly empowered rural, marginalized and disadvantaged groups in
developing countries (see table 4.2). Studies by Beninger et al. (2016); Ellis et al.
(2017); Jensen (2017); Sam (2017); Yuksel et al. (2016) suggest mobile phone based
services connect users to the resources of economic and social development, which
increase interaction between government, donor and development agencies.
Table 4.2:Mobile phone based empowerment study
Empowerment
Outcome Study
Perspective
Psychological Opportunity of selecting Sam (2017)

choice
Income generation Beninger et al. (2016); Ellis et
Economic
Opportunity of employment al.
Samarakoon et al., (2017); Sam
Education Educational development
(2017)
Health Health improvement
Communication Information and Sam (2017)

Communication
Business Co-ordinating business Sam (2017)
Social Social connectedness Hölscher et al. (2017); Sam

(2017)
Macro-level impacts Political participation Sam (2017)
A study by Walker et al. (2015) examined empowerment through the lens of
connectedness by using MBIS. Their study reported that for refugees, relationship
development during the early stages of resettlement is often difficult. They suggested
mobile phone technology can enhance interpersonal and community connectedness
through promoting health programs with refugee groups.
Agriculture and farming represents the main economic opportunity in many
developing and non-industrial countries. Traditionally, farmers depend on their
experience and knowledge. However, MBIS adoption by farmers is an opportunity to
offer them better decision making based on data (Ginige & Richards, 2015; Rashid
2016). Ginige & Richards (2012) presented a model for enhancing empowerment
amongst farmers using MBIS in Sri Lanka. Their empowerment model is designed to
achieve the farmer‗s goals which have been identified using a scenario-based
approach. Their model examines several empowerment processes with supporting
tools helping farmers achieve their goals of an increased sense of control, self-
efficacy, knowledge and competency.
MBIS has the potential to provide critical information such as employment and
business opportunity which connects the labor demand and supply network,
expanding their horizons (Dannenberg & Lakes, 2013). For example, mobile phone-
based apps connect Indian fand Kenyan farmers to the business network, improving
their production and marketing and increasing their overall income (West, 2012).
Another empowerment perspective study by Dasuki et al. (2013) showed how online
prepaid electricity billing can also empower poor citizens. The study reported users
who assess their consumption of electricity are more empowered with such a billing
system. Another study by Chew et al. (2013) attempted to enrich our understanding
of the role mobile phones play in the empowerment of women in the developing

world. Their study suggested mobile phones allow female entrepreneurs to build
business networks, which in turn empower them.
Scholars such as Almaiah (2018); Al-Shihi, Sharma & Sarrab (2018); Bharati &
Srikanth (2018); Al-Emran, Elsherif & Shaalan (2016); Obiria & Kimwele (2017),
Samarakoon et al., (2017) suggested mobile phone-based learning has empowered
citizens in developing countries.MBIS based education opened opportunities for rural
and deprived citizens to gain an education. For example the Zelezny-Green (2014)
study explored how MBIS based mobile phones are used for educational purposes in
Nairobi. Their study suggested girls in Kenya commonly face multiple barriers to
school attendance, however with mobile phones they can manage their study.
The president of the World Bank, Jim Yong Kim, wrote in his foreword to ―World
Development Report 2016‖ that ―new technologies allow women to participate more
easily in the labor market‖ (p. xiii) (Bailur, Masiero & Tacchi, 2018). MBIS based
empowerment has also significantly improved the situation of the women in
developing countries (Bisimwa, 2017; Cibangu, Hepworth & Champion, 2017). The
studies suggested women in developing countries are empowered mainly through
economic development, social connections and educational improvement
(Samarakoon et al., 2017).
Another similar study on female entrepreneurs in Indonesia (CAI, Chew & Levy
2015) suggested MBIS aids in growing collaboration between the private sector and
the development community. The benefits reported were greater business profitability
and a higher profit ratio for any given month. Mehta & Mehta (2014) researched
socioeconomic empowerment of rural women through mobile phones in India. The

study reported mobile phones had the potential to empower women by overcoming
their physical boundaries and access to better economic and business opportunities,
education and health services. The women described the very high impact on their
personal relationships, education and health followed by a moderate impact on social
networking, economic opportunities and higher autonomy in decision-making.
Consequent discussions with women entrepreneurs revealed that due to the use of a
mobile phone they were able to acquire more customers through reduced travel and
easier access to markets, which resulted in more revenue or income from their
respective trades. A similar empowerment study by Cai et al. (2015) in Indonesia
suggested value-added services of mobile phones such as SMS, MMS and texting also
empowered female entrepreneurs by greater business profits and higher profit
ratios. Badran (2014) highlighted the effect of technology on women‗s lives in
relation to other relevant factors such as education, income and geographic location.
Clearly mobile phones empower people by developing their skills and knowledge.
The mobile phone provides access to relevant information and knowledge. Following
table 4.3 shows studies concentrating on MBIS and the theory used theories used in
empowerment study.
Table 4.3: Theories used in previous empowerment studies
Study Theory Context
Aminuzzaman, Theory of asymmetrical information and Mobile phone

Baldersheim& Jamil cultural perspectives on collective action. impact in
(2003) Bangladesh
Schuler et al. (2010) Changing dimension of society, economy Social change
and impact on women
politics.
Hu & Leung (2003) Psychological empowerment, Cultural Chinese women in
differences, expectancy-value, attitudes, and the workplace
use of the Internet.

Doll & Deng (2010) Technology empowerment model Engineering work
De Silva et al. Information dissemination Sri Lankan farming

(2013)
Ginige et al. (2014) Knowledge ecosystem, social life network Farmers in Sri Lanka
4.8 Empowerment in Bangladesh
In general poor, women and less educated people are less empowered than wealthy,
educated and man. Historically, Bangladeshi women have been vulnerable to violence
primarily because of their lack of empowerment, including both economic dimensions
such as earning a cash income and controlling money (leaving them dependent on
marriage for access to resources), and social dimensions such as knowledge of the
laws and legal system, social support, and access to telephones and media (Schuler et
al. 2018). Nazneen (2018) further considered Binary Framings and Islam as struggle
for Women's Empowerment in Bangladesh.
RMG workers also face numerous challenges through poor wages, employment
insecurity, harassment in the workplace, unsafe working conditions and
discrimination. RMG has also been criticized for child labor (Ahamed, 2013), poor
labor practices (Husseinet al., 2012) and gender discrimination with unacceptably
long hours of work (Kabeer & Mahmud, 2004).
4.9 MBIS based empowerment in Bangladesh
Perhaps the most interesting story of empowerment thorough mobile phones is in
Bangladesh, where Grameen phone contributed significantly to income generation for

women by starting ventures both at the family and community levels (Aminuzzaman
et al., 2003). In traditional communities in most developing countries, especially in
Bangladesh, women are preferred to reside at home and perform household chores,
this limits the potential of women. However, mobile phones have allowed hundreds of
thousands of women to contribute to social and economic development, for their own
as well as for their families. Mobile phones also empower small business owners in
most developing countries by increasing the range of alternative options available to
sell their products. Before the availability of mobile phones, RMG workers had only
the option to sell their products to local buyers. However this was decreasing their
opportunity to increase profits. Using mobile phones, RMG workers can contact city-
based buyers and establish trade with them. The mobile phone has increased their
professional contacts, in turn widening their horizon (Sey, 2011).
4.10 Knowledge gap on MBIS based
empowerment
Empowerment studies in Bangladesh are dominated by micro credit impact on
empowerment (Hashemi, Schuler & Riley, 1996; Kabeer, 2001), NGO promoted
empowerment (Haque. 2004) and the dynamics of female empowerment (Mahmud,
Shah & Becker, 2012; Sraboni et al., 2014). These studies mainly concentrate on how
various financial or institutional supports have focused on empowering the
marginalized in society. However, not much attention was paid to empower 4 million
RMG workers.
Disempowerment of RMG workers is a challenge in Bangladesh RMGs. Workers in

the sector faces numerous challenges through poor wages, employment insecurity,
harassment in the workplace, unsafe working conditions and discrimination (Ahamed,
2013; Hossan et al., 2012; Kabeer & Mahmud, 2004; Khan et al., 2018; Mariani,
2013). This is an emergency, as overseas buyers are concerned with the situation of
workers (Khan et al., 2018). Despite such emergencies, no study has attempted to
answer how RMG workers can be empowered using a possible innovation such as
MBIS?
Malhotra and Schuler (2005) suggested most empowerment studies use a limited and
narrow range of indicators and analyzes of empowerment that do not effectively
operationalize because of the consensus-based experiments. This lacks the definition
and conceptualization of empowerment. Although empowerment is often
conceptualized as a process of change from a pre-existing situation in which
individuals have limited power, influence, freedom or autonomy, most popular studies
have developed indicators to compare individuals with other communities or societies
(Malhotra & Schuler, 2005). Though cross-national comparison is important,
empowerment indicators differ from society to society. Empowerment indicators also
evolve over time, and these changes too should be taken into account, both in
developing interventions to foster empowerment and in documenting empowerment
processes (Schuler et al., 2010). Rashid and Elder (2009) also advised a clearer
understanding of what environment, skills and applications are needed to ensure
MBIS benefits accrue for empowerment.
Aminuzzaman, Baldersheim & Jamil (2003), De Silva et al. (2013), Doll & Deng
(2010), Ginige et al. (2014), Hu & Leung (2003) and Schuler et al. (2010) established
that MBIS has great potential to empower the rural, marginalized and disadvantaged

in society. Lessons learned from the review suggest MBIS can be used in the RMG
sector as well. For example, MBIS can establish direct communication between the
workers and the top managers. Workers might inform owners/top managers of any
unjustified actions. Workers can increase their skills by mobile based learning.
However, despite the fact MBIS has great potential to empower users, MBIS based
empowerment is rare in the Bangladeshi RMG context. The literature review provides
an expectation that MBIS will offer several important processes of empowerment to
RMG owners, managers and employees. MBIS offers communication, information
sharing and decision making to RMG stakeholders. Hence, this study seeks to
investigate:
RQ2. What is the role of MBIS in empowering RMG owners, managers and workers?
4.11 Chapter summary
The literature review presents MBIS as a tool for empowerment as MBIS
contributes to greater efficiencies for farmers and fishermen and in the
business development of small entrepreneurs. Case studies from India, Sri
Lanka, Senegal and Ghana show strong, measurable evidence of empowerment
outcomes through MBIS use. These cases provide confidence to apply MBIS in
Bangladeshi RMGs to also achieve empowerment outcomes. Availability of
mobile phone to RMG workers, lower transaction costs and the Bangladeshi
government‟s preference of mobile based solutions provide a solid base for
MBIS based empowerment. However, understanding the role, process and
mechanisms of MBIS in the empowerment process will be key to better
understanding how mobile applications could be successful.

Chapter 5
MBIS adoption studies
This chapter reviews the literature on MBIS adoption models and frameworks.
As there is a common approach, MBIS adoption studies are explained by
applying IS theories, I review IS theories referenced in MBIS studies. Adoption
factors are also analyzed to understand how factors enable or inhibit the
adoption process. The literature reviewed includes aspects of MBIS adoption
studies expected to contribute to one of the aims of this thesis- to investigate
factors explaining MBIS adoption for Bangladeshi RMGs. The discussions
evolve around developing country-based MBIS adoption studies. Based on
gaps identified in the literature, I presented the research questions. In the next
chapter (chapter 6), a conceptual model of MBIS for RMGs is presented to
answer the research questions of this thesis.
5.1 Introduction
Over the last few decades, a wide range of adoption studies concentrating on MBIS
have emerged in both developed and developing countries (Acheampong et al., 2018;
Ezeh & Nwankwo, 2018; Gumussoy, Kaya & Ozlu, 2018; Johnson et al., 2018;
Motiwalla, Albashrawi & Kartal, 2018; Nugroho, Najib & Simanjuntak, 2018; Singh

& Srivastava, 2018; Su, Wang & Yan, 2018). There is a common agreement that
availability of MBIS services does not confirm users will adopt the service. An
adoption study is therefore important to understand inhibitors, risk, satisfaction and
usability factors that influence the users‗ behavior, perception and motivation to
accept or reject the service. The adoption studies serve two main purposes, firstly the
studies develop adoption models explaining adoption of MBIS services through
identifying critical success factors, barriers and determinants of services and secondly
the studies explain the nature of the data to be collected and tested for adoption,
acceptance and usage (Brown et al., 2003; Parker & Castleman, 2009).
5.2 The approaches of MBIS adoption studies
MBIS adoption models and frameworks include consumer, technical, social and
security perspectives and usually apply information systems (IS) theories such as
classic Diffusion of Innovations Theory (Roger, 1995), the Technology Acceptance
Model (TAM) and the extended TAM (Davis, 1989), the Theory of Planned Behavior
(TPB) (Taylor & Todd, 1995) and the Unified Theory of Acceptance and Use of
Technology (UTAUT) (Venkatesh et al., 2003) to predict the adoption of MBIS in the
individual and organizational segments (Donner, 2008). However, the literature
review suggests there is no ―one-size-fits-all‖ model to explain innovation adoption
in any context. Berghaus & Back (2014) also suggest one specific IS theory may not
enough to cover all relevant phenomena in MBIS adoption. Studies such as Almaiah
(2018), Al-Shihi, Sharma & Sarrab (2018), Cheung & To (2017), therefore, extended
the actual adoption model or combined two models to explain possible adoption and
acceptance patterns (Tobbin, 2012).

5.3 The paradigm of micro- and macro-level IS
theories
IS adoption models can be categorised into two broad categories, the micro level user
perspective and macro-level contextual perspective. Discussion on micro-level and
macro-level IS theories are covered in the following sections.
5.3.1 Micro level User perspective IT/IS adoption studies
Like any other technological innovation, MBIS has a strong linkage to a user‗s
behavior, perception and motivation. Traditionally MBIS adoption is explained using
information systems (IS) diffusion theories (Wilson, & Logan, 2018), as IS has a
strong relation to the individual‗s preferences and reactions (Goodhue & Thompson,
1995; Wilson, & Logan, 2018). These theories concentrate on individual needs, user
characteristics, and consumer behavior and describe sociological factors (Donner,
2008). However, the most popular micro perspective IS theories in MBIS adoption are
the classic Diffusion of Innovations Theory (Roger, 1995), the Technology
Acceptance Model (TAM) and the extended TAM (Davis, 1989), the Theory of
Planned Behavior (TPB) (Taylor & Todd, 1995), the Unified Theory of Acceptance
and Use of Technology (UTAUT) (Venkatesh et al. 2003) and the Theory of Planned
Behavior (Ajzen, 1991).In order to provide an overview of MBIS adoption models, I
am interested to know which IS theories have gained greater attention among
scholars. This process will help in this thesis to select IS theories explaining MBIS
adoption for Bangladeshi RMGs.

5.3.1.1 Theory of Reasoned Action (TRA)
One of the very early adoption models, the Theory of Reasoned Action (TRA),
developed by Martin Fishbein and Icek Ajzen (1975) proposed a model for the
prediction of specific intentions and behaviors (see figure 5.1). The theory resulted
from attitudinal research using the Expectancy Value Model (Otieno et al., 2018). The
TRA suggested the most important determinant of behavior is behavioral intention
(Montano & Kasprzyk, 2015; Otieno et al., 2018). However, the individuals‗
behavioral intention is motivated by an attitude toward performing the behavior and
their subjective norm associated with the behavior (Montano & Kasprzyk, 2015).
Attitude is the individual‗s beliefs that are determined by the outcomes of performing
the behavior (behavioral beliefs) and weighted by evaluations of those outcomes
(Montano & Kasprzyk, 2015). Thus, a person who holds strong beliefs that positively
valued outcomes will result from performing the behavior, will have a positive
attitude toward the behavior. Conversely, a person who holds strong beliefs that
negatively valued outcomes will result from the behavior, will have a negative
attitude.
Figure 5.1: TRA model (Fishbein & Ajzen, 1975)

Otieno et al. (2018) criticized that TRA fails to capture all significant determinants
that greatly influence technology use. The studies suggest TRA can be more effective
if extended with additional determinants/constructs of systems use. The theory was
recently used Otieno et al. (2018) to predict mobile phone money, commonly known
as mobile banking use. The study, however minimized the shortcomings of the
original TRA, by incorporating factors such as users‗ awareness of technology, social
pressure or influence emanating from friends or colleagues, facilitating conditions as
well as user readiness to actively engage with the new technology. The implication of
applying the new version of TRA with additional determinants, would address a
number of shortcomings presented by the original TRA. Given the challenges in TRA,
Ajzen (1988; 1991) incorporated further elements in the Theory of Planned Behavior
(TPB) to describe the change in behavior of people (see figure 5.2).
5.3.1.2 Theory of Planned Behavior (TPB)
The TPB is the successor of the TRA that suggests three moderating variables of
attitude (AT), subjective norm (SN), and perceived behavioral control (PBC) lead to
behavioral intention (BI) that in turn leads to actual behavior (Wilson & Logan,
2018). An individual‗s behavioral intention is jointly influenced by attitude,
subjective norms and perceived behavior control. Attitude refers to an individual‗s
positive or negative evaluation of the performance effect of a behavior. Subjective
norms refer to an individual‗s perception of other people‗s opinions on whether he or
she should perform a particular behavior, while perceived behavioral control refers to
an individual‗s perception of the presence or absence of requisite resources or

opportunities necessary for performing a behavior.
Figure 5.2: TPB model (Ajzen, 1991)
Wilson & Logan (2018) draw on the social psychology influenced TPB to provide a
model for the examination of audit technology adoption among auditors. The results
support both the global and decomposed models of the TPB. The goal of the
preliminary analysis was to examine established theory in a professional setting.
Another study by Nugroho, Najib & Simanjuntak (2018) identified factors affecting
consumer interest in electronic money (mobile banking) use with TPB. Data
collection from respondents through a structured questionnaire by self-reporting
showed the attitude toward behavior did not significantly affect behavior intention.
While the subjective norms and perceived behavioral control, do have a significant
effect on behavior intention concerning use of electronic money.
Cheung & To (2017) examined a theoretical model extending TPB to include a
propensity to trust, as antecedents of mobile users' attitudes toward in-app
advertisements. The model was tested with 480 young Chinese mobile users. Results
of structural equation modelling indicated an users' propensity to trust affected their
trust in in-app advertising, and this in turn affected their attitude toward in-app
advertisements and their intention to watch in-app advertisements. In addition,
subjective norms and perceived behavioral control were found to positively predict
users' intention to watch in-app advertisements, which in turn affected their behavioral
response.
5.3.1.3 Technology Acceptance Model (TAM)
The Technology Acceptance Model (TAM) by Davis (1989) explains the consumer‗s
attitude and intention to adopt new technologies (see figure 5.3). Among IS theories,
the TAM by Davis (1989) received the most attention by MBIS researchers to
examine technology acceptance (Ayeh et al., 2013; Wu et al., 2011). Dillon (2001)
suggested TAM research is typically conducted in a single time period when users are
exposed to a ready-made system; this makes it useful for choosing between competing
technologies at the implementation stage, but less applicable at the early stages of
design where designers are trying to determine how to design a technology so it will
be accepted.
TAM has its‗ origin in the Theory of Reasoned Action by Fishbein & Ajzen (1975)
and TPB (Ajzen, 1988) and incorporates users‗ attitudes and beliefs into the intention
to adopt new technologies. TAM uses TRA as a theoretical basis and establishes the
relationship between the key features: perceived usefulness and perceived ease of use,
and the users‗ intentions and actual use of the system. TAM highlighted the
importance of an exact understanding of why users accept or reject a technologicalv

innovation based on its perceived ease of use and perceived usefulness in order to
avoid implementation failure.
Figure 5.3: TAM model by Davis (1989)
However, the original TAM has been criticized in several adoption studies from two
perspectives.
Firstly, for having a deterministic approach without much reflection, of a users'
individual characteristics, by disregarding the impact of ‗social influence‗ on
adoption and diffusion of technological innovations (Melone, 1990; Davis et al.,
1989), and for missing important sources of variances in the MBIS context (Nilsson &
Dahlgren, 2017; Pareja, Roblin et al., 2018; Ramayah et al., 2017).
Secondly, Lai, Hsu & Wu (2018) also criticized TAM for having limited creative
contributions. Moreover, Meier et al. (2013) criticized TAM when applied at an
organizational level for not considering employee resistance to change. Realizing the
limitations of TAM, researchers such as eye et al. (2013), Nilsson & Dahlgren (2017),
Pareja Roblin et al. (2018), Ramayah et al. (2017) suggested identifying external
variables for different research contexts within the TAM research in order to ensure

the applicability within given contexts. Studies by Luarn and Lin (2005), Wang, Lin
& Luarn (2006), Nilsson & Dahlgren (2017), Pareja Roblin et al. (2018), Ramayah et
al. (2017), therefore, added more constructs to explain adoption (figure 5.4).
However, Venkatesh and Davis‗ (2000) work is more significant and constructed
TAM2 to explain perceived usefulness and usage intentions in terms of demographics,
social influence and cognitive factors. TAM2 was further used by Chismar and
Wiley-Patton, (2003) and Singletary et al. (2002).
Figure 5.4: Extended TAM by Venkatesh and Davis (2000)
5.3.1.4 Diffusion of Innovations (DOI) theory
Rogers‗ Diffusion of Innovations (DOI) theory has widely been used in MBIS
research to investigate customer perspective factors influencing an individual's
decision to adopt an innovation or a new technology. In his theory, Rogers (2003)

defines diffusion as ―the process by which an innovation is communicated through
certain channels over time, among the members of a social system‖ (p.23). Lai et al.
(2002) stated the strength of DOI stems from its comprehensive, cumulative
experience of innovation evaluation. The DOI model suggests individuals will only
choose to adopt an innovation if it presents five characteristics, namely relative
advantage, compatibility, complexity, observability, and trial-ability. For example,
mobile banking as an MBIS, technology gained popularity since the service offers
advantages than any other banking system, such as e-banking (Ahad, Dyson & Gay,
2013). However, complexity using mobile banking also reported as a hindering factor
in mobile banking adoption (Ahad, Dyson & Gay, 2013). DOI also highlights the
importance of technology characteristics in IT adoption and diffusion.
Innovation Diffusion Theory (IDT) (Rogers, 1962; 1995) explains how innovations
diffuse through society and how organizations and individuals accept new
innovations. Rogers differentiates the adoption process from the diffusion process in
that the diffusion process occurs within society as a group process, whereas the
adoption process is related to an individual. IDT is based on the S-shaped diffusion
curve and the classification of users‗ adoption behavior.
5.3.1.5 Unified Theory of Acceptance and Use of Technology
(UTAUT)
The UTAUT by Venkatesh et al. (2003) aims to explain user intentions to use an IS
and subsequent usage behavior through four key constructs: performance
expectations, effort expectancy, social influence and facilitating conditions such as

gender, age, experience and voluntary of use. The theory was developed through a
review and consolidation of the constructs of several models that earlier research had
employed to explain IS usage behavior: theory of reasoned action, the TAM, the
motivational model, the theory of planned behavior, a combined theory of planned
behavior, the technology acceptance model, the model of PC utilization, innovation
diffusion theory and social cognitive theory.
Figure 5.5: UTAUT Model (Venkatesh et al., 2003)
Despite the fact UTAUT includes more constructs than TAM, TPB and TRA,
UTAUT is criticized for its lack of parsimony (Gao et al., 2014). Since UTAUT
unifies more factors into TAM from the constructs of other prominent models in IS
adoption research, it increases the complexity. Therefore it is more complicated
to test UTAUT‘s applicability. Gao et al (2014) provided an example of such
complexity, specifically in the MBIS research, which is PU and PEOU may not be
adequate to cover all the factors associated with the usefulness of an innovation that

can explain the users‗ adoption of mobile services (Gao et al., 2014).
In the above sections, I have presented prominent seminal IT adoption theories,
including TRA (Fishbein and Ajzen, 1975), TPB (Ajzen, 1991), IDT (Rogers, 1983),
TAM (Davis, 1989), TAM2 (Venkatesh and Davis, 2000) and UTAUT (Venkatesh et
al., 2003) in order to understand their applications and limitations. In the next
sections, I will review how these theories have been applied and tested in the context
of MBIS services such as mobile banking, mobile health and mobile learning. The
review will expand the understanding of mediating factors in the adoption, diffusion
and use of the MBIS service. One should remember that MBIS, as a technological
innovation has strong linkage to the micro-level customer perspective factors and
macro–level organizational and country-level factors (Goodhue & Thompson, 1995;
Kabanda & Brown, 2017; Oliveira et al., 2014; Wang et al., 2016). Hence, one section
presents micro-level adoption studies while another section discusses macro-level
adoption studies.
5.3.2 Micro level Adoption studies on MBIS
With regard to MBIS, mobile banking and mobile based payment systems have
gained greatest attention by IS researchers (Acheampong et al., 2018; Bankole &
Cloete, 2011; Daud et al., 2011; Ezeh& Nwankwo, 2018;Gumussoy, Kaya & Ozlu,
2018; Johnson et al., 2018; Motiwalla, Albashrawi & Kartal, 2018; Nugroho,
Najib & Simanjuntak, 2018; Singh & Srivastava, 2018; Su, Wang & Yan, 2018).
Most of these researchers focused on a developing country context, the aim being to
offer service to the un-banked population.

TAM has been referred to as a base model by most studies in developing a mobile
banking model, such as (Ezeh & Nwankwo, 2018; Gumussoy, Kaya & Ozlu, 2018;
Motiwalla, Albashrawi & Kartal, 2018; Singh & Srivastava, 2018; Su, Wang & Yan,
2018). However, Luarn and Lin (2005) identify volitional elements of TAM as a
limitation to explain mobile banking adoption and added two new constructs from
TPB for further refinement. Following this approach, Su, Wang & Yan (2018)
combined TAM and DOI to explain the mediating effect of five factors, which are
perceived usefulness, perceived ease of use, compatibility, risk and privacy concerns
in the relationship between internet experience and the adoption of mobile payment.
Apart from TAM, Acheampong et al., (2018) utilized UTAUT to explore mediating
factors of mobile payment in Ghana. Findings from a sample of 1,098 respondents,
statistically concluded the moderating effect of age was significant. Performance
expectancy and effort expectancy for male respondents were higher than the mean for
female respondents, while the mean score of the variable for social influence for
females was higher than for male respondents. Johnson et al. (2018) utilized Rogers‗
diffusion of innovation theory to determine intention to use m-payment services. A
sample of 270 survey results indicated that ease of use, relative advantage, visibility
and perceived security positively influenced individuals. Nugroho, Najib &
Simanjuntak (2018) used TPB and showed that the attitude toward behavior did not
significantly affect the behavior intention, while subjective norms and perceived
behavioral control had a significant effect on behavior intention in the use of
electronic money. Otieno et al. (2018) extended TRA theory in the Republic of
Kenya. This study used both qualitative and quantitative research methods and
findings suggest facilitating conditions, user beliefs of the benefits, awareness of

mobile money elements, influence of friends and social pressure and user readiness
were some of the determinants for using the service.
Mobile based health applications, apps and tracking technologies were also a stated
service among MBIS studies. TAM was used as a main framework by Ebrahimi et al.
(2018). Kamaruzaman, Hussein and Fikry (2018) as well as Sharif, Ahadzadeh and
Wei (2018) used UTAUT with four constructs in the UTAUT model - effort
expectancy (EE), facilitating conditions (FC), performance expectancy (PE) and
social influence (SI) – which were found to significantly and positively
influence adoption.
The user‗s acceptance of mobile based learning is also a popular topic among MBIS
scholars. Studies by Alayah (2018), Al-Shihi, Sharma & Sarrab (2018) and Bharati &
Srikanth (2018) explain the motivating factor to use m-learning. Almaiah‗s (2018)
study adopted the model of Gao et al. (2008) which extended TAM and reported
acceptance of mobile information system services is largely affected by trust,
perceived security, perceived ease of use and perceived usefulness. Findings also
show that the context of applications is a strong motivational factor of perceived ease
of use and perceived usefulness, which then significantly affects user intention to use
mobile information systems. Personal characteristics and features do not have an
effect on user intentions.
Other customer-focused research on mobile based services includes Ríos-Aguilar &
Lloréns-Montes (2015), who studied a mobile presence control information system for
control of local and remote workforces through reactive and behavior-based
monitoring. Zioupou et al. (2014) studied business information systems (BIS)

adoption in the agri-food sector. Gao et al. (2015) and Gao & Zhang (2015) studied
user adoption of location sharing services. Dieck & Jung (2018) studied mobile
augmented perspectives and used TAM for user perspective acceptance research. Qin,
Kim & Tan (2018) adopted TPB to understand users' reasons for mobile social
networking application acceptance.
Prior research on mobile marketing focused on technology adoption theories such as
TRA, TPB and TAM and modified the mobile marketing framework by including
factors not in the original model. Bauer et al.(2005), Gao et al. (2010); Sultan et al.
(2009), Karjaluoto et al. (2008), Yang and Zhou (2011) are just some studies that
focused on consumer acceptance of mobile marketing. A similar observation was
made with respect to Roach (2009) and Hsu et al. (2007), where several variables
were included from the TAM of Davis. Hanley and Becker (2008), Jin and Villegas
(2008) and Grant and O‗Donohoe (2007) focused on themes such as mobile phone
use, behaviors and motivations. However, these studies also focused on micro-level
technology adoption theories. Among other studies on mobile marketing are
permission-based mobile marketing (Barnes & Scornavacca, 2004; Jayawardhena et
al., 2009), cultural influences on the adoption of SMS advertising (Muk, 2007);
success factors in mobile marketing (Scharl et al., 2005); and the development of
mobile marketing strategies (Banerjee & Dholakia, 2008). A few other studies
focused on summarizing the current state of research and proposed future research
directions (e.g. Varnali and Toker, 2010; Shankar et al., 2010; Shankar and
Balasubramanian, 2009).
Koç, Turan & Okursoy (2016) investigated the use and acceptance of mobile
education information systems (MEIS) at university level. The survey participants

indicated that trust is an important factor for predicting intention to use MEIS, yet
personal characteristics, perceived ease of use and perceived usefulness did not have a
meaningful effect on user intentions to adopt the service. Their results also showed a
strong relationship between perceived ease of use, perceived usefulness and trust in
the use of and intention to use in their theoretical framework.

Table 5.1: Contemporary MBIS adoption studies applied to micro level IS theories
Applied IS Research
Study Technology Context Findings
theory Methodology
Acheampong et UTAUT Mobile Ghana A sample of The findings statistically conclude the moderating effect of age was significant.
al. (2018) payment 1,098 Performance expectancy and effort expectancy for male respondents were higher than
respondent the mean for female respondents, while the mean score of the variable for social
influence for females was higher than for male respondents.
Almaiah (2018) TAM extended Mobile Jordan Survey The results reveal user acceptance of mobile information system services is largely
by Gao et Learning through 275 affected by trust, perceived security, perceived ease of use and perceived usefulness.
al.(2008) students of Findings also show that context of applications is a strong motivational factor of
University of perceived ease of use and perceived usefulness, which then significantly affects user
Jordan via intention to use mobile information systems. Personal characteristics and features do not
questionnaire have an effect on user intentions.
Al-Shihi, UTAUT and Mobile Oman Survey, data Results showed flexible learning, social learning, efficiency learning, enjoyment
Sharma & TAM learning from 388 learning, suitability learning and economic learning variables have a significant
Sarrab (2018) students influence on the intention of students to accept mobile learning.
Bautista et al. TPB Use of Philippines Survey, data Results showed that injunctive norms, descriptive norms, and perceived behavioral
(2018) smartphones from 517 control were positively associated with intention to use smartphones for work purposes.
staff nurses
Bharati & UTAUT2 M-learning. India Survey Nine core independent determinants predicting Mobile learning in India.
Srikanth (2018) model
PhD Thesis Page 137

Applied IS Research
theory Methodology
Cheung & To TPB, Trust Mobile app China Survey with Results indicated that users' propensity to trust affected their trust in in-app advertising
(2017) and the for 480 young and this in turn affected their attitude toward in-app advertisements and their intention
propensity to advertising Chinese to watch in-app advertisements. In addition, subjective norms and perceived behavioral
trust mobile users control were found to positively predict users' intention to watch in-app advertisements.
Ebrahimi et al. TAM 2 Mobile Iran Survey Perceived usefulness, behavioral intention, perceived enjoyment, subjective norms,
(2018) Health perceived ease of use, image, volunteering and objective usability constructs
Services represented the acceptance of mobile phone use.
Ezeh& TAM Mobile South East Survey, Perceived ease of use, perceived financial cost, and amount of information about mobile
Nwankwo Money of Nigeria collected money are important influencers for the intention to accept mobile money. However
(2018) from 314 perceived usefulness, perceived credibility, perceived expressiveness and self-efficacy
customers are not important.
Foroudi et al. Smart TAM London Survey Findings reflect on role of customer dynamics and customer experience in embracing
(2018) technology from330 innovative application of smart technologies in retail settings.
consumers
Gumussoy, TAM Mobile Turkey A survey Results indicate that perceived usefulness, perceived ease of use and perceived risk have
Kaya & Ozlu Banking from 225 significant effects on use mobile banking.
(2018) participants.
Hsu & Yeh TAM M- Taiwan Survey This study found four critical success factors influenced M-commerce adoption:
(2018) commerce perceived ease of use, perceived usefulness, value-added and service functionality.
PhD Thesis Page 138

Applied IS Research
theory Methodology
Johnson et al. The diffusion M-payment United A sample of Results of the study indicated that ease of use, relative advantage, visibility and
(2018) of innovation services States 270 survey perceived security positively influence the individual's intention to use m-payment
theory responses services
Kang, Jang & TAM mobile Korea Survey, data Results found perceived usefulness (PU), perceived enjoyment, and perceived
Jeong (2018). guide from 408 interactivity had direct positive effects on visitor satisfaction toward mobile guide
system museum systems.
visitors
Lai et al. (2018) TAM on Mobile Taiwan Survey data Findings include (1) users' attitude toward the app positively influenced their download
App collected intention. (2) Users' perceived usefulness and ranking of the app positively influenced
Adoption from 389 users' attitude toward the app while perceived privacy risk negatively affects users'
smartphone attitude. (3) The privacy-level of the requested permissions positively affects users'
users perceptions of privacy risk.
Motiwalla, TAM Mobile Survey Results indicate the influence of success factors significantly varies among user
Albashrawi & banking segments for intention to use, which makes an important contribution to enhance
Kartal (2018) interpretation of the IS success model.
Nugroho, Najib TPB Mobile Indonesia Survey 290 Results showed that the attitude toward behavior did not a significantly affect the
& Simanjuntak money undergraduat behavior intention. While subjective norms and perceived behavioral control have a
(2018) e student significant effect on the behavior intention over use of electronic money.
Otieno et al. TRA Mobile Republic of Mixed Facilitating conditions, user beliefs on the benefits, awareness of mobile money
(2018) Phone Kenya method elements, influence by friends and social pressure, user readiness
Money
PhD Thesis Page 139

Applied IS Research
theory Methodology
Qin, Kim & Tan TPB Mobile The U.S. Survey data Perceived enjoyment and subjective norms are the most important drivers behind users‗
(2018) Social and South collected intention to use mobile social networking apps for both countries
Networking Korea from 151
Apps Across U.S. and 170
in S. Korea
Seethamraju, UTAUT Mobile- Bangalore, Survey Four constructs in the UTAUT model, effort expectancy (EE), facilitating conditions
Diatha& Garg Based health India (FC), performance expectancy (PE) and social influence (SI) – were found to
(2018) significantly and positively influence adoption
Sharif, TAM Internet Use Results showed that when there is a high level of health consciousness (i) attitude
Ahadzadeh& for Health partially mediates the influence of perceived usefulness on internet use for health
Wei (2018) Information information and (ii) perceived ease of internet use has a indirect effect on internet use
for health information through attitude towards using the internet for health-related
information.
Singh & TAM Mobile India Survey The results found that security, computer self-efficacy, perceived ease of use and
Srivastava Banking perceived financial cost in that order, affect customers‗ intention to adopt mobile
(2018) banking.
Su, Wang & TAM and DOI Mobile Data from The study examined the mediating effect of five factors - perceived usefulness,
Yan (2018) payment 922 mobile perceived ease of use, compatibility, risk and privacy concern, in the relationship
users between the internet experience and the adoption of mobile payments.
PhD Thesis Page 140

Applied IS Research
theory Methodology
Tom Dieck & TAM Mobile Dublin Focus group Data was analyzed using thematic analysis and revealed seven dimensions that should
Jung (2018) augmented Study be incorporated into in acceptance research, including information quality, system
reality quality, cost of use, recommendations, personal innovativeness and risk as well as
acceptance facilitating conditions.
Verma & Sinha TAM m- India A survey of Results show that social influence affects attitude, PEOU, PEWB and PU but not BI. It
(2018) agricultural 327 also reveals PEOU and PEWB are antecedents to PU. The findings indicate that neither
extension respondents attitude nor BI is impacted by PEWB.
services
Wilson & TPB Audit United Mixed Results support both global and deconstructed models of the TPB. The goal of the
Logan (2018) technology States method preliminary analysis was to examine the established theory in a professional setting.
PhD Thesis Page 141

5.3.3 Summary of micro level IS theories applied MBIS
studies
Table 5.1 summarizes adoption studies applying micro level IS theories to
contemporary MBIS adoption studies. Extant literature on MBIS has also been
applied in banking (known as mobile banking) (Bankole and Cloete, 2011; Daud et
al., 2011; Kadušić et al., 2011); health (m-health) (Dwivedi et al., 2016; Istepanian et
al., 2014; Solanas et al., 2014), education (Al-Emran et al., 2016; Obiria & Kimwele,
2017; Samarakoon et al., 2017), tourism (Lin, 2017; Morosan, 2014; Smirnov et al.,
2014); and Human Resource Management (HRM) (Yusoff et al., 2015).
5.3.4 Macro-level technology and organization-level studies
MBIS as a technological service performs one or more of the following
functionalities: (i) communication, such as delivering information using mobile
telecommunication networks; (ii) increasing the quality of information access using
mobile phones; (iii) automation of business transactions using the national payment
regulation; and (iv) mobilization of workflow on the internet and via other online
services (Kabanda & Brown, 2017). Given this scenario, MBIS as a technological
service interacts with technology, organizational resources and contextual
regulatory and policy perspectives. Therefore micro-level human perspective
dimensions are not enough to explain the acceptance of MBIS as a macro-level
technology for organizational and environmental perspectives which also influence
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MBIS acceptance. Given the distinct characteristic of adoption, several researchers
such as Tornatzky and Fleischer (1990) take into account diffusion at the level of
industry and the nation. These studies reveal the conditions facilitating technology
adoption or alternatively what inhibits adoption. Let us begin with the Technology,
Organization, Environment (TOE) framework.
5.3.4.1 Technology-organization-environment framework
A macro level analytical technique known as the Technology, Organization,
Environment framework (TOE) by Tornatzky and Fleischer (1990) (figure 5.6),
measure three groups of macro perspectives in the acceptance of technological
innovation. Researchers have used the TOE framework (Tornatzky & Fleischer,
1990), to study technology adoption in many environments over time as a useful
theoretical lens.
Figure 5.6: The TOE framework (Tornatzky and Fleischer, 1990)
PhD Thesis Page 143

The framework offers flexibility and extensive ability to incorporate further factors
and categories in order to explore the drivers and barriers for technology adoption. In
addition, a possible advantage of the TOE framework is that it introduces a broader
scope and provides links between three contextual elements, thereby presenting the
potential to include broader aspects associated with cultural differences and industry
types (Oliveira & Martins, 2011).
5.3.4.2 TOE applicability in mobile phone context
Along with the rapid uptake of mobile phones, the TOE framework has been applied
to a wide range of MBIS systems to explain the acceptance, adoption and reaction of
the users to MBIS systems. Recently Lin (2017) identified critical success factors
(CSFs) as an optimal solution for mobile technology adoption in travel agencies.
Implementing a multifaceted framework to analyze, the study suggests the most
important and common CSFs are top management support and consumer needs.
Meanwhile, experienced adopters also addressed market trends and customer
relationships as well as prioritizing the adoption of mobile websites, whereas potential
adopters were concerned about organizational innovativeness and considered quick
response (QR) codes the most suitable mobile technology.
Recently a study of Kabanda & Brown (2017) suggested establishing partnerships
with international organizations supported SMEs overcoming technological
challenges in Tanzania. Lack of supporting industry and institutional support were
reasons for low levels of e-commerce adoption in Tanzania.
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San-Martín, Jiménez & López-Catalán (2016) adopted the TOE model to consider
technological factors (technological competence), organizational factors
(innovativeness and employee support) and environment factors (customer
information management) to define the perceived benefits deriving from mobile
CRM. Their empirical study was performed with information obtained from 125 firms
and analyzed with structural equation modelling. The results suggest firms perceive
benefits from m-CRM use if they are technologically competitive, show propensity to
innovation, manage customers‗ information and have employee support. The main
contribution is the simultaneous use of the TOE model and the relationship marketing
approach to understand from the Spanish firm‗s perspective, the perception of the
management of the relationship with customers through mobile phones.
Nguyen (2016) conducted a cross cultural investigation on e-service adoption using
TOE frameworks in developing countries. The study criticized that most related
studies concentrated on a specific case study or context, but omitted an explanation of
findings under a global cultural index. To fill the gap, this study utilized the TOE
framework cooperatively with Hofstede‗s et al. (2010) cultural dimensions score. The
study reported that the management optimization process, government IT leadership,
ICT legislation framework and national culture influence e-service adoption.
Ndekwa & Katunzi (2016) explored social media adoption also in a Tanzanian
context. Their study revealed organizational and environmental factors were
determinants in the adoption of social media. Technology perspectives were found
insignificant in the adoption of social media. However, their study does not explain
what constitutes technological factors that were found insignificant.
PhD Thesis Page 145

Wang et al. (2016) explored factors affecting hotels' adoption of mobile reservation
systems using TOE. Nine factors were hypothesized and analyzed through logistic
regression. Their study on 140 hotels in Taiwan indicated compatibility, firm size,
technology competence and critical mass were significantly positively related to
mobile hotel reservation system (MHRS adoption, while complexity is significantly
negatively related to MHRS adoption.
Morosan (2014) investigated air travellers‗ adoption of mobile phones to purchase
ancillary air travel services. Using a comprehensive structural model based on the
TAM model. Their model was validated using confirmatory factor analysis and
structural equation modelling and used factors such as trust, privacy, security,
innovativeness, and personalization. The study explained relationships among trust,
security and privacy in m-Commerce. Ramdani, Chevers & Williams (2013)
implemented TOE and aimed to empirically explore the TOE factors influencing SME
adoption of enterprise applications (EA). The study used interviews to collect data
from a random sample of SMEs located in the northwest of England. Using the partial
least squares (PLS) technique, 102 responses were analyzed. The results indicated that
technology, organization and environment contexts impacted SME adoption of EA.
Picoto et al. (2014) applied mobile technology from a business perspective. Grounded
on the TOE framework, using also the resource-based view (RBV), their model
suggested seven determinants of m-business use and value: technology readiness, firm
size, managerial obstacles, competitive pressure, regulatory environment, partner
pressure and mobile environment. Mobile based business applications impact on
downstream dimensions such as sales support, customer service, market growth and
the internal dimensions consisting of internal processes, staff productivity and on

PhD Thesis Page 146
upstream dimensions e.g. procurement and coordination with suppliers.
Berghaus & Back (2014) following a grounded theory approach, identified seven
drivers of mobile business solution adoption in an organizational context: mobile user
experience, social influence, time to market, security, workplace flexibility,
information availability and process mobilization. However, their study suggested that
despite the fact these factors facilitate adoption for some users, they can create
challenges for other organizational stakeholders such as internal users, operating
departments and corporate IT. Therefore, strategic decisions are required from
management in order to generate business value from mobile IT (Sammer, Brechbühl
& Back, 2013; Stieglitz & Brockmann, 2012). Another study by Stieglitz &
Brockmann (2012) recommended prior knowledge on information and knowledge,
training, previous knowledge of functionalities on mobile applications, advantages,
employees' awareness were critical success factors in MBIS adoption in a given
organization.
5.3.4.3 TOE factors identified in previous research
Technology context factors refer to the technological position of the organization
describing the internal and external technologies applicable to the firm and IT
practices relating to technology. The Bangladeshi government‗s focus on digitization
in the country also impacts technology adoption. Particularly in developing countries,
the government is more influential in creating enabling policies, technical assistance
and providing tax reduction incentives (Ahmed, 2016; Parhizgar et al., 2014; Ifinedo,
2012). Moreover, technology readiness and technology infrastructure also pertain to
PhD Thesis Page 147

adoption (Picoto et al., 2014; Oliveira &Martins, 2010). Previous studies suggest
technological readiness positively affects organizations in adopting e-commerce
(Oliveira &Martins, 2010). In a developing country context, technology readiness
analysis is important due to lack of computer literacy while IT infrastructure
significantly hampers e-commerce adoption and implementation (Oliveira & Martins,
2010). Olumoye & Govender (2018) also have similar views with regard to adoption
of e-governance where technology readiness of users could be an impeding factor in
the adoption of a technological innovation. Technology infrastructure comprises
hardware and software that build internet technology, while IT human resource refers
to the knowledge and skills to develop web applications (Oliveira & Martins, 2010).
Firms adopting technological innovation should place innovationas the top priority for
building a supportive environment and for providing adequate resources to aid
adoption of new technologies (Maduku, Mpinganjira & Duh, 2016). Firms should
have an IT strategy founded on the vision of a successful IT strategy, however limited
IT budget funding requirements for innovation as an enabler, have been reported by
Ali, Mazen & Hassane in (2018) with regard to the adoption of cloud computing in e-
government environments.
Organizational characteristics and context, such as size and scope, the quality of
human resources, decision making processes as well as managerial structure has
profound impact on the adoption of technological innovation (Ndekwa & Katunzi,
2016). Wang et al.‗s study (2016) revealed firm size, technological competence and
critical mass, significantly positively related to online hotel reservation system
adoption. Larger organizations tend to adopt more innovations, largely due to their
greater flexibility and ability to absorb greater risk (Ndekwa & Katunzi, 2016). The
PhD Thesis Page 148

greater top management's support, the easier it is for their organization to overcome
difficulties and complexity encountered in adopting IT (Lin, 2017). Top management
can stimulate change by communicating and reinforcing values through an articulated
vision for the organization to adopt a technology (Picoto et al., 2014). Recently Lin
(2017) identified top management support as one of the critical success factors for
mobile technology adoption in travel agencies. Apart from top management support,
Kabanda & Brown (2017) recently opined that establishing partnerships with
international organizations supported SMEs to overcome technological challenges in
Tanzania and the lack of industry and institutional support was a reason for the low
adoption of e-commerce in Tanzania.
Effective partnership and communication among the stakeholders are mandatory in
successful m-banking (Jenkins, 2008). Establishing individual and bilateral agreement
among stakeholders, setting up standards and engaging collaboratively with regulators
are some tools identified to create effective partnership in m-banking (Jenkins, 2008).
Partnership and communication in m-banking becomes so crucial that lack of
collaboration is attributed as a reason for low m-banking adoption in Europe
(Pousttchi, Schiessler & Wiedemann, 2009; Ndiwalana, Morawczynski & Popov,
2010).
The environmental context of TOE framework refers to the country level and industry
level context the enterprise is operating in. The environmental context is external to
the technology context or organizational context and concentrates on regulatory,
social and cultural perspectives. Empirical studies have found a nexus between
environmental context factors and technological innovation. The most frequently
discussed environmental contexts are social and cultural norms, regulatory and policy
PhD Thesis Page 149
Table 5.2:TOE factors used in contemporary studies
Study Service Technology Organization Environment

Ansong& Telecommuti Technological Organization and Household
Boateng ng trends and job characteristics characteristics and
(2018) convenience community issues
Kabanda E-commerce Partnership Environment support
& Brown
(2017)
Lin Mobile Innovativeness, Market trends and
(2017) Technology Top management customer relationships,
support and adoption of mobile
consumer needs websites
Maduku Mobile Relative Top management Customer pressure as
et al. marketing advantage, support, important drivers of
(2016) perceived cost employees‘ IT mobile marketing
capability, and adoption intention.
Muthinja Branchless Technological Incompleteness in Regulation,
& Banking financial markets technological
Chipeta developments at the
(2017) macro level and
globalization
Ndekwa Social media Not significant Employee Customer pressure,
et al. Readiness, Owner government support
(2016) imitativeness,
Customer
readiness
Olumoye e-government Technical Leadership, Security and privacy,
& support, support, Capacity Digital divide, e-
Govender Availability of building, training, Readiness
(2018) communicatio sufficient
n channels remuneration for
IT professionals,
monitoring
San- Mobile CRM Perceived m- Innovativeness, No Significance
Martín et CRM benefits Technological
al. (2016) competence,
Employee support
Wang et Mobile Compatibility firm size, and critical mass
al. (2016) Reservation technology
system competence,
frameworks of the country, industry properties such as industry pressure, competitive
pressure, partners‗ pressure. Macroeconomic perspective, such as surcharges, taxes
and incentives to use the service also represent environmental factors that pertain to
the innovative technology adoption.
PhD Thesis Page 150

Social and cultural norms greatly influence the uptake of a technology. For example,
several scholars also affirmed that acceptance of ICT innovation is culturally inclined
(Bankole et al., 2011b; Bankole & Bankole, 2017). In a similar vein, Park et al. (2012)
proposed that cultural values impact how consumers with eastern and western
backgrounds form trust in e-commerce. They found the USA tended to have a higher
tendency toward trust in e-commerce compared to South Korea (Hallikainen &
Laukkanen, 2018). In the case of mobile banking, it was found users from developing
countries embraced technology more widely than in developed countries. One
possible reason is that users from developing countries are new to technology, thus
have limited understanding related to privacy and security of m-banking. However, in
developed countries, customers who gradually adopted mobile banking had prior
experience of e-banking making them more concerned with the privacy and security
features of mobile banking (Hallikainen & Laukkanen, 2018).
The nature of the industry the organization operates in also influences adoption.
Competitive pressures (Picoto et al., 2014), rapid change in the business structure,
market structures and operational efficiencies (Picoto et al., 2014), are just some
environmental determinants of technological adoption. In severe competition,
organizations embrace technology to gain competitive advantages, reduce costs and
increase market efficiencies. Pressure to adopt technology can ascend from consumers
as well. Ndekwa & Katunzi (2016) reported that Tanzanian tourism SMEs adopt
social media due to pressure from customers. The TOE factors expected to contribute
to this thesis are highlighted in table 5.2.
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5.4 Knowledge gap in the domain of MBIS
adoption
Preliminary investigations suggest there is a clear gap in the knowledge of MBIS,
however as previously mentioned, extant literature on MBIS has considered banking
(known as mobile banking) (Bankole and Cloete, 2011; Daud et al., 2011; Kadušić et
al., 2011); health (m-health) (Dwivedi et al., 2016; Istepanian et al., 2014; Solanas et
al., 2014), education (Al-Emran et al., 2016; Obiria & Kimwele, 2017; Samarakoon et
al., 2017), tourism (Lin, 2017; Morosan, 2014; Smirnov et al., 2014; and Human
Resource Management (HRM) (Yusoff et al., 2015). However, research analyzing
MBIS use by manufacturing sectors - such as RMG, remains inadequate.
Despite the huge potential of MBIS for organizational use, research in this domain
mostly focuses on customer adoption factors, rather than assessing the value or impact
of MBIS use in firms (Acheampong et al., 2018; Bankole & Cloete, 2011; Daud et al.,
2011; Ezeh & Nwankwo, 2018; Gumussoy, Kaya & Ozlu, 2018; Johnson et al., 2018;
Motiwalla, Albashrawi & Kartal, 2018;Nugroho, Najib & Simanjuntak, 2018; Singh
& Srivastava, 2018; Su, Wang & Yan, 2018). More studies are required to understand
how MBIS can redefine the business process and improve system, organizational
performance and strategic activities.
Another main gap, despite the few studies, including Bank (2011), Hossain (2012),
Martin & Economy (2013), Rao & Rao (1998), have focused on mobile phone usage
for the RMG sector. Most mobile phone studies concentrate on single or individual
service of the device, such as the location-based information dissemination method

PhD Thesis Page 152
(Sasaki et al., 2014), tracking systems for real-time privacy monitoring on smart
phones (Enck et al., 2014), and mobile based inventory management system
applications (Gelogo & Kim, 2014).To date there is no research providing a
comprehensive study on how MBIS can be used in the RMG sector to
facilitate business activities.
Yet existing research focuses on customer adoption factors rather than an assessment
of technical, organizational and environmental factors (Picoto et al., 2014). Factors
facilitating adoption within an organizational context might differ from those in a
consumer environment (Berghaus & Back, 2014). However, facilitating the adoption
of mobile business solutions is an important challenge for organizations as the
corporate environment has to be contextualized for the technology to fit within that
organization.
Another rationale for undertaking such a study is that current MBIS research tends to
under-estimate the true extent of complex adoption actors by providing survey-based
research (Shen et al., 2018; Shamsuddin et al., 2018). However, rather than using only
surveys, where research is controlled by literature review-based factors, this research
also uses an exploratory approach to uncover latent but unknown factors to identify a
comprehensive range of both micro- and macro-level determinants of MBIS.
Following the exploratory approach, in this study DOI based variables will be
surveyed to understand what are the micro-level user perspective factors that enable or
inhibit RMG employee‗s intention to use MBIS service. Furthermore, in this study
macro level factors are investigated by utilizing a Technology-Organization-
Environment (TOE) framework (Tornatzky & Fleischer, 1990).
PhD Thesis Page 153

Hence, I posit the following research question:
RQ 3: Which customer, technological, organizational and country level factors
explain MBIS adoption for Bangladeshi RMGs?
5.5 Chapter summary
The most influential acceptance theories in the field of IS were introduced. The main
differences lay in the unit of analysis and factors impacting this unit of analysis.
However, the basic concepts underlying these models link individual reactions and
intentions to adoption, usage and actual use of the system. This section also reviews
the MBIS literature on mobile banking, mobile-based health, mobile learning, mobile-
based applications and mobile based tourist guide apps that used IS theories to
understand individual reactions and thus current and future intention to use. Few
studies were devoted to understanding acceptance of MBIS as an information system
in an organizational context - which forms a major gap, thus I posit the research
question in the knowledge domain of MBIS. The next chapter expands upon adoption
and acceptance factors from the DOI perspective. I present a hypothesis based on
those DOI variables which are expected to enable or inhibit RMG employee‟s
intention to use the MBIS service.
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Chapter 6
DOI based MBIS conceptual framework
One objective of this thesis is to study the customer perspective factors that
might play roles in MBIS implementation by the RMG industry. For this
purpose, a conceptual framework of MBIS is presented based on the DOI
attributes. DOI refers to Roger‟s diffusion of innovation theory (DOI). The
purpose of the framework is to find evidence supporting an association between
the anticipated innovation attributes of DOI theory and the intention to adopt
MBIS by RMG employees in the future. Thus the framework is expected to
answer a research question posited in this thesis: what are the micro- level
customer perspectives factors explaining MBIS adoption for Bangladeshi
RMGs? The discussions of the conceptual framework‟s variables, construct
and an emerging hypothesis are presented. The next chapter presents the
research methodology of the thesis.
6.1 Introduction
MBIS for Bangladeshi RMGs is a technological innovation and the availability of a
service merely ensures RMG employees will take up the service. It is important to
understand the micro-level perceptions of RMG employees‗ regarding
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MBIS advantages, MBIS usefulness, security concerns and technological complexity
issues. Like any other innovation, MBIS has strong linkage to the users‗ behavior,
perceptions and motivation. Traditionally technological innovation has a strong
relationship to the individual‗s preference and reaction (Goodhue & Thompson, 1995;
Wilson, & Logan, 2018). If RMG employees do not actively adopt the MBIS solution,
the investment to develop the service will fail and RMGs will fail to capitalize on the
benefits of the service. Therefore, it is important to identify the micro-level factors
that may enable or inhibit MBIS adoption.
Though macro-level perspectives of technology, organization and environment are
important for MBIS adoption, it has been identified in the literature that there is a lack
of MBIS research in the Bangladeshi RMG context - more specifically with regard to
the micro-level perspective. Therefore, an MBIS conceptual framework is developed
to discover whether an association exists between DOI innovation attributes and
intention to adopt an MBIS. The DOI innovation attributes and demographic variables
will be used as independent variables, while an intention to adopt MBIS in the future,
serves as the dependent variable.
6.2 The conceptual MBIS framework based on
Micro-level perspective
To explore which factors of customer, technological, organizational and country level
perspectives explain MBIS adoption for Bangladeshi RMGs? (RO3, see details in
chapter 5), a conceptual MBIS framework is developed based on DOI theory. The
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framework incorporates DOI attributes to explain firstly the possible users‗ reactions
for MBIS acceptance or rejection and secondly the users‗ cognitive factors supporting
or inhibiting adoption of MBIS by Bangladeshi RMGs. This knowledge will assist in
understanding how to make MBIS effective for RMG owners and employees. The
conceptual MBIS framework is presented in figure 6.1.
Factors added to Rogers

DOI factors from
in the framework
Rogers (1975)
Cost
Relative
advantage Gender
Compatibility Age
Perceived ease Intention to adopt Education

of use MBIS
Trialability Occupation
Observability Income
Type of the
RMG
Figure 6.1: A conceptual framework to study micro-level customer perspective MBIS
factors
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The literature suggests there is no ―one-size-fits-all‖ framework to explain innovation
adoption in any context (Bautista, Rosenthal, Lin & Theng, 2018; Daim et al., 2017;
Molla & Licker,2005), therefore frameworks suggested need to be designed based on
innovation type and context. Parker and Castleman (2009) stated models and
frameworks are commonly used to collect data and then test the results.
6.2.1 Theories used in the framework
Rogers‗ Diffusion of Innovations (DOI) (Rogers, 1975) has been used as a base
model, as Rogers‗ theory corresponds to the aim of revealing the customer
perspective factors in the diffusion of MBIS in an RMG organizational context. In his
theory, Rogers (2003) defines diffusion as the process by which an innovation is
communicated through certain channels over time among members of a social system.
In other words, the study of the diffusion of innovation is about how, why and at what
rate a new idea or technology spreads among members of a social system. DOI has
been extensively used in research on information technology diffusion (Johnson et al.,
2018; Mullan, Bradley & Loane, 2017; Su, Wang & Yan, 2018). Mullan, Bradley &
Loane (2017) suggested DOI theory is applicable within mobile environments in
helping to understand the diffusion of MBIS.
In their study DOI was used to explore the drivers and barriers of MBIS adoption in
the Bangladeshi RMG. DOI theory fits well with the peoples‗ understanding of the
adoption of technology (Conrad, 2009). Prescott & Conger (1995) have perhaps given
the most accurate reason for applying DIO in this thesis. They suggested DOI is very
applicable in developing country contexts. Further, when it comes to both
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organizational and individual levels, Rogers‗ theory is considered very applicable to
accommodate enabling and hindering factors from both organizational and individual
perspectives (Conrad, 2009; Tran, 2012).
6.3 Constructs of MBIS framework
Rogers describes five factors in innovation attributes as follows: relative advantage,
compatibility, complexity, trial-ability and observability (Johnson et al., 2018;
Mullan, Bradley & Loane, 2017; Su, Wang & Yan, 2018). The literature review
suggests these factors impact on the use and adoption of the MBIS; therefore the
factors are included in the MBIS framework in this thesis. Nevertheless the theory
does not have the demographic variables that were empirically supported in
innovation adoption by Dewan et al. (2010), Laukkanen & Cruz (2012), Laukkanen &
Pasanen (2005) and Wessels & Drennan (2010), demographic variables are included
as factors in the conceptual framework, as a way of strengthening the research
presented here.
6.3.1 Relative advantage
Rogers (2003) defined relative advantage (RE) as the degree to which an innovation is
perceived by users as better than the idea it supersedes. Users use or adopt an
innovation when they perceive the innovation as beneficial (Rogers, 2003). This
variable is considered the strongest predictor of an innovation‗s rate of adoption. The
RA can be measured in terms of economic and social factors. RA indicates the
benefits and costs resulting from adoption of an innovation.
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The importance of relative advantages is revealed by Mullan et al. (2017) and Tom,
Dieck & Jung (2018). The studies report, for example, that users find mobile banking
an advantageous MBIS service over banking using a computer (known as e-banking),
hence have a positive view regarding mobile banking adoption. However, since
mobile banking does not return much profit (an advantage for banks) to the banks,
banks expressed a negative view towards mobile banking. Al-Jabri & Sohail (2012)
used DOI as a baseline theory from data obtained from 330 actual mobile banking
users. They found relative advantage had a positive or negative impact on adoption.
The effect of RE on user adoption of MBIS is also purported by Ndayizigamiye &
Maharaj (2017). Study results show mHealth adoption is significantly and positively
correlated to DOI-relative advantage. Therefore, based on the RE, the following
hypothesis is proposed:
H1: Higher levels of perceived relative advantage will be positively related to higher
levels of intention to use MBIS services.
6.3.2 Compatibility
Rogers defines compatibility as the degree to which an innovation is perceived by
users as consistent with their existing values, past experiences, and the needs of
potential adopters (Rogers, 2003).An innovation should also be compatible with
existing values and norms of a social system. If the idea seems morally irreconcilable,
then the innovation will not be adopted. To be implemented, an innovation must be
considered socially acceptable. This compatibility will lead to swift adoption (Rogers,
2003). The high level of compatibility of innovation increases the diffusion‗s

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intention to use online banking (Sarel & Marmorstein, 2004). MBIS is compatible to
users in many ways, such as for business and personal communication and
information on health issues. Chang et al.(2016) and Choudrie,
Pheeraphuttharangkoon & Ojiako (2017) revealed that compatibility is a determinant
of smart phone use. Therefore the following hypothesis is proposed:
H2: Higher levels of perceived compatibility will be positively related to higher levels
of intention to use MBIS services.
6.3.3 Complexity/Perceived Ease of Use
Complexity refers to the adopters‗ perception of the degree of difficulty to understand
and use an innovation; meaning that new ideas - simple to understand and make use
of, are adopted more swiftly than innovations requiring development of new skills and
understanding (Rogers, 2003). This construct similar to the perceived ease of use (
PEOU ) in the TAM. It is also in agreement with previous studies of Tan and Teo
(2000), who state that the more complex and greater the skill and effort needed for
adopting the innovation, the less likely it is to be adopted. Agarwal and Prasad (1997)
also argued that individuals perceive the complexity of an innovation differently. For
instance, the perception of complexity involved in using MBIS will vary depending
on different individuals and depending on their previous experience of using mobile
based services. Hence, this leads to the following hypothesis:
H3: Higher levels of perceived ease of use will be positively related to higher levels of
intention to use MBIS services
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6.3.4 Trialability
Trialability is the degree to which an innovation may be experimented with prior to
adoption (Rogers, 2003). If individuals have the chance to try the innovation prior to
adopting it, they will feel more comfortable using it and hence more likely to adopt it
quickly. In addition, if an innovation is trialability, it provides the individual with
greater confidence and less uncertainty towards their intention to use (Rogers, 2003).
This is an agreement with Gerrard and Cunningham (2003) who argue that
experimenting with the innovation can persuade individuals that their mistakes can be
resolved, therefore providing a more predictable situation and providing greater
confidence in the use of the innovation. Trialability is more important for earlier
adopters than later ones, as earlier adopters have no precedent to follow when they
adopt, while later adopters are surrounded by peers who have already adopted the
innovation and these peers act as a kind of vicarious trial for later adopters. Therefore,
having a chance to try the innovation will increase its intention to use (Rogers, 2003).
Hence, the following hypothesis is proposed:
H4: Higher levels of perceived trialability will be positively related to higher levels of
intention to use MBIS service.
6.3.5 Observability
Observability is the ‗degree to which the results of an innovation are visible to others‗
and how easily the benefits can be communicated to others (Rogers, 2003).
Observability is an innovation, offering observable results (Rogers, 2003). The easier
individual‗s see the results of an innovation, the more likely they are to adopt it.
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Perceived observability is related to the rate of adoption in a positive direction.
Therefore, it is argued innovations perceived by individuals as having greater
observability, will be adopted more rapidly (Rogers, 2003).
According to Moore and Benbasat (1991), observability incorporates two specifically
different dimensions; result demonstrability and visibility. The result demonstrability
refers to outcomes when using the innovation, while the visibility is the observability
of the innovation itself. The results of using some innovations are easy to observe and
visible to individuals, thus they will be more likely to adopt them more quickly and
easily. For example, the results of using MBIS are observable and visible to
individuals, so this system would be diffused faster than an innovation not so visible.
This is why Rogers states there is a positive relationship between observability and
adoption. Hence the following hypothesis is proposed:
H5: Higher levels of perceived observability will be positively related to higher levels
of intention to use the MBIS service.
6.3.6 Perceived cost
In MBIS usage, there are some costs associated with the service, such as SMS cost or
internet cost. This depends on how the MBIS is developed. However Venkatesh et al.,
2012) notes the cost of the technology has a substantial impact on the consumers‗
technology. Price has an effect on the motivation to accept or reject the service, but
also the perceptions of price are important for customers who have not yet tried the
service (Luarn & Lin, 2005, Yao & Zhong, 2011). As previous literature has included
the influence of cost on the adoption, the following hypothesis is included:
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H7: Perceived financial cost will have a negative effect on MBIS intention to adopt
for RMG employees.
6.3.7 Demographic and socioeconomic factors
Some researchers predicted MBIS adoption is related to an individual‗s demographic
status, such as gender, age and education and socioeconomic factors (Dewan et al.,
2010; Laukkanen & Cruz, 2012; Laukkanen & Pasanen, 2005; Wessels & Drennan,
2010).
In this research the demographic and socioeconomic factors are considered as
independent variable rather than moderating variable. Moderators are variables that
affect the association between an independent variable and an outcome variable
(Bennett 2000). Koksal (2016) also considered demographic and socioeconomic
factors as independent variable rather than moderating variable in investigating the
intentions of Lebanese consumers to adopt mobile banking. Of the socio-
demographic characteristics, age is strongly associated with the adoption of new
technologies. According to Mari and Minna (2003), the majority of regular mobile
banking users (43.6 per cent) were 25-34 years old. However, Laukkanen and Pasanen
(2008) revealed that the mobile banking usage rate was higher among middle-aged
customers (30-49 years old) than younger ones (18-24 years old). Gender seems to be
an important factor that affects the adoption of mobile banking. Because males appear
to be more task oriented than females, and to a larger extent, possess more extrinsic
and instrumental motives than females, male customers are more inclined to adopt
mobile banking. Mari and Minna (2003) found that mobile banking had 10 per cent
more male regular users. Education is another significant factor in the adoption of
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mobile banking because higher education may lead to a better understanding and a
greater ability to use the technologies involved in mobile banking. Alafeef et
al. (2011) found a significant relationship between education level and the adaptation
of mobile banking. Household income is also an important factor that influences the
adoption of mobile banking because wealthier customers can more readily afford the
costs and fees involved.
Therefore, the following hypotheses regarding socio-economic factors are established:
H7: Gender of the RMG employee will have an effect on MBIS adoption.
H8: Age will have an effect on MBIS adoption.
H9: Level of education will have an effect on intention to adopt MBIS.
H10: Occupation will have an effect on intention to adopt MBIS.
H11: RMG employees’ income will have an effect on intention to adopt MBIS.
H12: Business type of the RMG will have an effect on the intention of the owners to
adopt MBIS.
6.3.8 Intention to use construct
Rogers (2003) considered the rate of adoption as a resultant factor of the five DOI
attributes of innovations (relative advantage, compatibility, complexity, trialability
and observability. He emphasized the five characteristics of DOI, by which an
innovation may be described, showing how an individuals' perceptions of these
characteristics predict their rate of adoption. However ‗the rate of adoption‗ as a
dependent factor is usually measured by the length of time required for a certain
percentage of the members of a system to adopt an innovation (Rogers, 2003).
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Moreover, the rate of adoption variable is not appropriate in the context of a
Bangladeshi RMG as little research has reported that MBIS has been implemented in
Bangladesh. Conrad (2009) moreover, argued that ‗rate of adoption‗ as a dependent
variable is not appropriate as an ‗individual-level of Willingness to Use new
technology factor‗ at the beginning of its introduction.
In summary, intention to use MBIS service is used as a dependent factor. The
construct, ‗intention to use MBIS service‗ is derived from the TAM theory.
Armitage and Christian (2003) defined behavioral intention is an individual‗s
decision to follow a course of action. Earlier Fishbein and Ajzen (1975) argued that
behavioral intention can be seen as a guide of how persistently people are willing to
perform a particular behavior. Nysveen, Pedersen, and Thorbjornsen, (2005) also
extended the definition of intention to use in the context of the adoption of mobile
services. In common with the present study, several authors including Tan and Teo
(2000), Black et al. (2001), Polatoglu and Ekin (2001), and Al-Sabbagh and Molla
(2004) used Rogers' independent variables for influencing the dependent variable of
intention to use rather than rate of adoption, in the DOI.
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Chapter 7
Research design and methodology
7.1 Introduction
Research is recognized as a scholarly activity. Recker (2012) emphasized two key
principles of scientific research. Firstly, research conforms to the scientific method
and secondly, research contributes to a body of knowledge. Nicholas‗ (2011) view on
research is a more academic interpretation: research in common parlance refers to a
search for knowledge and involves finding out about things that no-one else knew
either to advance the frontiers of knowledge.
As suggested by (Kothari, 2004; Nicholas, 2011; Recker, 2012), this research
searches for knowledge through a systematic investigation or inquiry for the MBIS
phenomenon, which is documented in this chapter. Keeping in mind research is a
series of rational decision making processes where data are collected, analyzed and
interpreted to provide scientific explanations of research objectives (Mackenzie &
Knipe, 2006), a proper research design with appropriate research methodology and
data collection strategies were considered (see table7.1).
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Table 7.1: Research orientation at a glance for this thesis
Theme of research perspective Orientation
Knowledge Knowledge gained through an acquaintance and

the proposition of the knower
Research Paradigm Pragmatism as the study is problem centric
(Cresswell, 2009)
Ontology Critical realist ontological approach
Epistemology Investigating an MBIS framework for

Bangladeshi RMGs
Methodological dimensions Using Pluralist research method
Strategies of inquiry Via survey, interview and focus groups
Qualitative data interpretation and Analysing through thematic analysis

Coding
Quantitative data coding Descriptive statistics and Multinomial Logistic
Regression
In this study, I acquired knowledge on MBIS and developed this cognitive
understanding on how MBIS affordances are expected to bring positive impacts in
Bangladeshi RMGs. However, to build the knowledge, this research gained
knowledge through categorizing, describing, explaining and evaluating this empirical
data collected in this study. I collected facts and interpreted them to build up a picture
of the world around MBIS in RMGs (Nicholas, 2011). It is fairly obvious then, that I
should hold a view of what knowledge is and how I can make sense of these
surroundings (Nicholas, 2011).
In this study, this view of knowledge was to understand the reality of MBIS and
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RMG, as the concept of knowledge suggests a relationship between a conscious
subject and some portion of reality, usually understood to be mediated through a true
proposition. Knowledge can be viewed as subjective, spiritual and transcendental
which is experienced at the individual, personal level (Burrell & Morgan, 1979).
Therefore, knowledge is attained through observation and built up gradually (Hopper
& Powell, 1985). Knowledge is capable of being transmitted in tangible form
as well. Knowledge can be acquired by acquaintance or by proposition. Propositional
knowledge can be transferred from one person to another, which I achieved by
involving with the research participants. This view of knowledge is also based on the
philosophical stance that this researcher adopts (Nicholas, 2011). Therefore, I discuss
the research paradigms and philosophical ideas of research in the next section.
7.2 Research Paradigm
One of the most influential philosophical discourses regarding research paradigm was
addressed by Thomas Kuhn (1962), also known as a Kuhnian paradigm (Hassan &
Mingers, 2018). Kuhn‗s widely accepted concept of paradigms meant ―some
accepted examples of actual scientific practice - examples which include law, theory,
application, and instrumentation together - provide models from which spring
particular coherent traditions of scientific research‖(Kuhn, 1962 p. 10). He
emphasized that a mature scientific study discipline based on an appropriate
paradigm, defines what social phenomena to study, why the explanatory hypothesis
will be formulated and how the methodology will be selected (Hassan & Mingers,
2018). However, Guba & Lincoln (1994) hold the view that paradigm represents the
basic belief of the researcher; it is a worldview of the researcher. Adding to the notion
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of paradigm, Mingers (2001) defined research paradigm as a construct that specifies a
general set of philosophical assumptions covering ontology, epistemology and
methodology. Neuman‗s (2013) definition of research paradigm is also practical and
that is a research framework for theory and research. The beliefs are basic in the sense
that they must be accepted and well-grounded. A research paradigm includes basic
assumptions, the key issues, models of research and methods for seeking answers
(Neuman, 2013). As a research paradigm provides insights into the research
orientation what the researcher adopts may differ from another researcher, there is
naturally diversity among the research paradigms as the research paradigms have
different ontological base, epistemological base and the methodological base
(Corbetta, 2003). In the next section I discuss diversity in IS research paradigms to
focus on how this study incorporates diversity.
7.2.1 Diversity in research paradigm
Fields like IS draw upon a very wide range of disciplines - technology, psychology,
economics, sociology, mathematics, linguistics, semiotics etc. These distinctive
disciplines posit distinct theoretical perspectives. These disciplines which contribute
to IS also encompass very different research traditions. The competing approaches of
these disciplines are actually contrasted on three fundamental research components;
the ontological base, the epistemological base and the methodological base (Corbetta,
2003). Diversity in the IS research paradigm can have a positive impact as well
(Robey, 1996; Mingers, 2001; Venkatesh, Brown & Bala, 2013). These scholars
suggest diverse research paradigms in IS provide a wider range of knowledge and
strength in the IS discipline. This view is consistent with researchers who suggest that
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coexistence of multiple paradigms is also feasible in a research inquiry, as research
can adopt the suitable paradigm to deal with real-world complexities (Mingers, 2001;
Venkatesh et al., 2013).
Following diversity in the field of IS, MBIS is interdisciplinary too. This study aims
to investigate an MBIS framework based on MBIS affordances, the role of
MBIS in empowering RMG owners, managers and workers and customers,
technological, organizational and country level factors which explain MBIS adoption
for Bangladeshi RMGs. Thus, this study requires understanding of the social world of
IS (Goodhue & Thompson, 1995; Wilson& Logan, 2018). This study also requires
organizational features (Oliveira et al., 2014; Wang et al., 2016), user features,
technological features and information needs for the research context (Kabanda &
Brown, 2017; Stieglitz & Brockmann, 2012).
In the next section I discuss various research paradigms.
7.2.2 Major research paradigms in IS
Three broad research paradigms—positivism, interpretivism and pragmatism are
widely mentioned IS paradigms (Mingers, 2001). In the next sections I focus on the
core concepts of these paradigms and place this thesis into one based on the
characteristics of this study.
7.2.2.1 Positivism
The positivist research paradigm aims at singling out causal explanations on the
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assumption of a cause–effect relationship between variables. Positivist research is
premised on the existence of prior relationships and investigates with structured
instruments (Orlikowski & Baroudi, 1991). Positivist researchers aim to discover the
universal laws of behavior in two ways; the inductive approach and deductive-
empirical method (Porta & Keating, 2008). The inductive process involves deriving
generalizations from specific observations in a large number of cases. Positivists
adopt a more scientific tradition, which starts with a theory, than hypotheses are
generated, accepted and tested. This is the hypothetico-deductive approach,
alternatively called the deductive-empirical method utilizing a conceptual framework,
techniques of observation and measurement, instruments of mathematical analysis and
adopting procedures of inference typical of the natural sciences (Corbetta, 2003).
Positivist researchers not only use quantitative methods; but also qualitative
approaches. If the dataset is too large to conduct statistical analyzes to identify and
isolate causes and effects in a rigorous manner and arrive at a single explanation,
positivist researchers also use qualitative methods that follow the same logic of
inference. However, whether it is qualitative or quantitative, the main aim is
in―identifying, assessing and eliminating rival explanations‖ (Collier, Brady and
Seawright, 2004a, p. 229). Earlier Meehl (1978) also argued that science does not and
cannot proceed by incremental gains achieved through statistical significance testing
of hypotheses. Glaser and Strauss (1967) therefore suggested theory building through
an inductive qualitative research, rather than through continual hypothesis testing
(Kaplan & Duchon, 1988).
Another research paradigm - the post-positivist research paradigm tests, verifies or
refines the claim and if necessary reduces ideas into a small and discrete set of
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knowledge that is scientifically proven (Creswell, 2009).
7.2.2.2 Interpretivism
While positivists take care to operationalize their concepts and hypotheses in
scientific and general terms, interpretivists let the concepts emerge from the work
itself (Porta & Keating, 2008). In IS research, there is a need for context-dependent
research that suggests incorporating field research methods. Cook and Campbell
(1979) state "field experimentation should always include qualitative research to
describe and illuminate the context and conditions under which research is conducted"
(Kaplan & Duchon, 1988). Interpretive research aims to understand how members of
a social group constitute their social actions through the social process. The critical
philosophy research attempts to critically evaluate and transform social reality under
investigation (Orlikowski & Baroudi, 1991). Interpretive research aims at
understanding events by discovering the meanings human beings attribute to their
behavior and the external world. The focus is not on discovering laws about causal
relationships between variables, but on understanding human nature, including the
diversity of societies and cultures. More specifically, following Weber, this type of
social science aims to understand the motivation that lies behind human behavior.
Human behavior is a matter that cannot be reduced to any predefined element, but
must be placed within a cultural perspective, where culture denotes a web of shared
meanings and values (see Della Porta, ch. 11 and Keating, ch. 6). Theory is important,
but is not always established prior to the research, as in the deductive-empirical
approach (Porta & Keating, 2008).
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7.2.2.3 Pragmatism- Research paradigm for this study
In terms of the elements of research philosophy, this research is placed within the
pragmatism paradigm. The pragmatist philosophy is problem-centric and emerges
from a real world practice. Pragmatism is not committed to any particular research
approach and is based on empirical data, evidence and rational considerations.
Researchers take a pluralistic approach and have the freedom to select from a range of
research approaches. Commonly pragmatism is the philosophical partner of mixed
method research (Johnson & Onwuegbuzie, 2004). However, a belief in real world
problems may take the research away from the theoretical premises (Cresswell, 2009).
The philosophical idea of the researcher is largely hidden in the research (Creswell,
2003). This is because the philosophy reflects the researcher‗s ontological,
epistemological and methodological assumptions (Guba & Lincoln, 1994).
As I have discussed above, major paradigms compete in the IS field. It is important to
understand why there are competing paradigms. One general reason is that IS being a
multidisciplinary field, inherits research traditions of contributing disciplines
(Tarafdar & Davison, 2018). The IS discipline studies the human, social, and
technological phenomena associated with the design, construction, implementation,
and use of computer-based information systems by individuals, organizations and
societies (Tarafdar & Davison, 2018). Moreover the design, application, implication
and use, shapes competing paradigms in IS. However, the IS paradigms contrast on
three fundamental research components; the ontological base that relates to the
existence of a real and objective world; the epistemological base that relates to the
possibility of knowing this world and the forms this knowledge would take; and the
methodological base, referring to the technical instruments used in order to acquire

PhD Thesis Page 174
that knowledge (Corbetta, 2003).
In the next section I discuss the research design shaped by the ontology, epistemology
and methodology of this particular study. The research design also incorporates the
philosophical view of the researcher and the constructs of the research paradigms. The
philosophical view is the perceptions and beliefs of a researcher that leads him/her to
undertake the research. I will also present how this thesis holds a philosophical view
regarding ontology, epistemology, and methodology.
7.3 Research design
Research design is a framework consisting of the plans and strategies of a research
study (Lake, 2009). It is the arrangement of data collection and constitutes the
blueprint for the collection, measurement and analysis of data (Kothary, 1990).
Research design is expected to cover the relevant research problem. Therefore, a
proper research design ensures the research methodology and collected data can
answer the research questions as unambiguously as possible (Yin, 2011). Gravetter
and Forzano (2012) suggested the research design takes into account the research
philosophy, approach, strategy and methods. However, research design deals with the
logical problem, not the logistical problems (Yin, 2011). Hence the design includes an
outline of what the researcher will do from writing the hypothesis and its operational
implications to the final analysis of data (Kothary, 1990).
Laughlin (1995) advocates research design is a two-part process. The first process is
deciding the philosophical school of thought regarding the ontology and epistemology
underpinning the inquiry. The second process is to determine the methodological

PhD Thesis Page 175
dimensions upon which the research will be constructed. However, Creswell‗s (2003)
view is slightly different to Laughlin‗s (1995). Creswell‗s (2003) research design is an
interaction of three elements - the philosophical view of the researcher, the research
methodology and the strategies of inquiry.
This study adopts a combined research design process of Laughlin (1995) and
Creswell (2003). The research design is founded on elements of a philosophical view
consisting of an ontology and epistemology. The methodological dimensions consist
of a research methodology and strategies of inquiry (see figure 7.1). The elements of
the design process are viewed as different hierarchical levels of abstraction
underpinning and unifying the intellectual components within the research. The
components of the research design of this study are described in the figure 7.1 below:
Figure 7.1: components of research design
7.3.1 Ontology
The highest level of abstraction of the theoretical perspective of the research design is
ontology (Porta & Keating, 2008). Ontological assumptions are concerned with how
the scientist views the reality that requires investigation. Reality is based on empirical
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data and the concrete existence of nature (Hopper & Powell, 1985). Ontology is the
philosophical view dealing with the nature of research being undertaken, or what
exists in reality and what the fundamental categories of reality are (Neuman, 2014).
There aretwo basic instances researchers take on an ontological perspective - the
realist and nominalist. Realists see the world as organized into pre-existing categories
just waiting to be discovered. The real world exists independently for humans to
interpret. The nominalist contradicts the realist approach and assumes that humans
never directly experience a reality. Instead the reality occurs through experience,
through a lens or scheme of interpretations and inner subjectivity. Subjective-cultural
beliefs influence the experience of reality. Individual experience is patterned and
categorized though personal biography and cultural world-view or Weltanschauung
without realizing it. Nominalists recognize that some interpretative schemes are more
opaque than others, yet they hold that I can never entirely remove the interpretative
lens (Neuman, 2014).
A novel approaches in IS is the critical realist approach, which is sub-group of the
realist approach (McAvoy & Butler, 2018). Addressing the criticism that the IS field
demonstrates a lack of diversity in theories and theorizing, one can use critical realism
as a potential solution (Hassan, Mingers & Stahl, 2018). This is because the critical
realist approach adopts problem-solving (McAvoy & Butler, 2018). The critical realist
belief that modification is required for capturing the real world directly is simply not
possible. The inquiry is out there and researchers need to clear the distorted world.
This approach acknowledges that pre-existing ideas, subjectivity, or cultural
interpretations contaminate the contact with reality. However, the critical realist
PhD Thesis Page 177

approach filters of the contaminated components to uncover the reality (Neuman,
2014).
This study adopts a critical realist ontological approach for investigating MBIS as a
framework for Bangladeshi RMGs. Bangladeshi RMGS and their challenges, the huge
number of mobile phone users in Bangladesh and countrywide digitization in
Bangladesh that facilitates technological innovation is a real scenario. The extensive
literature review established the real world challenges of RMGS in chapter 3, 4 and 5.
As a solution to the challenges identified in this study, Hassan, Mingers & Stahl
(2018) and Mingers (2004) advocate that IS studies embrace new approaches to
understand beneath the surface and explain how things can be done. An MBIS
framework in the RMG organizational context, a theme to study complex mobile
technical phenomena and the need to study the socio-cultural phenomena of MBIS
users, have been adopted in this study to modify preexisting ideas, subjectivity or
cultural interpretations (Neuman, 2013).
7.3.2 Epistemology
The subsequent philosophical view after the ontological approach is epistemology.
Epistemology is the theory of knowledge, embedded in the theoretical perspective
(Crotty, 1998; Nicholas, 2011).Epistemology is concerned with the issue of how I
know the world around us or what makes a claim about it true (Neuman, 2014). Some
(Nicholas, 2011) view that the theory of knowledge requires validation and
appropriate methods to consider what I can regard as acceptable knowledge in a
discipline; it is concerned with the reliability of the senses and the power of the mind
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(Nicholas, 2011). Epistemology also concerned with what I need to do to produce
knowledge. Moreover, it ensures what scientific knowledge looks like once I have
produced it (Neuman, 2014). Klein (2005) further added epistemology should address
the question of the ‗nature, sources and limits of knowledge. Knowledge here though
is propositional knowledge – distinct from knowledge by acquaintance (Porta &
Keating, 2008)
Epistemologically, this study is justified with regard to Bangladeshi RMGs
importance for Bangladesh and the world apparel sector as a whole, the critical
shortage of information needs in business operations and worker disempowerment
provides a solid justification for the study. As an epistemological base concerned with
what are the necessary and sufficient conditions of knowledge, there is high necessity
for this MBIS based knowledge to inform the affordances for Bangladeshi RMGs
(chapter 3), to empower RMG workers (chapter 4) and to identify CSFs for MBIS
adoption (chapter 6). The concept of justification is realised through extensive
literature review. The justification arises from the Bangladeshi government‗s goal of
digitizing Bangladesh, RMGs requirements and the researcher‗s personal experience
while engaging with RMG businesses. The sources and empirical research data, I
discuss in the following section.
7.3.3 Methodological dimensions
Research methods are the tools and techniques for doing research. Methodologies are
the practical techniques used to collect and analyze data addressing a specific research
question (Porta & Keating, 2008). Methodology informs the overall strategic design
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of the study and includes the process, methods used and desired outcome (Porta &
Keating, 2008). Methodology is the particular ways of knowing reality (Sale, Lohfeld
& Brazil, 2002). It is thus considered appropriate the researcher acknowledges the
philosophical and epistemological perspectives effecting the methodological
consideration of this study. However, the research methodological consideration
should be based on the nature of the research phenomenon first, then it should answer
the question of which method can adequately interrogate the research problem (Leedy
& Ormrod, 2000). Because research is not a clear-cut linear process as this outline
suggests (Porta & Keating, 2008), research involves seeking answers or explanations
to research questions and a proper research methodology ensuring explanations are
scientifically acceptable. The research methodology is the approach the researcher
adopts that is capable of providing valid answers to the research questions (Kumar,
1996).
Qualitative and quantitative are two broad methodologies used in this research. In the
next sections I highlight the key perspectives of both qualitative and quantitative
research. This study maintains a pluralist methodology, the justification for the
pluralist approach are also discussed. In the figure 7.2, the research methodology is
presented, follows by the discussions in the next sections.
7.3.4 Quantitative and Qualitative research contrasts
Qualitative and quantitative approaches are two broad methodologies used in this
research. The quantitative research methodology describes research using numerical
representation, statistics and precise statements (Neuman, 2003). In quantitative
research the findings are arrived at by statistical procedures or other means of

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MBIS Literature Review
Data collection Quantitative Method Qualitative

Methods Methods
Data collection
Strategy Survey Interview Focus group
18 RMG owners, senior Focus group 1:

officers and workers 8 employees of 1 RMG
that wish to implement
500+ MBIS
RMG employees
Data 6 employees from IT
Collection and Telco
Focus group 2:
Academics, NGO,
5 experts NGO and
representatives, RMG
research area
buyers, RMG suppliers
Data SPSS statistical program NVIVO text coding program

Analysis
Discussions MBIS Framework

and outcome For RMGs in Bangladesh
Figure 7.2: Research Methodology
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quantification. On the other hand the qualitative study describes a phenomenon using
description, interpretation, verification and evaluation (Peshkin, 1993). Qualitative
research emphasizes the processes and meanings that cannot be rigorously examined
or measured. Qualitative research produces findings about peoples‗ lives, experiences,
behaviors, emotions and feelings as well as organizational functions, social
movements and cultural phenomena (Strauss & Corbin, 1998). Studies attempting to
depict the experiences of a divorced person, the pain of having a chronic illness or
addiction are typical of qualitative research (Strauss & Corbin, 1998; Kaplan &
Maxwell, 1994). Therefore qualitative research employs techniques such as an
interview, case study, ethnographic study etc. The researcher is neutral and the study
involves a systematic and detailed study in a natural setting. The researcher himself is
the best data collection instrument. Adoption of qualitative research methods is
increasing in computing studies and in the information technology discipline as a
whole (Kaplan & Maxwell, 1994).
Ontologically the quantitative paradigm believes in one truth, but qualitative
paradigms accept multiple truths or multiple realities. Epistemologically they differ
from each other too. In quantitative research the researcher and the participant are
independent entities. Guba and Lincoln (1994) suggest in quantitative research,
inquiry takes place as through a one way mirror. The researcher studies the
phenomenon without influencing it or being influenced by it.
Quantitative and qualitative research methodologies refer to different data collection
methods, analysis and reporting modes. Furthermore, qualitative and quantitative
research both belongs to distinctively different paradigms (Brannen, 1992).The
quantitative research paradigm is based on positivism (Sale, Lohfeld, & Brazil,
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2002).In contrast the qualitative paradigm is based on interpretivism and
constructivism(Sale, Lohfeld, & Brazil, 2002).Another difference between these two
approaches is in the data collection techniques. In quantitative research, data
collection is controlled by a systematic procedure. Sampling, use of statistical
methods and highly structured protocols in quantitative research ensures a scientific
analysis.
Though quantitative and qualitative research may differ in many ways, they
complement each other too. Both approaches systematically collect data and carefully
explain the research questions. In the words of Haase and Myers (1988), both
approaches share the goal to understand the world (Sale, Lohfeld, & Brazil 2002).
Regardless of the paradigmatic orientation, both sets of research use data validity to
maximize the data reliability. Thus a combination of both methodologies can provide
a richer and more reliable result to the complex phenomenon, such as the information
system research (Johnson & Onwuegbuzie, 2004; Mingers, 2001).
The third methodological movement (paradigm) is an approach combining
quantitative and qualitative research methods in the same research inquiry as pluralist
or mixed methods (Johnson & Onwuegbuzie, 2004; Johnson, Onwuegbuzie &
Turner,2007; Venkatesh, Brown & Bala, 2013). In the next section I discuss the
perspectives of the pluralist method, adopted here.
7.3.5 Pluralist research method
The pluralist method utilises the strengths of both quantitative and qualitative method
within the same research (Johnson & Onwuegbuzie, 2004). Thus the method has
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gained significant popularity in information systems research, as sometimes using one
single approach of methods is not enough to provide rich insights into research
phenomena employing using only a quantitative or a qualitative method (Venkatesh,
Brown & Bala, 2013).Each of the quantitative or qualitative methods inherit some
limitation; pluralist methods can neutralise the limitations of a single method by
another method (Sechrest & Sidana, 1995). Data collected from one method can
support another approach to provide a deeper insight into complex research problems.
A pluralist methodology thus provides more detail and expands answers to the
research question posed.
Tashakkori and Teddlie identified two major approaches in the pluralist method;
firstly, a multi-method approach by Mingers (2001, 2003); secondly, the mixed
methods approach (Venkatesh, Brown & Bala, 2013). In multi-method research,
researchers employ two or more data collection methods from the same research
paradigm (Mingers & Brocklesby, 1997; Teddlie & Tashakkori, 2003, 2009). For
instance, a researcher may use interviews with employees of the organization to
investigate technological adoption in that organization. The researcher may decide to
conduct a focus group study to validate findings from the interview. So the researcher
uses a data collection approach from the same qualitative paradigm. Another
researcher may decide on surveys and interview in their research. In this case they use
mixed methods of data collection and analysis from both paradigms. Mixed methods
research by definition is therefore more in line with methodological combination,
which essentially requires multiple worldviews (i.e. combination of qualitative and
quantitative research methods) (Venkatesh, Brown & Bala, 2013).
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This research adopts a mixed method approach as this study aims to include all
possible perspectives from technological, contextual and social perspectives related to
mobile based IS. For example the affordances of MBIS, empowerment of RMG
owners/workers and adoption of MBIS have several complex dimensions; thus there
are a myriad of properties associated with this study which makes a pluralist method
appropriate.
This study, investigating a mobile phone based information system for Bangladeshi
RMGs is socially constructed with interrelated phenomena. As with many other
mobile based IS studies, this study involves interrelated disciplines of technologies,
systems and social perspectives (Dahlberg et al., 2008; Duncombe & Boateng, 2009).
Therefore, a purely quantitative or purely qualitative research approach may not
always provide rich insights into the research phenomena. Rather a combination of
quantitative and qualitative approaches may provide findings that are robust and
generalizable to Bangladeshi settings, because data will be collected from many
different sources and utilizing various data collection methods.
The research here applies a qualitative methodology to investigate the affordances,
empowerment opportunities and adoption factors of MBIS. This method is advisable
where a study wishes to explore the complexity of a situation through the voices of
participants (Clark & Creswell, 2011). This approach is also appropriate for realizing
organizational functions and cultural phenomena (Tom et al., 2018). Following this
approach, I explored RMG business processes, structure and stakeholder engagement,
workers‗ lives, experiences, behaviors, emotions and feelings to investigate the MBIS
framework in this thesis (Dieck & Jung, 2018).
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The qualitative methodology in this research is based on an interpretive approach
which studies human behavior and complex IT systems, taking in to account
surrounding social and business contexts. It is therefore a suitable framework when
there is a need for explorative research to understand complex human behavior. MBIS
is a complex phenomenon as the use of MBIS is a dynamic socio-technical process.
Here the focus is on three perspectives, firstly participants‗ perceptions, attitudes and
experiences, to reveal various affordances to RMGs. Secondly, the participants
explored MBIS opportunities for empowerment for RMG workers and thirdly, I was
interested in unearthing the enabling and hindering factors impacting on MBIS
adoption.
7.3.6 The qualitative approach adopted here
The study employed two (2) qualitative data collection strategies, firstly one to one
interviews with the RMG owners, managers and employees, officers from a mobile
telecommunication provider and expert representatives consisting of university
teachers, ICT researchers and ICT practitioners. Secondly, two focus groups were
conducted. The first focus group study was with a RMG wishing to implement MBIS,
as informed by the owner. The second focus group included IT and business
academics, NGO representatives, raw material suppliers to RMGs, garment buying
house offices. The qualitative research took place from August 2017 to November
2018. The reasons for taking long time for qualitative data are, unavailability of
interviewees, getting schedule of the interviewees and organising the focus group
members. The researcher therefore travelled three times for data collection.
Though popular research studies concentrate on philosophical views consisting of

PhD Thesis Page 186
ontological, epistemological and methodological perspectives to search for
knowledge, scholars such as Gravetter and Forzano (2012) and (Yin 2011)
emphasized that strategies of inquiry are important considerations affecting research
outcomes. This is because a proper research design ensures the research methodology
and collected data can answer the research questions as unambiguously as possible
(Yin, 2011). In the next sections, I discuss the research design and methodology
undertaken.
7.3.7 Strategies of inquiry
As this study adopts a pluralist approach, a number of data collection strategies such
as survey, interviews and focus groups were employed. Two phases in the
methodological approach are distinguished. The first phase was a qualitative approach
– that is interviews and focus groups were conducted. The second phase was
quantitative by nature – a survey was conducted. The next sections provide detailed
descriptions of the data collection strategies, research participants‗ descriptions and
data collection procedures adopted.
7.3.8 Interview
The interview method is particularly suitable for intensive investigations (Kothari,
2004). This method is also appropriate for complex situations (Leedy & Ormrod,
2000), particularly in IS where little information is discovered, interviewing
appropriate persons may provide the opportunity to obtain in-depth information
(Kothari, 2004). When a researcher wishes to explore, where, when, how and under
PhD Thesis Page 187

what circumstances a situation occurs, interviews provide more information and in
greater depth. Kothari (2004) also finds merit in interviews as they allow the
researcher the flexibility to select and control the research participants, generating
more effective data. However, it is therefore important to select correct participants
and questions.
The main focus of the study relates to the questions of what are the MBIS affordances
to Bangladeshi RMGs, how can MBIS empower RMG workers and what are the
MBIS adoption factors. Therefore, this study is an association between MBIS,
Bangladeshi RMGs‗ environmental, technological, and organizational elements, social
phenomena such as Bangladeshi RMG worker empowerment and the adoption factors
of MBIS from users at the macro level perspective. Such complex perspectives
demand data that will create a detailed interpretation of the body of MBIS affordances
to RMG business processes, RMG worker‗s attitudes leading to adoption of MBIS, as
well as the socioeconomic and political influences on the success of MBIS
implementation. Essentially, interviews allow the researcher to collect such data from
various sources, such as RMG owners/managers, workers, government agencies
related to RMGs, buying houses and expert representatives.
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7.3.8.1 Selecting RMGs and research participants
In this study, the researcher selected RMGs and research participants purposefully.
The RMGs and participants whose insights, experiences and thoughts were valuable
for the research were selected (Cresswell, 2009; Neuman, 2013).
Prominent RMG websites were browsed to understand their business status, IT
initiatives and organizational goals. As MBIS is extension IT, it was important that
the RMGs had strong IT initiatives and IT practices in their business. These RMGs
were expected to have experience and insights to contribute to this study. After
selecting 15
RMGs, these were approached directly by the researcher. Their IT officers and HR
managers were called by phone for an initial conversation. Some 11 RMGs responded
positively and gave time for further discussion. After 2 to 3 phone conversations, IT
and HRM officers advised the researcher to contact the top manager for official
approval. The researcher submitted a request letter with the research background and
a list of frequently asked questions (FAQ) to HR. Thereupon eight (8) RMGs agreed
to participate in the study in October 2017.
7.3.8.2 The participant selection process
To answer the research questions, I needed to know the information required by RMG
owners and managers in business. It was important to know from owners, how
information technology supports their business decisions, how they obtain

PhD Thesis Page 189
information, how they engage and communicate in RMGs, what the obstacles are in
gaining information. It was necessary to know how workers are connected to the
information. The researcher also wanted to know from the workers, what factors
might impact their adoption of MBIS. There were expert panels consisting of
government officials of RMGs, overseas buyers agencies and suppliers of RMGS,
those provided broader perspectives such as country level regulation and
technological advancements in RMG.
Table 7.2:Details of interviewees
Interview Years of Organization

Designation and Department
Code Experience type & size
RMG Owners/Directors
RMG_D1 Director of an RMG 30+ Large
RMG_D2 Director of an RMG 30+ RMG(7000 +
RMG_D3 Director of an RMG 25+ employees)
RMG_D4 Director of an RMG 25+ Large
RMG_D5 Owner of an RMG supplier 30+ Small
RMG_D6 Director RMG equipment supplier 15+ Small
RMG_MKT1 Marketing 3+ Medium
RMG Employees
Junior Executive, Product Development Large (7000
RMG_IT1 8+
&Marketing employees)
RMG_IT2 Senior Principal Officer, Credit Analyst 18+
RMG_HRM1 Human Resource Management 7+
RMG_GM1 Human Resource Management 12+
RMG_PROD1 Human Resource Management 15+ Large (3000
RMG_W1 RMG workers 15+ employees)
RMG_W2 RMG workers 4+
RMG_W4 RMG workers 8+ Medium
Mobile Telecom Officials
MTO1 General Manager, ICT and System Operation 30+ Large
MTO2 General Manager, ICT and System Operation 30+
IT_EXP1 Software Developer 20+ Small
IT_EXP2 Deputy General Manager, Sales and Distribution 20+
IT_EXP3 Deputy General Manager, Human Resource 16+
IT_EXP4 Corporate Manager, Marketing Department 15+
Expert Representative (SME expert, ICT policy Maker)
NGO1 NGO 30+ Small
NGO2 NGO 30+ Small
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NGO3 NGO Small

Expert Representative (University Teachers/researchers)
ER1 Researcher 30+ University
ER2 Researcher 30+
In total, twenty nine (29) people were interviewed (see table 7.2 for details). The
numbers were chosen not only because these gave satisfactory information for the
research, but also these numbers were physically possible to interview. This research
included 7 RMG Directors/Owners (coded as RMGDIR1 to RMGDIR4), 6 RMG
workers (coded as RMG_W1 to RMG_W3), 2 RMG IT officers (coded as RMGIT1,
RMGIT2), 3 RMG Officers (RMG_GM1, RMGHRM1), 6 MOT and IT officers
(coded MTO1-MTO3), 3 NGO experts (coded NGO1, NGO2, NGO3), 2 university
teachers/researchers (ER 1 and ER 2).
7.3.8.3 Gaining access to the organizations
The selected RMGs were contacted directly by the researcher. The researcher initially
called the owner or CEO and explained the research. After their informal approval
over the telephone, they wanted the researcher to submit a formal request letter. The
research request letter contained the research background, the chief investigator‗s
details, the type of collection (interview, survey or focus group) and a list of
frequently asked questions (FAQ) to the human resources (HR) section of the RMG.
The researcher maintained a regular contact with RMG owner/s or CEO/s to keep a
track of the progress of the research request. In some cases, management wanted a
presentation by the researcher before approving the research request.
MTOs were important participants as MBIS requires a mobile telecom network. They
PhD Thesis Page 191

were also a good source to know the current status of other MBIS such as mobile
banking, mobile learning and mobile health. The chief investigator had previously
completed some research at the University of Technology (UTS), Sydney with three
of the major MTOs in Bangladesh. Previous relationships assisted the researcher in
gaining approval from the MTOs.
7.3.8.4 Interview instrument
An interview instrument can comprise structured, semi-structured and un-structured
questions. A structured interview maintains a pre-prepared set of questions that are
asked of the interviewee. However, a criticism of this kind of interview is that it does
not explore as a qualitative paradigm, rather it is more of a quantitative/survey in
nature; as it limits discussions with interviewees, this approach erases the qualitative
nature of the research. Similarly, completely unstructured interviews, which do not
have any prepared questions, could be distracting from the main research topic.
In this study, semi-structured interviews with open ended questions were employed to
guide discussions. Participants were asked pre-determined questions using the same
wording and order of questions, as specified in the interview schedule. Open-ended
questions allowed participants to express themselves openly through their opinions.
Thereafter closed questions were asked to elicit more precise positions and responses,
as suggested by Yin (2011).
The literature review formed the foundation of the semi-structured questions. Three
kinds of questions - descriptive, structural and contrast questions were asked in the
interviews. Descriptive questions include obstacles experienced by RMGs in business
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operations, problems workers faced on the job, issues of pay etc. Structural questions
included MBIS infrastructure, initiatives and further potential. Contrast questions
included MBIS vs. computer based services, legislation proposed compared to current
legislation etc.
7.3.8.5 Interview process
After approval from RMGs and MTOs, the researcher requested a list of names. The
researcher carefully selected the interviewees based on their expertise, background
and knowledge. The researcher also spent some informal times with the interviewees,
to check if he/she really was suitable for interview and they are fully supportive in the
data collection. Two participants expressed that they did not want to participate
despite their organization having given permission, therefore they were excluded.
Neuman (2013) also advised spending some informal time with interviewees, makes
them feel at ease and more approachable. This is particularly relevant in Bangladeshi
culture, where organizations are bureaucratic and employees have a fear expressing
concerns about their organization. However, social conversation and informal
interaction help build rapport which assists in the interviewee being more expressive.
For each of the participants an interview appointment was made after approval from
organizations and participants themselves. The participants selected the interview
venues: these were typically the interviewee‗s office, lounge area or local tea stall. As
suggested by Neuman (2003), interview venues were carefully selected where privacy
was afforded and where the interviewee was not pre-occupied. Female interviewees
generally preferred their own premises. Only six (6) participants preferred a restaurant
PhD Thesis Page 193

or local tea stall.
Participants were briefed about the research before starting the interview. He/she was
given background information about the research. A consent form highlighting
research, policy, interview recording procedures, privacy of participants as well as
where to complain was provided. S/he was asked to read the consent form and
encouraged to ask questions. Once the participants accepted to take part and
expressed their understanding, they were asked to sign the consent form - thereupon
the interview commenced.
Typically the interview lasted for 40-50 minutes and recordings were done on a Sony
voice recorder. The researcher also noted any details such as body language, facial
expression or concern not necessarily recorded via voice recording. At the end of the
interview, participants were given the researchers‗ contact details and informed they
could further contact the researcher. After each interview, the audio file was
transferred to computer for safety and security. Interview responses were converted
into text data using MSWord 2003 software. The data were then entered into the
statistical data package in NVIVO for coding. The purpose of coding was to classify
the answers into meaningful categories and analyze data so as to bring out essential
patterns.
7.3.9 Focus group
In the qualitative phase, 1 RMG and 1 MTO informed the researcher they could not
conduct interviews with employees, as this would delay their business. Therefore, the
researcher proposed a focus group instead of interviewing one by one. The
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organizations approved the focus group idea. Therefore, two focus groups were
conducted, which were exploratory by nature. The focus groups also assisted as the
concept of MBIS for Bangladeshi RMGs was not familiar to some RMGs. The latter
method is advisable when existing knowledge of a subject is unfamiliar, inadequate
and research is conducted under limited theoretical support (Powel & Single, 1996).
7.3.9.1 Selecting the members of the focus group
Focus group participants were also selected purposefully, based on their insights,
experiences and thoughts (Yin, 2011). The RMG and MTO first nominated the
members for focus group and then the researcher requested their education,
experience and expertise from HR. The researcher spoke individually, building
rapport with the prospective participants. The informal discussion helped the
researcher know if the member was appropriate for selection for a focus group. Each
of the focus groups included 8 members. The number was chosen not only because
they would give enough information for the research, but also the numbers were
manageable. Moreover setting them up was not bedeviled by any logistical problems.
Table 7.3 and 7.4 summarizes the focus group participants‗ details.
Table 7.3:Focus 1 group participants’ details
Participant’s Department Job responsibility Experience

Code and
designation
A-FG 1 Owner of an Leading the RMG organization, overseas buyer 20+ years
RMG management, buying house management and
stakeholder management and policy development
A-FG 2 Head of Manage marketing department, overseas buyer 20+ years
marketing management, buying house management and
participate in policy and regulatory development
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A-FG 3 Head of Manage the administrative perspective 20+ years

administration
A-FG 4 Design Develop/ manage the design of RMG. Manage other 12+ years
development developers
manager
A-FG 5 Technical / IT Install, update and manage IT based solutions if any 10+ years
Implementation issues arise
A-FG 6 Technical / IT Install, update and manage IT and other technology 7+ years
Implementation based solutions, if any issues arise
A-FG 7 Technical / IT Install, update and manage IT and other mobile based 4+ years
Implementation solutions if any issues arise
A-FG 8 Technical / IT Support IT, backup data, upgrade hardware and 6+ years
support communicate with the customers
Table 7.4:Focus 2 group participants’ details
Participant’s Department and Job responsibility Experience

Code designation
B-FG 1 Owner of an Leading the RMG organization, overseas buyer 20+ years
B-FG 2 Owner of an Leading the RMG organization, overseas buyer 18+ years
B-FG 2 RMG_W1 Work in swing 8+ years
B-FG 3 RMG_W2 Works in color plant 6+ years
B-FG 4 RMG_W3 Works in color plant 6+ years
B-FG 5 Install, update and manage Mobile based solutions, 10+ years
MTO1
if any issues arise
B-FG 6 Install, update and manage IT and other technology 7+ years

MTO2
based solutions for MTO
B-FG 7 Researcher Academics and researcher in the area of 4+ years

Empowerment
B-FG 8 NGO Women empowerment 6+ years
B-FG 9 Government Works in government organization 6+ years

officer related to
RMG
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7.3.9.2 Focus group discussion instrument and pre-test of
instrument
In both focus group studies, focus group A and focus group B, a semi-structured
instrument was used. The questions were tested with a small group (3 members)
before the actual focus group study. The researcher wanted to check if any questions
were ambiguous to participants and to make sure questions captured the required
phenomenon and to identify questions that produced the most useful spread of
information as a way of standardizing the questions. The group was made of one
researcher who was an academic and expert in Bangladeshi RMGs and two IT
professionals.
The semi-structured interview approach guided the focus group without limiting
discussions and allowed participants to express themselves openly in their own words.
The questions did not have any prescribed answer and thus could explore the issue
widely, in-fact some of the information was unexpected. Utilizing a semi-structured
instrument provided flexibility to the researcher to add new questions where
necessary to clarify any issues. Participants provided a versatile array of information
in both focus groups (Powell & Single, 1996). However, after the answer received
closed questions, the interviewee was asked to make their position and response more
accurate (Yin, 2011).
After final selection of personnel, the researcher introduced himself and briefed them
about the research. Yin (2011) advises to spend some time with participants before
starting the interview; this is particularly true in Bangladesh where social
conversation and interaction helps build rapport. These informal conversations made
PhD Thesis Page 197

the participants more at ease and better aware of the research.
7.3.9.3 Focus group discussion process
The researcher called each of the participants of both focus group to make sure they
would be available and to check if they had any further questions. There were some
questions, such as who other members were or why he/she was selected. The
researcher answered any question of the participants to clarify the confusion
participants had. The participants were also informed about the venue and time of the
focus group discussion. Yin (2011) suggested the venue of the focus group discussion
should be carefully selected, as privacy can be important in the discussion. In this
case, both of the focus group studies were held in the board room. The researcher
selected the boardroom as the seating arrangement is quite comfortable and privacy is
afforded.
Before the focus group started, participants were briefed about the research. All of the
members were given background information. A consent form that highlighted the
research policy, interview recording procedures, privacy of the participants and
complaints were provided. Participants were encouraged to read the consent form and
ask any questions. Once all participants expressed their understanding and accepted to
take part in the focus group, they were asked to sign the consent form. Then the actual
interview started.
The focus group session was two hours long. The questions prepared earlier by the
researcher were used to guide the discussion on RMG businesses, information needed
in RMG businesses, the information exchange process, mobile use in Bangladesh and
PhD Thesis Page 198

other related topics (Powel & Single, 1996).
A focus group has different dynamics than the interview. In this research the
researcher managed the dynamics of the focus group and the researcher played a non-
judgmental (Powel & Single, 1996; Yin, 2011) role. A focus group provides
consensus on a topic. It jogs the person's memory. The researcher asked a question
and encouraged participants to answer. However, group thinking can be a problem if
participants hesitate to express their own views. There is a precaution that focus
groups may provide superficial information if participants do not enable in-depth
discussion (Powel & Single, 1996) as interaction is the central construct of the focus
group. The responses were audio recorded with their permission. Also noted were
non-verbal responses such as body language and facial expressions, as these can
provide an important addition to research (Powel & Single, 1996).At the end of the
interview participants were provided the contact details of the researcher and his
doctoral supervisor, in case participants wanted to contact them any reasons.
7.3.10 Survey
The purpose of the exploratory survey was to explicate evidence supporting an
association between anticipated innovation attributes of MBIS as posited by
DOI theory, and intention to adopt MBIS by RMG employees in future. The survey
results also measure which anticipated innovation attributes of MBIS will enable or
inhibit diffusion of MBIS among the potential RMG employee adopters. Additionally,
the study seeks to detect whether an association exists between demographic variables
and intention to adopt MBIS. The DOI innovation attributes and demographic
PhD Thesis Page 199

variables will be used as independent variables and intention to adopt an MBIS in
future will serve as the dependent variable. This section provides detailed descriptions
of the data collection strategies adopted in this research.
7.3.11 Survey procedures
The survey is one of the most dominant strategies of inquiry associated with
quantitative research (Neuman, 2013), providing a numeric description of a
population by studying a sample of that population based on data received within that
sample (Cresswell, 2009; Pinsonneault & Kraemer, 1993). Survey research typically
captures a fleeting moment of time (Leedy & Ormrod, 2000), as opposed to
longitudinal research.
The survey presented here is an exploratory descriptive study seeking evidence to
support whether an association exists between the perceived innovation attributes and
intention to adopt an MBIS in future as posited by the DOI theory.The
research surveyed around five hundred (500) RMG owners, managers and employees
in four RMGs in Bangladesh. To enable strong and significant results, a sample size
needs to be considered large enough and indeed ours was compared to recent survey-
based studies by Almaiah (2018) (275 participants in survey), Al-Shihi, Sharma &
Sarrab (2018) (388 participants), Cheung & To (2017) (480 participants), Ezeh&
Nwankwo (2018) (314 survey participants), Gumussoy, Kaya & Ozlu (2018) (225
survey participants), Johnson et al. (2018) (270 survey participants), Nugroho, Najib
& Simanjuntak (2018) (290 survey participants) and Verma & Sinha (2018)
(327survey participants).
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7.3.11.1 Selection of RMGs for the survey
In this study, RMGs were selected those had sophisticated use of IT or had an
interest to implement the MBIS in their business. The chief investigator used his own
contacts to locate these RMGs. After the identification process, the CI visited the
RMGs and tried to convince RMG management to take part in the research. Four
RMGs agreed that they would allow their employees to participate, however they
wished to see the survey questions beforehand.
The chosen RMGs provide a microcosm of Bangladeshi RMGs. Like other RMGs,
these RMGs also export garments overseas. All 4 RMGs employ contractors for
several RMG activities, such as colouring of fabrics, supply chain logistics and
sourcing new buyers through local buying houses.
7.3.11.2 The population, sample and participants
The intended population for this study were RMG owners, managers (at any level)
and workers of Bangladesh.RMG owners, managers and workers possessing a mobile
phone or with an intention to purchase a mobile phone were eligible to participate.
The research undertook a purposeful selection of survey participants. Some were
educated, some semi-educated, others uneducated. Both male and female participants
were included wherever possible to provide a balanced and representative sample.
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7.3.11.3 Justification of quantitative research and
participant number
There is a growing concern that MBIS implementation should be founded on
empirical research and that data should be collected from larger numbers of
participants than has occurred to date (Bångens & Söderberg, 2008; Dahlberg et al.,
2008; Duncombe & Boateng, 2009; Porteous, 2006; Weber & Darbellay, 2010).
Donner (2008) also suggested in-depth studies analyzing primary data. Another
researcher argued for collecting data from a wider population for greater clarity and
reliability (Duncombe & Boateng, 2009). Duncombe and Boateng (2009) also made
a strong case that increased numbers of participants strengthened understanding of the
MBIS needs of RMGs.
7.3.11.4 Survey instrument
To the CIs knowledge, there is no DOI psychometric survey instrument existing to
adequately measure DOI constructs of MBIS adoption by RMG employees. This
conclusion was reached after conducting an extensive literature review of articles and
conference papers on DOI published before January 2019. The lack of availability of
DOI psychometric survey instruments also supports Tran‗s (2012) findings that no
universally accepted survey exists to measure the innovation attributes of DOI.
However, to capture DOI psychometric properties accurately, enabling or inhibiting
MBIS adoption among RMG workers, survey items from previous studies on DOI
constructs were incorporated.
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The first DOI psychometric survey instrument used as a reference-point in this
research, was that developed by Atkinson (2007). Atkinson (2007) applied DOI
theory to design a valid and reliable questionnaire to assess perceived attributes of
technology-based health education innovations. The second study used to develop the
DOI psychometric survey was by Moore and Benbasat (1991). Rogers regarded
Moore and Benbasat‗s (1991) methodology as ―sophisticated and careful‖,
advocating it as useful for informing other techniques in future investigations (Rogers,
2003 p. 225). Other studies used were Abdekhoda et al. (2016); Gholami, Abdekhoda
& Gavgani (2018); Kante, Oboko & Chepken (2017); Macire, Robert & Christopher
(2018).
7.3.11.5 Questionnaire design
The survey had four sections: mobile phone usage, the participant‗s view on MBIS,
the participant‗s opinion on MBIS attributes and demographic questions. Participants
had to tick the appropriate answer/s for three sections (mobile phone use, participant‗s
views on MBIS and demographic questions), but the participants‗ perceptions of DOI
factors in relation to MBIS were collected using a five-point likert scale on an interval
level ranging from ‗strongly disagree‗ to ‗strongly agree‗. The demographic
questions were placed at the end as it was considered better to keep participants‗
minds on the purpose of the survey. There was no technical jargon nor difficult words
amongst the questions, so closed-ended questions were used; this helped respondents
make their decisions quickly when answering and it provided greater uniformity,
thereby making data processing easier (Babbie, 1990).In each question, a space was
given in case the participant had something to add in their own words.
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As Bangla is the native language in Bangladesh and Bangla is mostly used at the
workers level, translating the survey questionnaire from English to Bangla was
essential. However, Sekaran (2000) emphasised the translated survey should have
equivalent phenomena. For this purpose, four (4) English lecturers in a Bangladeshi
Government college (having a Bachelors and Masters in English) were contacted.
Each of them was given the English version of survey to translate. After their
translation, these translations were given to their peers to identify if any major
differences arose in the translation. Few differences were found. Bangla is also the
first language of the researcher, therefore he could identify the best translation which
used a simple Bangla to be understood by most people.
7.3.11.6 Items and variables
The variables and items are the main focus of the questionnaire as the variables
constitute the desired phenomena for the research (Neuman, 2003). As the aim of the
survey was to explore the enabling and inhibiting factors for MBIS adoption,
variables and constructs were chosen keeping in mind the aim of the survey. This
research was established mainly on the premises of DOI and a demographic
perspective. Therefore, factors reported in DOI research and MBIS adoption research
were considered for modification in the context of a Bangladeshi RMG. The research
also attempted to identify if the factor ‗size of RMG‗ was related to adoption of
MBIS. Moreover, the research also contributed to the body of knowledge by
combining DOI theory and demographic variables which impacts on the intention to
adopt MBIS for Bangladeshi contexts; this aspect is rarely mentioned in previous
studies.
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Table 7.5: Variables and items included in the survey
Factors Study
DOI Relative Advantages Abdekhoda et al., 2016; Atkinso,n 2007; Kante,

Construct of MBIS Oboko&Chepken, 2017;Adegbidi et al., 2012; Al-
Ghaith et al., 2010; Chung, 2015; Palmer, 2015;
Rezaei-Moghaddam&Salehi, 2010; Surendran,
2012
MBIS Compatibility of Abdekhoda et al., 2016; Atkinsonm 2007; Kante,
MBIS Oboko&Chepken, 2017;Adegbidi et al., 2012;
Atkinson, 2007; Carter&Belanger, 2004; Palmer,
2015; Rezaei-Moghaddam&Salehi, 2010;
Surendran, 2012
Perceived Ease of Use Abdekhoda et. al., 2016; Atkinson, 2007;
of MBIS Adegbidi et al., 2012; Al-Ghaith et al., 2010;
Atkinson, 2007; Carter&Belanger, 2004;
Dandedjrohoun et al., 2012; Palmer, 2015;
Rezaei-Moghaddam&Salehi, 2010; Surendran,
2012
Trialability Abdekhoda et. al., 2016;Atkinson, 2007
Relative Abdekhoda et. al., 2016; Atkinson, 2007; Kante,

Observability Oboko & Chepken, 2017
Empowerment MBIS Access to Harrison, Waite&Hunter, 2006; Malone, 1997;
Construct information Wilkinson, 1998; Siegall&Gardner, 2000
MBIS Competency Thomas &Velthouse, 1990
MBIS Impact Ashforth, 1989; Martinko&Gardner, 1982
MBIS Self Quinn and Spreitzer, 1997;Bell and Staw,

determination 1989;Specter, 1986
MBIS Meaning Thomas and Velthouse, 1990
MBIS Self-efficacy Conger &Kanungo, 1988; Sane &Traore, 2009
Size of the 1-5 persons

RMG 6-15 persons
16- 50 persons
51 to 250 Persons
Demographic Age Anus et al., 2011; Barati & Mohammadi 2009;
Variables Gender Chu &Yaobin 2009; Wessels & Drennan 2010;
Profession Kleijnen et al., 2004; Luo et al., 2010
Status of employment
Level of Education
Monthly personal
income
Again, the dependent variable is the intention to adopt MBIS. Traditionally intention
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is measured using a Likert scale, but the intention can also be measured
dichotomously (Ajzen&Fishbein, 1969). In this research the dependent variable has
three possible outcomes: intention, indecisive and no-intention. The intention category
expressed to use MBIS service as soon as the service becomes available to the RMG
employees. The factors were considered in this study and the hypotheses which
relating to them are listed as follows and are summarized in table 7.5 above.
7.3.11.7 Measurement
The survey participants marked by ticking (√) the appropriate answer in three
sections: participants‗ mobile phone information, their view on MBIS and their
demographic information. Some of the questions permitted more than one answer.
However, DOI constructs and empowerment variables were measured through a five-
point Likert scale, with anchors ranging from ―strongly disagree‖ to ―strongly
agree‖. For instance, ―1‖ denoted strongly disagreed, ―2‖ signified disagree,
―3‖ meant neutral, ―4‖ represented agree and ―5‖ indicated strongly agree.
7.3.11.8 Pre-testing the questionnaire
After preparing an initial survey questionnaire based on the hypotheses, it was
essential to ensure the survey questions adequately captured the desired phenomena.
Therefore, an expert panel was convened comprised of IT professionals, researchers
in the field of IT and sociology and senior RMG employees. The panel was briefed
firstly with the aim of the thesis and secondly the research questions.
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Participants were given the questionnaire and asked if the survey questions were
appropriate to explore the aim of the thesis. They were given the survey questionnaire
in both English and Bangla. Pre-testing helped the researcher gauge the clarity of
questions to understand whether the instrument captured the desired phenomena and
to verify if any important variables were omitted. Feedback served as a basis for
correcting, refining and enhancing the survey questionnaire. Changes were made and
several iterations conducted by panel members agreed with the conflicting issues.
7.3.11.9 The pilot study
A pilot survey took place in August 2018 in an RMG office to detect any weaknesses
of the survey instrument. The purpose of the pilot study was to test in terms of its
wording, the sequence and layout of the questions. It also allowed the researcher to
gain familiarity with RMG owners, manager and employees. In this study38
participants (29 males and 9 females) were invited to undertake the pilot study. They
were given the questionnaires in Bangla. However, some respondents found difficulty
in answering the survey questions. They identified problems with unfamiliarity with
the survey process, understanding the wording of the questionnaire and limited
concepts on MBIS. Therefore, further changes were conducted as discussed with all
29 participants.
7.3.11.10 The survey process
The CI had already obtained formal approval from management from four RMG‗s to
conduct the survey and had also visited RMG owners/management to explain the
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purpose, process and time frame to conduct the survey. It was agreed January 2019
was a perfect time to conduct the survey. The survey took place in all the four RMG
offices.
As requested by the CI, RMG owners, employees and workers were given the
meeting room to conduct the survey. The meeting room was arranged with a 50 seat
capacity through an external chair-providing company on a hire basis - commonly
known as ‗decorator‗ in Bangladesh. The researcher paid for all chairs required at 4
RMGs. The researcher collected the survey participants‗ mobile phone numbers and
notified survey participants about the survey date, time and details of the survey. They
were also informed they had to spend 1 hour to answer the questionnaire which was
conducted in two phases. In the first phase, the owners of the RMG and senior
management who had shown strong interest in the research and had prior
understanding of surveys were identified. The researcher gathered around 50
participants and briefed them about the procedures; this presented an opportunity for
questions from the participants to establish clarity. In the second phase, employees
and workers comprised the uneducated and semi-educated. Female workers were also
invited to take the survey. In this phase 20-30 participants were included. They
required more time and they had further questions which the researcher wished to
accommodate through creating this second group.
Survey participation was completely voluntary, thus some participants did not agree to
take part. The relative shortage of time, unfamiliarity with the research process,
personal issues and illiteracy were identified as some of the reasons inhibiting some
from participating in the survey. However, in the situation where certain participants
were illiterate, the researcher posed questions orally and recorded their answers. The
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research participants were assured of the confidentiality of their answer as well as
their personal information. Neither the RMG‗s name nor identification of the research
participants were mentioned in publications, conference papers, journal articles and
this thesis.
7.4 Data interpretation and analysis
The research collected both quantitative (survey) and qualitative (interviews and focus
group) data. The following section describes how the qualitative and quantitative data
were interpreted and analyzed.
7.4.1 Qualitative data interpretation and

analysis
Interview and focus group responses were converted into textual data using MS word
2003 software. The data were then entered into the statistical data package in NVIVO
for thematic analysis. The purpose of thematic analysis is to classify answers to a
question into meaningful categories so as to bring out their essential patterns.
Qualitative research is an approach that researchers employ to provide for open
analysis, criticize, replication, repetition, and/or adaptation (Braun et al., 2019;
Majumdar, 2019; Vaismoradi, Turunen & Bondas, 2013). In this respect, Given
(2008) referred to qualitative research approaches as tools with which researchers
design their studies and collect and analyze their data (Braun et al., 2019; Majumdar,
2019;Vaismoradi, Turunen & Bondas, 2013). However, there are various different
epistemological perspectives in qualitative research, such as grounded theory,
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phenomenology, ethnography, action research, narrative analysis, and discourse
analysis (Vaismoradi, Turunen & Bondas, (2013).
In the complexity of different epistemological perspectives in qualitative research,
two major qualitative data analysis techniques are content analysis and thematic
analysis. Vaismoradi, Turunen & Bondas (2013) suggested both approaches share the
same aim of analytically examining narrative materials from qualitative data. Ayres
(2007) regarded both content and thematic analysis approaches as suitable for
answering questions such as what are the concerns of people about an event?, and
what reasons do people have for using or not using a service or procedure?
(Vaismoradi, Turunen & Bondas, 2013).
Content analysis is a systematic coding and categorizing approach used for exploring
large amounts of textual information unobtrusively to determine trends and patterns of
words used, their frequency, relationships, and structures and discourses of
communication (Vaismoradi, Turunen & Bondas, 2013). The purpose of content
analysis is to describe characteristics of the document‗s content by examining who
says what to whom and with what effect (Bloor & Wood, 2006).
Thematic analysis is an independent qualitative descriptive approach mainly
described as ―a method for identifying, analyzing, and reporting patterns (themes)
within data‖ that are important or interesting, and use these themes to address the
research or say something about an issue (Braun & Clarke, 2006p. 79; Maguire &
Delahunt, 2017). Vaismoradi, Turunen & Bondas (2013) criticized thematic analysis
as a poorly branded method as it does not appear to exist as a named method of
analysis in the same way content analysis does (Vaismoradi, Turunen &
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Bondas,2013). However, they admitted thematic analysis provides core skills to
researchers for conducting many other forms of qualitative analysis. Furthermore,
they advised qualitative researchers should become more familiar with thematic
analysis as an independent and a reliable qualitative approach to analysis. In the same
vein Holloway & Todres (2003) suggested thematic analysis should be seen as a
foundational method for qualitative analysis (Braun et al., 2019). Thematic analysis is
independent from research paradigm, theory and epistemology that can be applied
across a range of theoretical and epistemological approaches; this makes it a very
flexible method and provides a considerable advantage given the diversity of work in
related research topic (Maguire & Delahunt, 2017). Thus the flexibility of thematic
analysis provides a useful research tool, which can potentially provide a rich and
detailed, yet complex account of data (Braun & Clarke, 2006). In contrast to content
analysis, thematic analysis incorporates both manifest and latent aspects, meaning the
analysis of the latent content of the data is an inseparable part of the manifest analysis
approach (Braun & Clarke, 2006).
Braun & Clarke (2006) distinguish between two levels of themes: semantic and latent.
Semantic themes may be interpreted as ‗…within the explicit or surface meanings of
the data [where] the analyst is not looking for anything beyond what a participant has
said or what has been written.‗ (p.84). However, in latent analytics, the analyst looks
for anything beyond what a participant has said or has been written. The process
involves more than searching across a data set – be that a number of interviews or
focus groups, or range of texts to find repeated patterns of meaning (Braun & Clarke,
2006).
There were some cautions evolve around the analysis process of the qualitative data.
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Firstly, though the thematic analysis is widely used, but there is no clear agreement
about what thematic analysis is and how you go about doing it. Secondly, in thematic
analysis the analyst creates a code, but an important question to address in terms of
coding is what counts as a pattern/theme, or what ‗size‗ does a theme need to be
(Braun & Clarke, 2006). Thirdly, another decision revolves around the ‗level‗ at
which themes are to be identified: at a semantic or explicit level, or at a latent or
interpretative level (Boyatzis, 1998). Lastly, a common pitfall is to use the main
interview questions as the themes (Clarke & Braun, 2013). Typically, this reflects the
fact the data have been summarized and organized rather than analyzed (Maguire &
Delahunt, 2017).
7.4.1 Thematic analysis process in the thesis
In this thesis, I follow Braun & Clarke‗s (2006) 6-steps, framework (see table 7.6).
This is arguably the most influential approach, in the social sciences at least, probably
because it offers such a clear and usable framework for doing thematic analysis.
Moreover the phases in the framework are not linear, meaning the analyst has the
freedom to move forward and back between them.
Table 7.6: Thematic analysis process of this study
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The following sections describe how the phases are utilized in the thesis.
Step 1: Become familiar with the data
Maguire & Delahunt (2017) suggested the first step is being very familiar with the
entire body of data or the data corpus (i.e. all the interviews and any other data you
may be using) before you go any further. At this stage it is useful to make notes and
jot down early impressions. Below are some early, rough notes made on the extract.
Following Maguire & Delahunt (2017), in this thesis all 29 interviews and 2 focus
group transcripts were read and re-read carefully. Notes were taken such as:
Note 1: .....Participants expressed very positively in favor of empowerment.
Note 2:.... Participants are new in the RMG and seem unfamiliar with empowerment.
In note 1, the participants‗ code/s is presented as evidence, however, in the case of
note 2, participants view and comments were not considered suitable in the thesis.
Step 2: Generate initial codes
After finishing the step 1, I had initial ideas about codes that can subsequently answer
the research questions. I was concerned with addressing specific research questions
and analyzed the data with this in mind – so this was a theoretical thematic analysis
rather than an inductive one. However, in this phase I started to create nodes using
nVIVO that are referred in the literature review of this thesis (chapter 3, 4 and 5) and
assign related codes into the nodes. I made sure codes or comments were meaningful.
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The codes reduce lots of data into small chunks of meaning. Besides theoretical
thematic analysis, I also looked for codes that may not fall under any relevant nodes;
these are inductive by nature and data driven. I used line-by-line coding to code every
single line. I used open coding – meaning I did not have pre-set codes, but developed
and modified the codes as I worked through the coding process.
Step 3: Search for themes
As defined earlier, a theme is a pattern that captures something significant or
interesting about the data and/or research question. There are no hard and fast rules
about what makes a theme (Braun & Clarke, 2006). However, when I noticed that
several codes are meaningfully categorical, I created a theme. I also ensured that a
theme is characterized by its significance. For example, in the case of examining
technological factors in MBIS adoption, this code, node and theme were as below (see
table 7.7).
Step 4: Review themes
In this phase I was concerned if emerged themes were capable of answering the
research questions? As suggested by Braun & Clarke (2006) I review, modify and
develop the preliminary themes identified in step 3. I ensured themes made sense -
data supported the themes/nodes or themes were not overlapping each other. Lastly, I
confirmed, are there themes within themes (sub-themes) and are there other themes
within the data?
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Table 7.7: Example of emergent themes using thematic analysis
nVIVO Code Node Theme Role
You know within 4 months, 5/6 Government‗s focus Factors Enabling

uber like service arrived. You can on technological associated with role
feel the technological growth of this adoption the
country. technological
preference
...users might not have education at Users technological Enabling
all, but they know how to use readiness role
mobile phone. They learn it as they
want to use mobile phones.
Step 5: Define themes
In this step I identified the „essence‟ of what each theme is about‗ (Braun & Clarke,
2006, p.92). I provided a definition of the theme such as: ―Time criticality in RMG as
defined as a moment in which a task needs to be accomplished as there is urgency in
the business.‟
Step 6: Writing-up
The end point of a thesis are conference papers, journal articles and of course a
dissertation. Table 4 includes a range of examples of articles, broadly in the area of
learning and teaching.
7.4.2 Survey data interpretation and analysis
The survey data were collected in hard copy. The responses were entered into the
statistical data package-SPSS. Previously Multinominal Logistic Regression (MLR)
was used in the survey analysis to develop an MBIS framework. To assess the
PhD Thesis Page 215

soundness and the effectiveness of the framework, the overall model evaluation,
statistical test of individual predictors and goodness-of fit statistics was used.
7.5 Ethical considerations
Research ethics refers to the code of conduct and norms expected, while conducting
research (Cresswell, 2009; Neuman, 2013; Yin, 2011). Ethics distinguishes between
acceptable and unacceptable behavior (Resnik, 2007). Research ethics act on every
step of the research, such as in the research problem specification, research question's
identification, data collection and finally writing up results. However, it is the
researcher who is responsible for defining the ethical dimensions of the research so
that ethical practice is built into research.
Resnik (2007) identified several reasons to adhere to ethical norms in research.
Firstly, norms promote the aims of research, such as knowledge, truth and avoidance
of error. Secondly, as research often involves a great deal of cooperation and
coordination among many different people in different disciplines and institutions,
ethical standards promote the values that are essential to collaborative work such as
trust, accountability, mutual respect, and fairness. Thirdly ethical norms help ensure
researchers can be held accountable to the public and help build public support for
research. Finally, many of the norms of research, promote a variety of other important
moral and social values. Honesty, objectivity, integrity, carefulness, openness and
confidentiality are some general attributes in an ethical research.
The research was conducted at Macquarie University (MQ) and MQ has ethical
guidelines for research. This research followed the guidelines and obtained an ethics
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approval. The approval was granted on 10 January 2017, MQ HREC No 5201600315.
The ethical considerations for this research were as follows:
The research carefully identified the purposes and benefits that are the basis of the
research. The purposes and benefits were informed to the participants and explained
in their mother language so they could understand without any confusion.
Obviously no promise or guarantee of MBIS adoption was given to participants. A
FAQ and consent form compliant with MQ standards was provided to each participant
as part of the researcher‗s ethical responsibility. Participants were also given contact
details of MQ, the supervisors and the researcher in case they had questions or
complaints after the data collection.
The survey questionnaires were collected in hard copy and sealed in an
envelope. Interview results were stored in a password protected computer. All survey
questionnaires and interview data are now locked in a safe place in the researcher‗s
home. To protect the confidentiality and the privacy of the participants, data collected
during the interviews and survey were de-identified using codes and the codes were
stored separately. Any identification was erased and replaced with pseudonyms.
During data collection both in the interview and the survey, the researcher was
concerned not to violate the self-esteem and self-respect of the participants they were
not forced in any way to participate in the research. The survey was conducted when it
was suitable for the participants. In the interview, participants were asked if the
interview was convenient. In case it was inconvenient, the participants were re-
scheduled.
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Data collected in the research was not used for any other purpose except for
publication of the thesis and related conference papers and journal articles.
Finally, results and outcomes were not misrepresented or distorted in the thesis.
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Chapter 8
Qualitative data coding and results
In the previous chapter a basis was laid down whereby the research
methodology was explained, the philosophy justified and the strategy, approach,
methods and underpinning theory described; this was in response to the
relevant gap emerging from the literature reviewed. Moreover, thematic
analysis was selected as a means of data coding for qualitative research. This
chapter presents a qualitative data code of the interview and two focus groups.
The findings identified in the data analysis will be used to answer the research
questions posited in this thesis. However, one should remember this chapter
only presents the code/theme and findings rather than a discussion. The
discussions will be conducted in the following chapter.
8.1 Introduction
This research applies a mixed method research methodology where qualitative data
were collected using twenty nine (29) interviews and two focus groups. Thematic
analysis was selected as a means of data coding for qualitative research, including the
interviews and the focus group study. Details of the thematic analysis were presented
in chapter 7 - sections 7.5.1 and 7.5.2. However, thematic analysis using NVIVO
assisted to reveal and to explain the affordances of MBIS, the MBIS capabilities to
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empower RMG employees and MBIS adoption factors.
Therefore, this chapter has 3 main sections, the first section presents the MBIS
affordances, the second section presents the MBIS empowerment parameters, while
the third section presents the adoption factors of MBIS. Readers of this thesis will see
themes emerging from the NVIVO coding.
In the following chapters, I will discuss the findings/themes in the light of other
literature. The first section starts with the MBIS affordances.
8.2 Identifying MBIS affordances for RMG
The interview participants and the focus group members informed several important
MBIS affordances that can contribute to the RMGs. The identified affordances are as
below.
8.2.1 Affordance of communication
All research participants confirmed strongly that MBIS has potential to contribute to
communication development in Bangladeshi RMGs. RMGD1 and RMGD2 confirmed
that establishing communication between stakeholders involved is the main
prerequisite of a successful RMG business. A director of one RMG emphasized the
importance of communication in the RMG business by explaining the structure of
RMG. He (RMGD2) made his comment on this particular point by:
Look, RMGs are mixed of several businesses and functions. I have
manufacturing units, raw materials suppliers, yarn providers, tailor‟s
PhD Thesis Page 220

shop, accessory suppliers, cloth dyeing shops, and packagers. So, the
connection (communication), I mean I need to talk to them……..this is
very important. I also need to update on their end (status of any job
given) or they also want us from this end. When I talk, I need to
inform or I want information based on accurate and on-demand
information. But sometimes I have a lack of communication as I
do not have information available.
Participants informed that mobile phones have improved communication processes in
RMGs, however, further communication mechanisms are sought. A director who
manages marketing for the company noted:
...mobile phone has improved this communication in the RMG by voice,
email and SMS. However, in a situation, where I need to answer the buyer
regarding status of the product.......... I cannot answer them straight away.
(I need to go office).... It may take me 3 or 4 hours to reply their queries.
If MBIS can produce me the information on the spot, I will definitely
have better communication. Even in some case I cannot answer the
marketing office if I have enough inventory to take an order
[RMG_D2].
8.2.2 Connectedness through Location-Aware Services
The ability to identify the location of a user using mobile or a moving target at any
moment also create significant value for RMG business. One participant RMGIT3
who works in RMG dispatch suggested the following:
My main responsibility is to ensure ready goods reach in Chittagong
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port on time from the factory. I usually use this own transport or hire a
third party. However, it is challenging as the transport people do not
realize the criticality of reaching the goods on time. This system will make
my life easier as I will be able to see where the truck is when I need to
know.
Another member RMH_W2 added the following comments, based on his job
scenario:
As my job in the factory is to start the production as soon as the raw
materials reach this production factory, it is very important for me to
realize where is the raw material, or how many days it will take to reach
(in the factory). So, the opportunity of knowing the location of the goods is
very important improvement in RMG by introducing MBIS.
8.2.3 MBIS’ contribution to reduction in product lead times
MBIS being a mobile based system, can produce instant information to RMG owners
or managers. In general, owners or top managers like general managers deal with
governments, financial matters and negotiations with clients or buying houses. Due to
their typically externally focused responsibilities, they are sometimes ‗in the dark‗
about the status of production (e.g. how many days of lead time remaining). Three
participants‗ clearly noted MBIS could provide greater opportunity for controlling
lead times. One owner RMGDIR1 commented:
…..As you know I am busy with other functions of the business.
Sometimes I even do not have sufficient information about the lead
time status. Yes the system can give me accurate information. If required
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I can reinforce more human resources if I find that the deadline is risky.
And another related comment by general manager RMGGM1:
…..The system will allow information in my thumb. I will not be
dependable on the factory managers to know the status of a production. In
fact, buyers will be happy as well that the top management has control
over the lead time.
Also noted RMGIT1 was the reduction in operation and maintenance costs:
…..As the price has reduced from the buyers, now only the big RMGs are
surviving. As they have all facilities such as producing fabrics, knitting,
producing garments or dying the garments. Small factors may not have all
the facilities. Usually they outsource whatever they cannot do. This
process actually increases the cloth price as multiple stakeholders are
associated. Costs like transportation, middleman commissions and time
delay impact the small factories compete in terms of pricing with the big
players.
Three participants‗ clearly noted MBIS could provide greater opportunity in
controlling lead times. One owner [RMGDIR1] commented:
…..As you know I am busy with other functions of the business.
Sometimes I even do not have sufficient information about the lead
time status. Yes the system can give me accurate information. If
required, I can utilize more human resources if I find that the deadline is
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risky.
And again a similar comment by general manager RMGGM1:
…..The system will allow information in my thumb. I will not be
dependable on the factory managers to know the status of a production. In
fact, buyers will be happy as well that the top management has control
over the lead time.
8.2.4 Increased mobility
Participants RMG_D6, RMG_MKT1, RMG_IT1 claim RMG business have
distributed workers as well as factories. RMG owners and managers - those with
decision making ability, are sometimes disconnected when they are out of the office
or away from their desk to accomplish tasks such as visiting factories, meeting clients
or travelling. Their disconnectness from the office impacts on decision-
making capabilities and slows the business process. Some comments below, explore
how MBIS can support mobility:
I can see lots of information and data and understand how my business
running
(when I am not in the office) [RMG_D6].
I can coordinate jobs without visiting them (if I am unavailable)

[RMG_IT1].
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8.2.5 Improved agility
This study highlights that MBIS has a major positive impact upon the conduct of
business agility improvements. RMGs implementing MBIS can capitalize on benefits
such as owners or managers being contactable for business decisions or managers
being reachable to communicate anytime regardless of their location, while factories
can adjust amendments of managers as they have access to management information
as well. Some of the comments showing how agility of RMG can be increased are
presented in table 8.1.
Table 8.1: Identified codes between Agility and RMG Capability Constructs
nVIVO coding MBI Association RMG

S
type Success
affordance
factor
All employees will be connected to the system, I Agility Connects Coordination
can coordinate jobs without visiting
them[RMG_IT1].
If orders are uploaded to the database, directors Agility Collaborativ Collaborative
can make their comments or decision if the e working working
order will be accepted by the company or not
[RMG_GM1].
8.2.6 Coordination
Coordination is important in RMG operation, as the literature review suggests RMG is
a combination of several businesses and functions. An RMG director (A-FG1) of
focus group explored by commenting:

PhD Thesis Page 225
As you know RMG is comprised of several functions, such as ordering
raw material for yarn, producing yarn, coloring yarn, producing cloth,
cutting the cloth based on size and then tailoring, dyeing. Now this
whole function needs coordination. I have several offices and currently I
coordinate by physically visiting the factories.
One general manager (RMGGM1) suggested how MBIS could assist in improving
coordination:
As MBIS will be implemented industry-wide and all employees will
be connected to the system, I can coordinate jobs without visiting them.
The traditional computer based system is not possible as I do not
have such number of computers. But I have mobile phones and I can use
them to coordinate the employees.
One RMG director pointed to the structure of the RMG by saying:
Bangladeshi RMGs are comprised of several functions, such as ordering
raw material for yarn, producing yarn, coloring yarn, producing cloth,
cutting the cloth based on size and then tailoring, dyeing. Now this
whole function needs coordination. I have several offices and currently I
coordinate by physically visiting the offices.
In this scenario, one general manager (RMGGM1) suggested how MBIS could assist
in improving coordination:
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If MBIS is implemented industry-wide and all employees will be
connected to the system, I can coordinate jobs without visiting them.
8.2.7 Improved business process and decision making ability
MBIS can contribute to improving current business processes in RMGs. MBIS can be
used to enhance the efficiency of business processes as noted by interviewees. An
interesting scenario was expressed by RMGD3:
All orders from the buyers first come to the directors for the approval.
However, directors need to sit in a suitable time for all directors to
approve the orders. Sometimes it takes time as all the directors may not
be available. However, if orders are uploaded to the database, directors
can make their comments or decision if the order will be accepted by the
company or not.
The decision-making process will also improve and this scenario was supported by
RMGDIR4:
Most of the decisions are centralized in RMG, that means directors or
top management take decisions. The process of approval by the
management is still study based. This eventually takes time. However, as
I can imagine, this mobile based system will help us to be ….call us
any time the office needs. This will improve business process.
The owner of the RMG (RMGDIR2) was excited about the opportunity of MBIS. He
suggested:
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I can set a benchmark that how many garments (unit of garment) can be
made from a certain fabric. I can then carefully monitor if the expected
garment is produced from the fabric.
Another managing director RMGDIR4 also commented:
In this competitive market, the only option for us is to ensure that this
waste management is controlled. Usually I have 7% wastage, but now I
am targeting to reduce it to 6% so that I can have some money left over.
8.2.8 Collaborative working
An RMG director (RMGDIR1) responsible for marketing the company in Australia,
Canada and the U.S. suggested MBIS can assist in collaborative work. RMGDIR1
commented:
As you know this business is heavily design centric, I mean buyers send
us design to follow for the next shipment. I then give it to the respective
department to make a sample copy. The department then sends us by
email for approval from us. But yes, I can only access it by checking
email. This is
inconvenience sometime, you know I cannot exchange views on that
design. If a section is designated for design approval and all responsible
individual‟s comments, I all can see what the suggestions on that
particular design are.
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8.2.9 MBIS contribution in Goodwill development through
improvement of quality and reduction in defects
A quality control officer (RMG_W2) of a buying house comments:
…..Buyers are very serious about the quality control of the garments.
For the RMG product quality is calculated in terms of standard of fibers,
yarns, fabric construction, color fastness, surface designs and the final
finished garment products. Buyers are connected to the outlets and
thus there are zero tolerances in sewing defects, color effects,
sizing defects or any kind of garment defects.
One RMG general manager (RMGGM1) described how MBIS could improve good
will:
……. Foreign buyers‟ operation is IT based. On the other hand, I
still maintain a study based system. For example, I receive this purchase
order by mail, then I have the purchase order to the AGM (Assistant
General Manager) for the next level. I use software that has an
inventory and it also gives data about the production. However the
system is also out of my range, as it has own LAN.
He further added:
….Now if MBIS is implemented it will impress the buyers as well as
buyers may also get information on time without mailing me. Obviously,
a hi-tech based business is more accepted by some foreign buyers.

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8.2.10 8.2.10 MBIS contribution in reduction of process loss
MBIS can contribute to a reduction in the process loss through
managerial/owner control. Process loss means loss of fabrics that cannot be converted
into garments. A cutting master (the person in charge of cutting fabrics for further
processing such as sewing) identifies manual processes, human error and
corruption for losses. The owner of the RMG (RMGDIR2) was excited about the
opportunity of MBIS. He suggested:
……I can set a benchmark that how many garments (unit of garment)
can be made from a certain fabric. I can then carefully monitor if the
expected garment is produced from the fabric.
Another Managing Director (RMGDIR4) also commented:
…… (Showing the interviewer a purchase order) consider this small
girls dress, the cost of tailoring is 400 BDT or 4 USD. But the buyer
is willing to pay only for 4.57 USD for per piece. In this
competitive market, the only option for us is to ensure that this waste
management is controlled. Usually I have 7% wastage, but now I am
targeting to reduce it to 6% so that I can have some money left over.
8.2.11 Inventory management
RMGDIR2 suggested RMG can gain advantages using MBIS by commenting:
As the garment lead time has decreased, the factory needs to be ready
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for any purchase order. They do not have much time for shopping for
knitting raw materials. They need to be ready with yarn for knitting.
They also have to have enough capital so that they can engage extra
manpower to make the work done with the time frame.
8.2.12 MBIS for good governance through compliance
monitoring, occupational health and safety (OHS) and
reduction in accidents
Certain respondents from NGOs (NGO1, NGO2, and NGO3) and researchers (RE1,
RE2) confirmed there was an obvious countrywide demand to improving the situation
of RMG workers, especially after the Rana Plaza collapse (24th April 2013, when 500
RMG workers died). RE1 supported the market demand, saying:
There needs some technological innovation that can ensure compliance
are followed properly. The mobile phone has cameras and I can use
them to take photos of the fire safety equipment in the factory and store
in a central database. This whole process of taking photo and storing in
database for compliance should not be as hard as to be completed using
a computer.
As informed by an RMG production manager [RMG_PROD1], since certain major
incidents happened in Bangladeshi RMGs over the last 2 years, overseas buyers were
more concerned over OHS in RMGs. Participants' comments painted a picture of how
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MBIS can improve in table 8.2.
Table 8.2: Relationships between governance and RMG capability constructs
nVIVO coding MBI RMG success

S
factor
affordance
I can use (MBIS) to take a photo of the fire safety Improved Compliance
equipment in the factory and store in a central database. Occupational monitoring
This whole process of taking photo and storing in health and
database for compliance should not be as hard as to be safety (OHS)
completed in a computer [RMG_GM1]
I can post these (OHS) trainings or videos to this system Reduction in OHS
(MBIS). Employees will have an opportunity to see over accidents monitoring
and over. There are more maybe I can think of. The video-
conference, text message or announcement can increase
OHS awareness [RMG_PROD1]
Since certain major incidents in the last ten years, buyers are more concerned over
health and safety in RMGs. One RMG production manager RMGDIR3 painted this
picture by stating:
…. In fact, it has been a prerequisite to get a purchase order that the
factory has to be compliant, not only in Bangladeshi way, but also in
their given formula. Before placing any order, buyers investigate
housekeeping, storage system, monitoring and controlling system,
production layout, staircases, and fire exit plans.
The NGO participants, NGO1 and RMG_IT2, considered an opportunity of MBIS is
to improve the data collection process regarding OHS in RMG. RMG_IT2 suggest
MBIS can be used to collect data daily and the data will be available to the managers
for improvement. He commented:
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MBIS can be a task management application for safety issue. I am now
installing fire prevention equipment, next door sign etc. I am also
training what to do when there is a fire. I can post these trainings or
videos to this system of mobile. Users will have an opportunity to see over
and over. Floor supervisors can have a job that he will be uploading
images of fire preventive extinguisher. There are more maybeI can think
of. The video conference, text message or mobile based announcement can
increase OHS awareness.
8.3 RO1: Identified MBIS affordances
The interview participants and focus groups revealed that MBIS offers twelve (12)
affordances- Communication, Connectedness, Reduced lead time, Mobility, Agility,
Coordination, Improved BP & Decision Making, Collaborative working, Goodwill
Development, Reduction of process loss, Inventory Management and Good
Governance. The affordances impact on people (RMG employees), processes, culture
and technology. The affordances emerged via code and theme analysis in NVIVO.
However, the findings of the affordances are discussed in light of the affordance
literature in chapter 10.
PhD Thesis Page 233

Figure 8.1: Identified MBIS affordances from Interviews and focus group
One of the research objectives was to investigate the role of MBIS to empower RMG
owners, managers and workers (chapters 1 and 4), hence I analyzed the interview data
and focus group data to investigate the empowerment component processes and
outcomes using MBIS. The next section presents the findings on MBIS based
empowerment for Bangladeshi RMGs.
PhD Thesis Page 234

8.4 RO2: Role of MBIS in empowerment in the
context of RMG domains
The findings of empowerment component variables, empowerment processes and
outcomes from this thesis are summarized in table 8.3. However the findings of the
MBIS empowerment will be verified and discussed in the light of other
empowerment literature in chapter 10.
8.5 Empowerment using MBIS
The research participants revealed several disempowered situations. These situations
set an initial path for an empowerment enabled context. The findings are as below:
8.5.1 Identifying empowerment component
The interview data confirmed MBIS represents a great opportunity to empower RMG
workers. The data reveal empowerment constructs, processes and outcomes. All 29
participants had a positive view on empowerment using MBIS. An owner of the RMG
added to this fact:
… if this system (MBIS) is available the information can come straight to
me by passing the middle man (supervisors or the lineman). Look, I want
my multimillion company to be successful and sustainable. The MBIS
system will give me more control over the situation
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However, the overarching themes are as below:
Table 8.3: Identified empowerment components, process and outcomes in this study
Empowering Process Outcome

components
Online communication Virtual office managing Connectedness
Customer order Data availability Information on demand
management
Production Management Production Information Connectedness with
availability production
Voice communication, Decentralized management Empowered in decision
online document making
management and
document processing
Online form reporting Bypassing Connecting directly with the
middleman/bureaucracy top management
View reporting Owner/manager intervention Controlling over
disempowered situation
Access to Employment Read and learn Knowledge incensement on
information RMG/national rules regulation
Access to OHS Storage of images related to Increase OHS awareness, OHS
information OHS, conference, text Information dissemination
message or announcement &
OHS information on demand
Competency Professional support for Professional support
workers from co-workers and
management
Saving time through online Self-efficiency in time savings
document processing
Share feelings with co- Emotional support from
workers colleagues
MBIS based video training Mastering skills for
professional tasks
Creating opportunity for Educated employees will find
professional development better employment
program/ formal education
Online form reporting Reducing discrepancies, voice
for workers right
Self-determination for MBIS based learning Securing job through skills
development development
Linking to workers group Professional network
online development
Controlling Salary/money Self-determination to secure
future
Meaning Creating an official channel to Increased value of work life by
encourage in decision-making being part of the company
Collaboration/involvement in Empowered indecision making
decision making
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8.5.1.1 Access to information
All interviewees confirmed that access to information is the main empowering
component of MBIS. Access to information was found essential to all levels of
employees - from managers to the workers. Several important empowering processes
such as facilitating communication within RMGs, empowering workers through
communication with RMG authorities and colleagues, reading and learning,
employment regulations, access to health and safety information are offered by MBIS
to RMGs. The major empowerment constructs and processes were as below:
8.5.1.1.1 Empowering owners/manager by facilitating communication

within
RMG organizations
Interview participants suggested MBIS provides an environment of communication
within RMG built upon online data availability, online document processing, forums
and chat facilities. Interview participants anticipated the communication climate
facilitates a sense of empowerment for RMG managers/workers. Participant RMGD1
painted the empowerment opportunity for owners, saying:
My factory is 30 KM [from the head office] of this RMG. When I go [visit]
the Unit 2, I lose access [all information related to the business].
All this information of any particular order, is stored in the computers
[RMGD1].
He then added:
I get calls from the buyers or the buying houses for queries (regarding
PhD Thesis Page 237

their product order), but I cannot answer, as I do not have the
connection to the office. If I have such mechanism or system that I can
access the information using mobile phone, it would definitely assist us in
running the business. Information in my thumb creates a sense of
empowerment [RMG_D1].
A director of RMG emphasized the importance of communication in the RMG
business by explaining the structure of RMG. He made his comments on this
particular point by saying:
This business [RMG] is complex and consists of several functions.
Manufacturing units, raw materials suppliers, yarn providers, tailor‟s
shop, accessory suppliers, cloth dyeing shops and packagers are the
people [unit] that makes RMG. I know I can call and get
information. But it [voice communication] is not enough. For
example, I need to see a status of supply,
where it is, who is sending or how many days left to get it. I just depend on
what they say [RMG_D2].
The decision-making process will also improve, as the scenario was supported by
RMG_D4:
Most of the decisions are centralized in RMG, that means, directors or top
management take decisions. The process of approval by the management
is still study based. But sometimes I am not available in the office. I can
imagine, this mobile based system will allow us to see a business
document, write comments on the document, sign it and then pass it to
PhD Thesis Page 238

others.
8.5.1.1.2 Empowering workers through communication with RMG

authorities and colleagues
MBIS can empower workers by providing communication with RMG authorities. A
worker [RMG_W4] explained:
I know there is a something (website) and I can write (email) using that.
But I do not have computers. Computer is costly but if I can use mobile
phone, this communication will improve.
An owner of the RMG added to this fact:
… if this system (MBIS) is available the information can come straight to
me by passing the middle man (supervisors or the lineman). Look, I want
my multimillion company to be successful and sustainable. The MBIS
system will give me more control over the situation [RMG_DIR3].
8.5.1.1.3 Read and learn national/RMG employee rules & regulations
Participants (RMG_PROD1, RMG_W2) noted there are clear rules and regulations
related to RMG employment; however most RMG workers do not know how they can
access information. A RMG worker (RMG_W2) made his comment on this particular
point by saying:
… I know that there are rules and regulations related to employment,

work and
terms [of employment]. But where are

PhD Thesis Page 239
those?
Another RMG worker [RMG_W1] added to the above comments:
It is unusual or maybe not appropriate to ask boss [about the rules and
regulations]. If you can store this information I can know, maybe I can
refer that rule [if a dispute arises].
8.5.1.1.4 Empowering through providing access to health and safety

features
RMG production managerRMG_PROD1 noted it was crucial to empower workers
since there were some major incidents in Bangladeshi RMGs in the last 2 years. An
RMG general manager painted a picture with regard to how MBIS can provide
access to health and safety features to empower the worker. His comments were:
I can use (MBIS) to take a photo of the fire safety equipment in the factory
and store in a central database. This whole process of taking photo and
storing in database for compliance should not be as hard as to be
completed in a computer [RMG_GM1].
One RMG production manager suggested how MBIS can be used to empower:
Employees will have an opportunity to see (OHS trainings or video) over
and over. Maybe there are more ways I can think of.... Video conference,
text message or announcement can increase OHS awareness. Yes, these
whole processes will empower them [RMG_PROD1].
Another worker also expressed the same view, commenting:

PhD Thesis Page 240
I am not trained like bosses; I am instructed on what to do or what not

to do.
....But you know not everyone gets [understand] the [short] training.... the
uneducated and new workers are not capable to capture the training. As
you described, if this feature is included in MBIS, I can view them if I
need, I do not need to ask the boss again and again [RMG_W4].
8.5.1.2 Competency
Interview participants view MBIS as a source of empowerment through
education, training and professional development for an RMG career.
8.5.1.2.1 Professional self-efficacy
MBIS is a source of professional support for RMG workers as noted by an interview
participant. The experience of an RMG worker [RMG_W2] provided an example. She
commented:
Look, I am not like big officers who can get information in many ways. I
can remember the day I was employed, I had many questions. I never
worked in town before. I was not sure if I need to wear shoes or thongs. It
is difficult to get hold of someone because he/she may be not available.
But such kind feature will assist us to help other new workers.
8.5.1.2.2 Self-efficiency in time savings
Mainly top managers of RMGs reported using MBIS can save time or they can do the
task at a convenient time. An IT expert supported his claim, saying:
PhD Thesis Page 241

As the top managers need to approve most of the documents, I always wait
for their time to see and approve the document. They are also not always
available. But I need their approval on which suppliers to be engaged,
when I need to place orders for any supply and what rate I can offer
the supplier. Mailing is not enough sometime as the documents need 2
or more managers' approval. MBIS can offer a work environment of
collaborative work, you know most information system‟s basic advantages
can be offered by MBIS.
A top manager‗s comments also support the previous comment:
Yes, the system will allow me to finish the task at a convenient time. I can
also save time by reducing phone call [RMG_DIR3].
The time savings aspect using MBIS found in this study is also referred to by Zarbo
et al. (2017).
8.5.1.2.3 Emotional self-efficacy
A worker commented that MBIS will provide him the opportunity to share his
feelings with his co-workers. This sharing creates an empowered enabling
environment. He commented:
Most of young people are using Facebook and expressing their feelings.
But you know not all the people in friend lists are from RMG. I do not like
that other person (apart from colleagues) know (what I am going
through). But using MBIS I may express my feelings as others might have
PhD Thesis Page 242

similar emotion. I can share feelings when I am performing badly
[RMG_W3].
8.5.1.2.4 Empowered by mastering workers' skills for professional tasks
An RMG worker expressed his view how MBIS based video training can empower
them by mastering skills:
I am the villagers who join RMGs. I am not much educated. Some of us
even never had been to school even. I don‟t have prior knowledge how the
coloring system works, how cotton is converted to thread and how the
fabric is made of yarn. But if there are such video contents, it will
definitely assist us in mastering this skills [RMG_4].
A production manager who was involved in the production in the factory also
supported by commenting:
They (RMG workers) start work at RMG as helpers (assistant) and learn
from their superior. Not all RMGs have the capacity to provide training;
but I recognize the importance that there should some training facility.
Yes, I agree that MBIS can be an alternative source of training.
8.5.1.2.5 Empowering thorough, professional development program/

formal education
Participants in this research suggested:
If you see most of these workers are from villages and on the weekend
they have time for their own development. I believe some NGOs will come
PhD Thesis Page 243

forward to create some educational material suitable for them that
workers can watch for professional development.
Participants RMGDIR1, NGO1, RMGIT1 view MBIS as a means of enabling
empowerment through professional development programs. RMGDIR1‗s comments
support this scope:
I always have new design or product. When I have a new buyer,
he/she may need new things in the garment. So I need to provide
training to the workers. The lower management, such as floor in-charge,
line chief is responsible for the training. Line chief calls the supervisors
and ask about the particulars. So yes mobile based training will be
fantastic [RMG_D1].
An RMG owner [RMG_D1] also supported the opportunity, saying:
….Educated employees will be more productive, it is without any
argument. Educated employees are honest, knowledgeable about health
and safety and more efficient. So I am sure that employees and also as an
owner, I will be interested to avail the opportunity [RMG_D1]
An NGO expert suggested that improved education will assist them to find better
employment:
Education, without a doubt, for RMG workers can affect their future.
Doors to many RMG related jobs will be opened for them. They can
negotiate position, salary or search for a better company [NGO2].
PhD Thesis Page 244

8.5.1.3 Impact of significant influence
MBIS can have an impact by reducing discrepancies in RMGs, as noted by interview
participants NGO1, RMGW1, RMGW2 and RMG4. NGO1 highlighted the
opportunity:
There are salary discrepancies reported by the RMG workers. Look, if you
work on the 3rd of the month, can you really remember how many hours
did you work after 1 month, when the salary period comes. I have a doubt
some factories even do not maintain the signing register properly. The
worker does not get any pay
slip. Another interesting discrepancy, for example workers‟ wages

come BDT
6788. The accountant will give him BDT 6750 and will say take the BDT
38 next month. The reason he will say that I have only 100 or 50 BDT
notes.”
8.5.1.4 The large impact of introducing a mobile based
payment system
MBIS can introduce online payroll systems such as those integrated into
mobile banking. This feature will impact largely on the RMG sector. An IT
expert commented on this particular point:
…..Moreover, if you see mobile based banking has been very common in
Bangladesh such as BKASH, Flexiload or Robi. But for some reasons,
PhD Thesis Page 245

most of the RMGs do not avail the system. Even a small grocery shop
adopts mPayment. RMG can use mBanking to pay salary. I can also say
that the government is depriving of income tax as RMG is paying cash
[RMG_IT2].
Another impact identified by NGO1 suggests MBIS can impact the RMG sector via a
compelling voice for rights. NGO1 notes this point:
In RMG there is a huge power difference between lower level employees
and the owners group. RMGs are extremely powerful. BGMI (acronym) is
the one of the influential stakeholders of the government. Naturally
workers feel themselves powerless comparing to their employers [NGO1].
Bangladeshi RMG workers are not permitted trade unions. But MBIS can provide a
platform to articulate their voices. NGO2 supported this:
At RMG usually they (workers) are not allowed to join trade unions. So
they are not unionized, what the owners (RMG) like (prefer). But this
MBIS can allow them a platform, I think that will allow them to articulate
their rights [NGO2].
8.5.1.5 Self-determination for development
Using MBIS, RMG workers expressed following self-determination initiatives to
use their time and resources:
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8.5.1.5.1 Self-determination for initiating education
An example is given by an RMG owner [RMG_D4]:
MBIS will open some doors to the RMG workers, such as online education
and mobile based learning. However the RMG and the NGOs need to
come forward as they can develop those contents necessary. Yes, this will
motivate the RMG workers for further development [RMG_D4].
When I asked RMG workers how they view the opportunity, most RMG workers
were excited. RMG_W6 commented:
… I know that there are some learning opportunities thorough computers,
but I don‟t have a computer. If I can learn (using MBIS), I will learn
as I want to improve [RMG_W6].
Another worker added:
I need to prosper in life, young workers have more knowledge than us

and I
think I also should learn to increase more skills

[RMG_W4].
8.5.1.5.2 Self-determination for career security through professional

network development
PhD Thesis Page 247

Workers expressed how MBIS can assist in securing their jobs. A worker commented:
This job is not secure. I usually call other friends and find if they have any
vacancy (when I am fired). However, how many people you can call. If I
have such opportunity that I can search it using mobile or I can find a
suitable job by joining a group or forum, it would make my settlement very
easier [RMG_W1]
8.5.1.5.3 Self-determination to secure the future by controlling their

money
There is growing realization among workers that they should secure their future by
saving money that they are earning. One worker [RMG_W1] commented:
As I am young, I have demanded, but when I will be old, I may not
have jobs. So I need to secure this future by controlling this money.
Though it is small (salary), I can at least start savings [RMG_W1].
In this situation, I wanted to know who controls this money or salary? Most
respondents informed that their husband, father, mother usually controls their money.
In particular, married female workers noted their husbands took their salary and
decided how to use it. A worker commented with regard to this point:
It is the tradition that men will take the money. Also, I cannot do banking
as I have no time. But you see, if the boss (RMG owner) sends the money
into this account, I will able to transfer some (into another account) and
use some money and earn interest [RMG_W2].
PhD Thesis Page 248

8.5.1.6 Meaning
The following MBIS based values emerge which empower RMG workers, as
suggested by the interview participants:
8.5.1.6.1 Increased value of work life by being part of the

company
RMG_D3, RMG_GM1, RMG_W2and RMGIT2 acknowledged that though RMG
workers are the backbone in RMG production and without which their work garments
cannot be produced, workers are not valued within the RMG sector.One director
(RMG_D3) commented:
Yes, I understand, I only consider them as a worker; but they should be
valued more. They should be considered as important as an officer
[RMG_D3].
One worker [RMG_W2] expressed how they are treated:
I am only workers and I do not have much information about the business
information....only what boss informs us (unofficially) [RMG_W2].
In this situation, MBIS can empower workers by engaging them in the strategic
partnership to achieve organizational goals. Director RMG_D3 suggested:
In general only the management levels are informed about the
organizational goal, workers are not included in general. I do not
PhD Thesis Page 249

consider that they should be informed. But MBIS can be a means to
include workers to owners in the part of the organization [RMG_D3].
An academic [ER1] pointed to the fact most of the RMGs do not provide letters of
appointment, contract of employment or even identity that one is part of that RMG.
This is due to the fact workers are usually temporary and consider they will not be in
the working pool after production is complete.
RMGs hire a good number of temporary and casual workers. Whenever
their need is over, RMGs do not consider them in the workforce. They do
not find it (RMG work) attractive due to the treatment they receive from
employers. But MBIS can be used to at least welcome them by sending a
message in the company [ER1].
8.5.1.6.2 Creating MBIS as an official channel to encourage in

participating in decision-making
MBIS can be used as an official channel as suggested by the interviewees.
Usually RMGs do not have organizational communication channel. If
there is, that is only for the officers, not for the workers. However, MBIS
can be a means for owners as an official channel to pass any information
to the large number of workers, such as loss and profit, specific target or
mission in a given year. This will empower the workers as they will feel
that owners are acknowledging them in the business and their
contributions.
PhD Thesis Page 250

The owner/management is the key decision-maker in the Bangladeshi RMG as noted
by participants. Even the floor supervisors are not involved in the decision making
process.
I do not have any power in decision making, but I am the person who
deals with the workers and also the managers. Workers have no say.
When managers and the top management take a decision I do not have
much influence (to change or amend the decision).
The necessity of involvement and collaboration of the workers in decision making is
realized by the HR officers, which MBIS can provide:
As an HR manager I completely realize that it is necessary to align the
workers to the company‟s mission, vision and goal. Even at this moment I
issue office notes and publish in the websites. Yes, ifI have an MBIS based
HR system, I can inform them by emailing about the organizational
goals. MBIS can be used for the workers as a power as workers can have
a say when owners take a decision.
8.6 Identifying micro-level customer
perspective factors in MBIS adoption
Interview data revealed several important technological, organizational and
environmental factors of MBIS, underlining such factors as important for successful
adoption of Bangladeshi RMG MBIS adoption. The Identified micro-level
MBIS adoption factors are presented in table 8.4.
PhD Thesis Page 251

Table 8.4: Micro-level factors emerged from the interview and focus group
DOI
Factors identified in this research Effect Reference
Factors
(Muthinja & Chipeta, 2017; San-
RA Relative advantage +
Martín et al., 2016; Tom et al., 2018)
Technical solution for time critical
+ (Ansong & Boateng, 2018)
information
Compatible with future RMG
COM + (Chiu et al., 2017; Wang et al.,2016)
technologies
PEU Easy to learn technology + (Chiu et al., 2017)
Users‗ prior experience of using
TR +
MBIS
OB No effect on adoption
(+) Sign represents a supportive factor and (-) sign is negative factors for MBIS adoption.
Relative advantage=RE; Compatibility=COM; Perceived Ease of Use=PEU;

Trialability=TR; Observability=OB
8.6.1 Relative advantages
Interview participants explored various advantages of MBIS. Opportunities to access
information 24/7, access to time critical information, collaborative work and an
improved image due to MBIS adoption, are just some of the advantages interviewees
noted. Interviewees considered MBIS perfectly positioned for RMG business
usage. For example, RMG director (RMGDIR1)was responsible for marketing the
company in Australia, Canada and USA, suggested MBIS can assist the design
perspective of RMG and stated:
As you know this business is heavily design centric, I mean buyers
send us design to follow for the next shipment. I then give it to the
respective department to make a sample copy. The department then
sends us by email for approval from us. But yes, I can only access it by
PhD Thesis Page 252

checking email. This is inconvenience sometime, you know I cannot
exchange views on that design. If a section is designated for design
approval and all responsible individual‟s comments, I all can see what the
suggestions on that particular design are.
Another director (RMGDIR2), and an IT officer (RMGIT2) suggested time critical
information will be available using MBIS, which is greatly advantageous for RMGs.
RMGIT2 noted the advantages:
…the nature of the business is very information sensitive. What I mean
that information is needed any time by the managers. I sometimes visit
factories with the directors. I have seen that directors are struggling when
I am on the road. When director return to office it is night at USA. So, you
know buyers could not get the information what they asked the director
for. You know who wants to upset the buyer. Information is also requires
any time of the production stage.
For example, the managers need to know what you have in the stock,
MBIS can help us with that.
RMGs organizational structures were found suitable for mobile based technological
innovations. RMGDIR3 notes:
This business includes directors‟ office, fabric factories, and garments
manufacturing units and so on. So as a director I need to visit these
factories. I am mobile, and I need a mobile based IS. Because I do not
know when I will return to the desk to get the desk jobs done. But yes, if I
can do some work while I am on move, I will implement the technology.
PhD Thesis Page 253

8.6.2 Compatible with future RMG technologies
An IT expert suggests Bangladeshi RMGs are adopting various new technologies for
garment production rather than labor intensive processes. For example RMGs are
using cutting machines to cut fabrics using technology which is very compatible with
mobile technology. He said:
However, the cutting machine can produce important information related
to the efficiency, such as a total piece generated from the big fabrics and
the wastage or loss percentage. Currently it generates to the ERP system
which can be accessed by computer. However, if the data can be
generated to the mobile and the management can access using the mobile
phone, it would assist a manager to reduce the wastage more.
8.6.3 Easy to learn technology
MTO expert (MTO2) suggested that as MBIS is a mobile based technology, it will be
easier to learn than a computer-based system, commenting:
The mobile phone is not a new technology to Bangladeshi users.
Users are using SMS, Skype, mobile payments successfully for last 4/5
years. So, you know they can learn it. Since it is a mobile based
application, it will be easier for them to learn.
8.6.4 Users’ prior experience with mobile technology
Most of the participants in the interviews and the focus groups informed that both
PhD Thesis Page 254

mobile and mobile technology is very common to all levels of RMG employees. They
have experience with mobile based banking, mobile based payments and mobile
shopping. Hence, if any RMG implements MBIS, RMG employees will not reject as
happened to e-banking. RMGIT2 supported this position with the following
comments:
Look what I experienced with e-banking was something very new.
Suddenly, I saw most of the banks started implementing e-banking. Users
were very new to this type of technology. I will say even how many
people had computer that time? So eventually I had low success. But
most of the mobile based services in Bangladesh were pretty successful.
So I will say the users‟ prior experience will prompt them to use MBIS.
They will try the service.
8.7 Identifying macro-level technological,
organizational and environmental factors
MBIS as a technological innovation possess critical elements of the technology,
organization and environment perspective impacting MBIS adoption in the RMG
sector in Bangladesh. To realize these elements, data was collected using face to face
interviews and a focus group study and coded as below. The data served two main
purposes - firstly to identify the supportive factors having a positive influence in the
MBIS adoption, and secondly to identify negative factors requiring consideration
when implementing MBIS. The identified macro-level factors are summarized in the
table 8.5. The findings derived are presented below:
PhD Thesis Page 255

8.7.1 Technological factors
The interview participants and the focus group members pointed the government‗s
focus on technology adoption and readiness, ready mobile phone infrastructure,
available technology, technical strategy, integration with current IT, different kinds of
mobile phone usage/shared phone usage, limited knowledge on security represent
technological context potentially influencing MBIS adoption for Bangladeshi RMGs.
Statements of the research participants are coded below to articulate the theme of their
responses.
8.7.1.1 Government’s focus on technology adoption
Most interviewees confided their government had placed technology - more
specifically mobile based development around its development policies, such as ICT
policy generally and the Vision 2020and Millennium Development policies
specifically. The government initiated and supported projects expected to bring
sustainability and productivity:
PhD Thesis Page 256

Table 8.5. Findings on TOE factors in this research
TOE Factors Factors Impact Reference
Government‗s focus on technology

+ (Chiu et al., 2017)
Adoption
Technological readiness + (Ndekwa et al., 2016)
Ready mobile phone infrastructure + (Ammar & Ahmed, 2016)
Available technology + (Kabanda& Brown, 2017)

Technology
Technical strategy + (Ali et al., 2018)
Integration with current IT + Findings of this research

Different kinds of mobile phone
- (Ahad et al., 2013)
usage/Shared phone usage
Limited knowledge on Security - (Ahad et al., 2013)
(Chiu et al., 2017; Ndekwa et
Organizational IT capabilities +
al., 2016)
(Chiu et al., 2017; Wang et al.,
Organization size -
2016)
(Chiu et al., 2017; Ndekwa et
Competitive environment +
Organization al., 2016)
Empowerment + Findings of this research
Supportive organizational
+ (Kabanda& Brown, 2017)
Environment
Top managers Support - (Chiu et al., 2017)
(Muthinja&Chipeta, 2017;
Regulatory environment +
Ndekwa et al., 2016)
A general interest only towards
- Findings of this research
applications that generate revenue
Battle in MTO and continuous +
reduction of mobile technology (Ahad et al., 2013)
cost
High availability of IT +
Environment (Kabanda & Brown 2017)
professionals
Countrywide demands to improve +
(Lin, 2017)
the RMG situation
Psychological barrier - (Ahad et al., 2013)
Interoperability - (Haile & Altmann, 2015)
Shared phone usage - (Ahad et al., 2013)
(+) sign represents supportive factors and (-) sign supports negative factors
PhD Thesis Page 257

You know within 4 months, 5/6 uber like service arrived. You can feel the
technological growth of this country. So eventually when you
consider the mobile based service for the RMG, it will be supported and
accepted as it is not a new thing.
Participant 1 noted that development of technology is also incorporated into the
business process, so a policy change in business is also underway. Government
support is creating a new vision and business models suitable for technology
adoption.
8.7.1.2 Users Technological readiness
Interview participants suggested Bangladeshi mobile users possess sophisticated
technological literacy. Previous experience in using mobile banking and mobile
shopping has contributed to increasing technological literacy in the country. Thus,
technological readiness will assist MBIS adoption in Bangladeshi RMGs as
well. NGO3 noted the technological readiness factor - stating:
They might have no education at all, but they know how to use mobile
phone. They learn it themselves and it has proven that Bangladeshi
mobile users
embraced the technology. I have 5/6 rideshare apps launched in 6

months‟
time. So, you can understand that there is a requirement of the mobile
users.
PhD Thesis Page 258

8.7.1.3 Mobile phone infrastructure for IS service provision
Bangladesh has a mobile phone infrastructure in place. Some 99% of villages and
cities are within mobile coverage, representing another macro-level environmental
factor supporting MBIS adoption. Participants noted other MBIS applications such as
mobile banking, mobile commerce and accessing the results of public examinations
using mobile phones, all of which have been very popular and successful in
Bangladesh.
Most of these cities, villages and areas have mobile internet. I am already
using various mobile services. Even when I go to the villages, mobile
is the main device to connect to the city. So MBIS has a good chance to
connect to the business.
8.7.1.4 Available technology for MBIS adoption
Available mobile technology will foster adoption of MBIS for Bangladeshi RMG as
suggested by interview participants. Mobile phones, mobile solutions, applications
and servers are identified as required technologies. As similar services already exist in
Bangladesh, research participants suggested MBIS adoption won't be challenged due
to availability of the technology. The IT expert and a mobile MTO representative
confirmed this perspective. RMGIT4 commented the following:
You need a mobile phone, which this user has... now you need servers to
make it happen, you can buy them in Dhaka... mobile solutions are
available on click .. What else you need?
A mobile MTO representative

PhD Thesis Page 259
stated:
I have added various mobile based services recently and this network in
used. Such as mobile based electricity payment system, mobile based
public examination result distribution and obviously mobile banking. So it
is a known technology to us.
8.7.1.5 Technical strategy
IT strategy in the RMG firms is a fundamental factor that can ensure IS adoption in
Bangladeshi RMGs. Hence IT officer RMGIT1 and RMGIT2 who work within one of
the large RMGs asserted just that. RMGIT1 suggested:
IT requires good funding. But have seen that directors are sometimes not
favorable when it comes final budgeting. I was convinced to several
projects, but I could not get funded. As there are several directors, I
manage to convince few, but you know some might object………In the
case of MBIS, the top manager need to have a vision and work on the
vision. They should assist to find a strategy and fund for the project.
Another IT office RMGIT2

commented
Initially the directors appreciate when I inform them about a technology.
But it takes time to get funded. It takes lots of these efforts to get
everyone [on the
board] to allow a budget. You know I am just an employee.. Sometime is a
de- motivating factor for us [IT department].
PhD Thesis Page 260

8.7.1.6 Integration with current IT
As there were already an IT system and software data in most RMGs, research
participants suggested MBIS needed to integrate with existing systems. RMG director
(RMGDIR3) commented:
Look MBIS cannot be a different IT system. It can be top of this existing
system. But if it is a completely brand new system, what will happen to
this previous data. Maybe this board of directors will not be
convinced if it replaces complete.
So IT RMGIT suggested integration of the system:
I need to integrate with the existing system. ..So that the people
(RMG
employees) can use their old data and also take advantage of the MBIS
system.
8.7.1.7 Limited knowledge on Security
Following the theme of shared phones, some interview participants viewed that the
security of MBIS could be an issue in MBIS adoption for RMGs. The
research participants noted Bangladeshis having been using mobile phones for a long
time, the sense of security has not matured yet. One participant was quoted as saying:
The limited technical knowledge can raise a question, if the users can
secure their personal information using MBIS. If they give their mobile
phone to use and hence their username and password is stolen, at the
PhD Thesis Page 261

end the organization need to fix it. RMG stakeholders need to consider it
seriously as security concept is still not matured in Bangladesh.
8.7.2 Organizational factors
Following organizational factors emerged from the qualitative data:
8.7.2.1 Organizational IT capabilities of RMG owners
Most interview participants commented that a good number of RMGs had the
organizational competency and capability to adopt MBIS. One IT expert noted:
......... As an IT expert I can say the RMGs have the organizational
capabilities, technical competencies for MBIS adoption.
An NGO representative also supported organizational capability, saying:
Most of the RMG owners are rich and wealthy. So you know they have
funding for this [to implement MBIS].They first see if the system can make
suitable in the business.
8.7.2.2 Organization size
However, small RMGs are not suitable business to offer MBIS – as noted by NGO2:
In Bangladesh there are various categories of RMGs. Big RMGs have
sophisticated IT, but small RMGs those work as an outsourcing unit, does
not have enough capital to invest in such service.

PhD Thesis Page 262
8.7.2.3 Organizational competition in RMGs
The RMG sector is by definition a very competitive environment. All Bangladeshi
RMGs try to increase their competitive advantage, reduce costs and increase
efficiency through technology adoption. One IT Expert (RMGIT) noted:
… Worldwide RMG market is very competitive. The cost of cotton and
other raw materials are increasing. I am focusing on process loss
reductions, wastage loss, and operational cost reduction. IT is a good
way to reduce [the above]. I look forward for MBIS to understand how
much cost I can reduce by using [MBIS].
8.7.2.4 Environment/Lack of unionization/Voices against big
power
NGO1 highlights the huge power difference between low-level employees and owner
groups. RMG owners are extremely powerful - BGMI is one of the influential
stakeholders influencing government. When RMG workers find an opportunity to
communicate with their wider colleagues, the service will prove acceptable to them;
NGO1 suggests such an opportunity will encourage RMG workers to take up the
service.
8.7.2.5 Supportive organizational environment
RMGIT1, RMGIT2, IT1 and MTO1 (involved either with IT development or
PhD Thesis Page 263

management), suggested Bangladesh had a supportive organizational environment for
mobile based technology initiatives:
Bangladesh is a good place for mobile based services now. Cause users
continuously preferring it, they have no choice though. The government
came with supportive nature. Organizations are finding business out of
this [mobile service]. The entrepreneurs are coming forward to take the
opportunity. Look at the mobile banking, all the stakeholders came
forward and made it happen.
8.7.2.6 Top managers support
Despite the fact that RMG owners expressed to the researcher they are willing to
adopt technological innovation, the real fact is, some owners/managers do not support
technological advantages. The IT manager of an RMG explains:
Whenever I go with a plan for IT upgrade, the RMG owners appreciate
the proposal. But after a few days, I find the file of the proposal is
still on their desk. If I ask them, they will suggest that budget is short for
IT.
One RMG director also supports the situation through

saying:
Look most of my partners are traditional businessmen. They like to
invest in the projects where the return will come early. For IT they like
to plan, but not implement. They always consider IT as an expensive
investment.
PhD Thesis Page 264

8.7.3 Environmental factors
The environmental context refers to the regulatory environment, social structure and
country-related perspectives impacting MBIS adoption. The main themes emerging
from interview participants are as below:
8.7.3.1 Regulatory support for MBIS
Regulatory support is an enabler of technological innovation and Bangladesh has a
supportive regulatory framework for adopting mobile-based solutions. The NGO
participants suggest:
I have implemented mobile banking. That time it was a concern
that how banking can be given [delegated] to an MTO or application
developers. But Bangladesh bank and government came forward and
implemented...(the regulation) on that basis I am conducting banking
transactions. For MBIS I am sure that the government will provide any
regulation if required.. You know RMG is the main foreign earning
sector. So the government will be very supportive.
8.7.3.2 General interest only towards applications generating
revenue
An interesting finding of this study suggests there is a general tendency among mobile
MTOs, government and IT practitioners towards only to MBIS those generates

PhD Thesis Page 265
revenue for the business. For example, mobile banking, payment or reservations have
received great interest as this service generates active revenue to stakeholders.
However, services not making much revenue, have received less attention.
….. If you see, all the MTOs are interested in mobile banking. They are
also somehow interested in the mobile payments as they received share or
commissions. Even recently mobile based public examination
result distributions, mobile based electricity bill payment and mobile
based water bill payment generates revenue to the MTO, software firms
and for the government.
But I am not sure if the use of MBIS will attract significantly to the MTOs
or the software developers to develop and engage in this type of service.
8.7.3.3 MTOs and continuous reductions of mobile technology
costs
Interview participants noted mobile phones are very affordable in Bangladesh and the
price on the internet is also affordable for common people.
All the MTO‟s are battling in the price bargain war. In fact, the
consumers are benefited by this. Moreover, the Chinese phones are very
cheap, but they offer similar services like iPhone, Samsung or Blackberry.
8.7.3.4 High availability of IT professionals
Interviewees confirmed availability of mobile technology experts will foster MBIS
PhD Thesis Page 266

adoption. RMGIT1 and RMGIT2 further noted IT-educated RMG managers play the
role of catalyst in the adoption of mobile based solutions:
IT is one of the most attractive places for job seekers in
Bangladesh. So naturally each year the IT graduates number is
increasing. These IT experts play as a promoter of computerization and
innovation adoption. They provide new ideas to the top management in
the adoption of IT in various business functions. Moreover, new
generation employees are more mobile savvy and great admirers of
mobile based services.
8.7.3.5 Countrywide demands to improve the RMG situation
Certain respondents from NGOs (NGO1, NGO2, and NGO3) and researchers (RE1,
RE2) confirmed there was an obvious countrywide demand to improve the situation of
RMG workers. Especially after the Rana Plaza collapse (24th April 2014), when 500
RMG workers died. RE1 supported the market demand, saying:
There needs some technological innovation that can ensure compliance
are followed properly. Mobile phones have cameras and I can use them to
take a photo of the fire safety equipment in the factory and store in a
central database. This whole process of taking photo and storing in
database for compliance should not be as hard as to be completed on a
computer.
PhD Thesis Page 267

8.7.3.6 Psychological barriers
BE1, BS1, BS2, MT1, RE2 and SME2 suggested MBIS is a new way of accessing
information so any hesitation on the part of RMG employees to access personal
information using a mobile phone, can be a barrier in MBIS adoption. BS2
commented,
Some employees are new to mobile phones and they may not understand
the virtual system and will feel a lack of trust on accessing personal
information. It could be hard for them to type the URL or might think my
personal information will be lost. The psychological standpoint can be a
barrier in MBIS adoption. Furthermore, the older generation may find the
transition unnecessarily.
8.7.3.7 Interoperatibility
Interoperability in MBIS is required as multiple SIM usage is very common in
Bangladesh. The RMG should be asked to make partnership with all existing MTOs,
so users can use the service whatever their Subscriber Identification Module (SIM),
even if they change their mobile network service.
8.7.3.8 Different kinds of mobile phone usage/Shared phone
usage
In Bangladesh, the mobile is still considered a family owned technology and all
PhD Thesis Page 268

members share the phone. Shared phone usage is a concern when implementing
mobile services for personalized use for an organizational context. These social
factors raise concerns of privacy, security and information breaches. NGO1 and IT
expert RMGIT4 suggested shared phone usage, especially within the worker category
is a concern. OneNGO1 respondent confirmed this assertion expressing his concern
about shared phone use for MBIS adoption, which creates privacy concerns. The
respondent asserted:
I wonder for those who use family phones? What will happen if his
salary information is accessible to anyone?
8.8 Summary
Using a thematic analysis, the qualitative data were coded to identify affordances,
empowerment constructs and MBIS adoption factors. Data was gathered from
interviewees‗ perceptions of RMGs, NGOs, MTOs and other researchers
Furthermore, data was collected from owners, directors, senior officers, workers,
external representatives, so that this study could collect a comprehensive set of data.
In the next chapter I present the results of the quantitative data collected from the
survey. In chapter 10, I present a full discussion of the results and findings of the
qualitative (chapter 8) and quantitative data (chapter9). Moreover, I develop a deeper
understanding between the existing literature along with our research findings.
PhD Thesis Page 269

Chapter 9
Quantitative data results
This chapter analyzes and presents results of the data collected in the survey. The
results reveal what are the micro-level customer perspective factors those might
impact on MBIS adoption in Bangladeshi RMG. This chapter is essential as the
factors identified in the data analysis will be used to develop the MBIS framework.
9.1 Introduction
The literature review suggests there are myriad interesting properties associated with
MBIS adoption. Micro-level customers‗ intention to use MBIS is one important
property of MBIS, essential to provide a comprehensive knowledge on MBIS. The
micro-level customer perspective studies mainly concentrate on the behavioral issues,
such as consumer behavior, acceptance and adoption of MBIS. Following the
customer perspective studies by Bångens and Söderberg (2011), Higgins, Kendall and
Lyon (2012) and Kumar, Martin and O'Neill (2011), in this thesis I investigate which
factors of customers' perspectives explain MBIS adoption for Bangladeshi RMGs and
when the service will be available (this is a part of RQ3 - see chapters 1, 5 and 6).
This research applies a survey to identify DOI attributes and demographic variables
that impact on intention to adopt MBIS for when MBIS will be available. Currently
PhD Thesis Page 270

MBIS is not offered in any RMG. However Tran‗s (2012) study suggested that a
survey conducted to understand the intention to adopt or use a service for future
innovation, is significant for that innovation; this is because the outcome of the survey
is expected to contribute to the Rogers concept of ‗acceptability‗ of an innovation.
Rogers emphasized the identification of potential factors may enable or hinder the
adoption process. Following the Roger‗s concept of ‗acceptability‗, in this study the
survey is expected to inform customer perspective factors of MBIS for when
MBIS will be available for potential RMG users. By surveying RMG owners,
managers and workers‗ perceptions on the relative advantages, compatibility, ease of
use, triability, observability and demographic variables of MBIS, these survey
findings can contribute to a greater understanding of the consumer landscape for
MBIS. Using these survey results, I can describe potential adopters of MBIS, which
holds promise for improving the empowerment and business processes of Bangladeshi
RMG.
9.2 Demographic data results and analysis
In the survey 531 RMG owners, managers, workers and suppliers provided
quantitative data that included demographic information, current obstacles in the
RMG, expected functionalities of the MBIS service, concerns regarding MBIS,
mobile phone usage, perceptions and intention to adopt MBIS when available. The
quantitative data analysis and results are presented below.
The above demographic informs us about RMG owners, managers, workers and
suppliers. The demographics are also useful to investigate the most appropriate
PhD Thesis Page 271

functionalities of MBIS. For example, survey participants‗ income level, education or
age would impact on the intention to use MBIS because of their demographic.
Table 9.1: Demographic data n=531
Variables Category Frequency Percentage

Gender Female 294 55.8%
Male 233 44.2%
Age 18-24 Age 149 28.3%
25-30 Age 139 26.4%
31-35 Age 20 3.8%
36-40 Age 40 7.6%
41-50 Age 168 31.9%
More than 50 Years 11 2.1%
Profession Owner and Senior Manager 76 14.4%
Mid-Level Managers 210 39.8%
Workers 198 37.6%
Buyers of RMG 32 6.1%
Government Officials of RMG 11 2.1%
Overseas buyers 0 0%
Employment Status Full Time 492 93.4%
Part Time 11 2.1%
Casual 5 0.9%
Contractor 10 1.9%
Supplier 8 1.5%
Other (Driver of RMG truck) 1 0.2%
Total Number Working In the 1-5 persons 0 0%
RMG 6-15 Employees 183 34.7%
16-50 Employees 127 24.1%
51-250 Employees 217 41.2%
Highest level achieved by University 76 14.4%
Participants SSC To HHC 122 23.1%
Between Primary To High
329 62.4%
School
Below Primary 0 0%
Monthly income from RMG of the Taka Less Than 5000 0 0%
Participant Taka 5001 To 10,000 160 30.4%
Taka 10,001 To 20,000 162 30.7%
Taka 30,001 To 50,000 129 24.5%
Taka Above 100,000 76 14.4%
Valid 527 100.0%
Missing 4
Total 531
*Note: Taka is Bangladeshi currency.
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Gender distribution
The gender distribution indicates 56% of the survey participants were female and 44%
male (see Table 9.1). In general 80% workers of RMG are female (BGMI, 2019).
However, this data collection included RMG owners, senior managers, mid level
managers, including line managers and supervisors and this segment is dominated by
male workers. Therefore, given 80% of RMG workers are known to be female, for
this proportion, the female participation in this survey was in fact low.
Age distributions
The survey respondents were a mixture of age groups. However, among the
participants, the 41-50 year age group (32%) was highest; this is because 55% of the
survey participants were RMG owners, senior managers and mid-level managers.
However, the 18-24 and 25-30 age group actually dominated in the survey. The 31-35
group (3%) was the lowest (see table 9.1). This further investigation revealed that
RMG work is not attractive to the 31-35 year old age group. Male survey participants
informed that male workers prefer construction, day laboring or taxi-driving as they
earn more money than RMG employment.
Occupation status
Among the survey participants, the mid-level manager category represented line
managers, supervisors and administration officers and were the highest percentage in
the survey (40%).The reason for highest percentage of mid-level manager was that
they were easily accessible and available when the survey was conducted. The second
group comprised the workers (38%) in the survey. Mid level managers and workers
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usually receive remuneration in wages, salary, commission, tips, piece-rates or pay in
kind. In this research, RMG owners (also directors), directors (but not owners), top
executives (who can make business decisions) were included in the category owner
and senior manager (14% of participants). This is because members of this category
receive profit share and can make business decisions independently of owners, as
noted by the survey participants.
Literacy rate and education statistics
Level of education indicated that 63% workers had completed primary education
(year 5). Some 23% participants had completed their secondary school certificate.
Participants who had completed a university education were 14%, however these
tended to be the owners, senior managers and mid-level managers (table 9.1). Around
97% of survey participants completed the survey by themselves (table 9.1). Therefore
3% received help in completing the survey. The researcher helped them to read, write
or complete the survey.
Income and earnings statistics
Statistics indicate that 30% participants earn Taka 5001 to 10000. They are the helper
(entry position as RMG worker). Another 30% earn 10,001 to 20,000 Taka. This
implies that though per capita income increased, according to the Bangladesh Bureau
of Statistics (2018), the salary of RMG workers is not satisfactory. From this statistic
it can be easily understood that a large number of RMG employees cannot afford to
buy a computer as a computer costs 40,000 Taka.
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RMG category based on employee numbers
The results indicate small RMGs employ subcontractors, typically in the order of 6-15
people. In the survey the CI could not locate any RMG employing less than 5 people.
Most survey participants were from factories employing 51to 250 employees (41%).
Employment status
The survey result suggests RMGs prefer full-time employees. Among the
respondents, 94% actually work as full time employees. The concept of part-time
work or casual work is not convenient for running RMG. This investigation suggests
workers will not work on part-time or casual basis as they require a continuous salary.
Only night guards, security and drivers work on a casual basis.
Following the demographics of the survey participants, I attempted to determine the
obstacles in Bangladeshi RMGs from the business perspectives from these
participants. I also included human perspective problems, hence the following two
sections present data from the perspective of the business and employees.
9.2.1 Obstacles in running RMG business
This section presents the current problems in operating Bangladeshi RMGs (see table
9.2). Along lead time is found to be the major problem in Bangladeshi RMGs. Among
survey participants, 494 respondents selected this as a problem. In this qualitative data
(chapter 8) three participants, owners RMGDIR1, RMGDIR2 and a general manager
RMGGM1 clearly noted the long lead time was a major problem in Bangladeshi
RMGs. This finding coincides with extant studies by Dey & Basak (2017) and
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Nuruzzaman, Haque & Rafiq (2010) that long lead time in producing garments places
Bangladesh behind other garment exporting countries such as India, China, Vietnam
and Sri-Lanka.
Table 9.2: Obstacles in running Bangladeshi RMG

n=531
Number of
Obstacles in running Bangladeshi RMG responses
Long lead time 494
Managers are disconnected when they are not in office 257
Less or no information when managers are not in the office 255
Managers do not get production information until they go to office 195
Communication distance between owners/managers and workers 324
Business process is reduced as information not available 278
Ineffective supply chain because of information shortage 298
Less or no training 387
The second significant obstacle is lack of information availability in RMGs. Lack of
information availability and information access generates a managers‗ disconnectionin
decision making, lack of production information and in effective supply chain
operation, as noted by survey participants. Around 200+ survey participants agreed
with this finding.
Another problem was that workers did not receive enough training; this also supports
these qualitative findings in chapter 8. Studies by Carr, Tenywa & Balasubramanian
(2015), Laverack (2005) and Odero & Chinapah (2016) also aligned with these
findings that quality ICT-based learning can transform and build community
empowerment
PhD Thesis Page 276

9.2.1.1 Employee perspective problems
Survey participants also revealed various disempowerment situations of workers such
as salary discrepancy, age discrepancy (older employees are not preferred), sexual
harassment, misbehavior of line managers etc. (table 9.3). Some interesting social
injustices in Bangladesh - such as no control over salary and more work for female
workers than male workers were also revealed by survey participants. The findings
are supported by Thangaraj, Subramaniyam & Rangasamy (2016). Thangaraj,
Subramaniyam & Rangasamy (2016) also highlighted that workers should be given an
employment offer letter to provide them feelings of being part of the RMG. In turn
RMG workers will be more productive, It is interesting that survey participants
realized that they are deprived of education. When I asked if they get an opportunity
for education, what kind of education would they enroll in? The participants who were
mainly workers, informed that they wanted skill development courses that might offer
them a promotion in their job. Some respondents - those who completed the higher
secondary certificate (HSC) wanted to enroll in a bachelor or masters degree.
Table 9.3: RMG workers' problems n=531
Number of
RMG workers' problems responses
Salary discrepancy 245
Age discrepancy 256
Less or no control over salary 254
Elder employees are forced for early retirement 174
Lack of workers‗ networking 356
Workers are voiceless 254
Deprived of education or skill development 322
Sexual harassment 124
Misbehavior of the line manager 298
More work for female workers 286
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9.2.2 Participants’ mobile phone adoption and usages of
mobile phones
Again, MBIS is an information system delivered via a mobile phone. Therefore,
discussions on mobile phone adoption, network preferences, use of mobile phones and
knowledge of what can be done using mobile phones, are important
considerations in MBIS development.
9.2.2.1 Mobile phone ownership
In this research mobile phone ownership is defined as the participant having a
personal mobile phone he/she could use without problems. In the survey greater than
90% had mobile phones (see table 9.4), which is much higher than home phone
availability and computer ownership in the 4 villages, as informed by local
informants.
Table 9.4:Mobile phone ownership
Status Number Percentage

Mobile phone owner (sole ownership) 471 88.70
Not an owner, but use others mobile phone 41 7.72
Not an owner, but prospective buyer 13 2.45
Cannot afford a mobile phone 4 0.75
Not interested in owning a mobile phone 0 0.00
Other 2 0.38
9.2.2.2 Mobile phone usage
In this study, the mobile phone use by RMG owners and employees is an important
PhD Thesis Page 278
component of the analysis as the data are expected to provide information on the
ability to perform tasks using a mobile phone. The data shows that survey participants
use mobile phones for communication, internet usage, entertainment, shopping and
utility service, communication, entertainment and utility purposes - such as banking,
mobile shopping and paying bills (see table 9.5).
The main use of mobile phones is for voice (99%) and SMS communication
(63%)Among these uses voice communications was for personal (99%) and business
use (31%). Besides voice communication, 63% informed about using SMS to family
and friends. SMS (25%) is also used for business purposes. Typical use of business
SMS-ing consists of owners‗ SMS-ing instructions to managers, lenders‗ SMS-ing for
payment when the borrower does not receive a voice call, and for informal proof of
business transaction by sending SMSs to business partners.
The data suggests there is a growing increment of internet usage using mobile phones.
Some 284 participants used mobile phones for social network usage, 234 participants
used internet browsing and 135 used email. Typical uses for entertainment were
watching TV, YouTube(53%), listening to mp3 songs (45%), listening to radio (24%)
and watching video songs (14%) (table 9.5).
Another significant finding indicates survey participants were already using mobile
phones for transactional services. Around 200 participants informed they use various
MBIS based transactional services, such as banking, mobile shopping, paying
electricity bills, transferring money and paying water bills (table 5.10). Participants
also purchased songs and music, ringtones and wallpaper using mobile phones.
However, these findings are important as all experiences of transactional services
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using a mobile phone will impact positively in adopting MBIS by the research
participants.
Table 9.5: Use of mobile phone among survey participants
Use Number Percentage

Communication Phone call for personal use 526 99
Phone call for business use 166 31
SMS for personal use 334 63
SMS for business use 135 25
Internet usage Emails 135 25
Internet browsing 234 44
Social network use 284 53
Entertainment Watch TV YouTube 284 53
Listen mp3 238 45
Listen Radio 127 24
Video Songs 76 14
Shopping Buy songs and music 143 27
Buy ringtone 84 16
Buy wallpaper 58 11
Utility Service Banking 234 44
Mobile shopping 235 44
Pay electricity bill 198 37
Transfer money using a mobile phone 195 37
Pay water bill 231 44
9.2.2.3 Knowledge on the mobile phones among survey
participants
Survey participants were asked to measure their knowledge of operating mobile
phones. Knowledge of mobile phone operation by RMG owners, manager and
employees was realised by their ability to read/write SMSs, check their mobile phone
balance and their ability to top-up pre-paid credit vouchers. It is exciting that 54% of
PhD Thesis Page 280
survey participants possessed excellent knowledge of mobile phone operation.
Table 9.6: Perception of knowledge of mobile phone uses
Knowledge of Mobile Phone

Frequency Percent Valid Percent Cumulative Percent
Unsure 63 11.9 11.9 11.9
Poor 101 19.0 19.0 30.9
Fair 32 6.0 6.0 36.9
Good 39 7.3 7.3 44.3
Excellent 287 54.0 54.0 100.0
Total 531 100.0
The survey revealed greater than60% participants‗ perceptions of mobile phone
knowledge was excellent is exciting for RMGs wishing to provide MBIS service.
Moreover the statistics show that more than 63% of survey participants can read/write
SMSs, 92% can check balances and recharge pre-paid vouchers (table 9.7).
Table 9.7:Knowledge on mobile phones among participants
Frequency Percentage
Yes 334 63
Ability to SMS
No 197 37
Yes 489 92
Ability to balance checks
No 42 8
Yes 489 92
Ability to recharge pre-paid cards
No 42 8
9.2.3 Participants’ knowledge, opinions and intention to use
MBIS service
This section presents the survey participants' knowledge and views on MBIS.
PhD Thesis Page 281

9.2.3.1 RMG owners, manager and employees’ view of MBIS
benefits
It is encouraging that survey participants realised that MBIS will benefit the RMG
business and workers. Most survey participants identified significant implications of
MBIS use (table 9.8).
Table 9.8: MBIS benefits and advantages for RMGs
Benefits of MBIS for RMGs Number Percentage

Connectedness with managers 421 79
Increased business process 365 69
Support in effective supply chain 245 46
Access RMG company websites 256 48
Access government websites 256 48
Communicate with RMGs managers anonymously 310 58
Forum to exchange views 233 44
Enrol in an online course 323 61
Update skills through short courses 323 61
Prefer to see pay slips 453 85
Access government policies regarding RMG 453 85
Prefer to get company notifications 122 23
Prefer to see job schedule 70 13
Prefer to view the design 53 10
Prefer to compare rates of suppliers 42 8
Prefer to govern OHS 42 8
Prefer to view the production status 46 9
Prefer to view stock status 48 9
Prefer to conduct online meeting 68 13
RMG owners, manager and employees reported several benefits of using MBIS.
Interestingly the advantages aligned with the findings of MBIS affordances in the
qualitative phase
The main advantage of MBIS was identified as the connectedness in RMGs using
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MBIS. Among survey participants, 421 participants suggestedowners, managers and
employees would be able to contactmanagers. Afterthis, 365 participants
suggestedbusiness processescouldbe improved using MBIS. Regarding the managerial
implications of MBIS, survey participants preferred to view the design (N=53),
compare rates of suppliers (N=42), govern OHS (N=42), view production
status(N=46), view stock status (N=48) and conduct online meetings (N=68). As there
are discrepancies, harassment and misbehavior, 310 participants indicated they
wouldcommunicate with RMGs managers anonymously. Realising salary
discrepancies, 453 participants wanted a facility to view their payslips. It was also
important that RMG employees expressed an interest in accessing RMG company
websites (N=256), government websites (N=256) and accessing government policies
regarding RMG (N=453).
9.2.3.2 Concern and barriers in using MBIS
The survey participants expressed several concerns regarding MBIS (table 9.9). Their
concerns were categorised into social, mobile phone related, cost, cognitive and
knowledge related.
Among survey participants, 215 participants informed that their phone was somehow
shared by family members. In some case there is duel ownership. Hence, there is
concern if the phone will be available for MBIS use. Cost of the MBIS service is
another concern. As MBIS is based on internet service or SMS, participants‗
suggested that cost will be negative factors in adopting the service. Some
psychological factors such as fear of losing personal information, lack of trust on
PhD Thesis Page 283

MBIS and fear of arising unnecessary complication also represent the concerns of
participants. Barriers such as lack of reading and writing in English, inability to read
and write SMSs, lack of prior experience of MBIS use and poor experience of ICT are
also concerns of prospective MBIS users in Bangladeshi RMGs. Mobile phone
barriers, such as small keyboards (n=180), small screens (n=89), unsuitable mobile
phones for internet use (n=79) were also reported.
Table 9.9: Barriers in MBIS adoption
n=531
Category Concerns Sum
Social Shared phone 215
Mobile phone related The phone does not have an internet connection 79
Small screen of mobile phone 89
The key pad is inconvenient 180
Cost Cost of internet connection for MBIS 355
Cost of SMS for MBIS service 355
Cognitive Fear of losing personal information 355
Trust on MBIS 112
Unnecessary complication may arise 74
Knowledge related Lack of reading and writing in English 531
Inability to read and write SMS 35
No Prior experience of MBIS use 355
Poor experience of ICT 355
Others concern of MBIS 48
9.2.3.3 Intention to use MBIS service
Among the 531 survey participants 85% (n=450) expressed they will use MBIS when
the service will is available. Another 12% (n=66) were indecisive (see table 9.10).
However, only 2% (n=11) had no intention to use MBIS. This further investigation
(through questioning why they have no intention) revealed participants who had no
mobile phones had very poor reading and writing ability. Mature-aged RMG workers
PhD Thesis Page 284
were found to have no-intention to use MBIS. The findings of intention to use MBIS
service result is significant; this is promising as the result of this thesis is much more
positive than another MBIS survey research by Ahad et al. (2012). A previous survey
by Ahad et al. (2012) found that 63% small and business owners, managers and
employees expressed a desire to adopt MBIS (mobile banking). Even the percentages
of no intention category participant are decreasing, which is a promising for MBIS
implementation in Bangladesh.
Table 9.10: Participants’ intention to adopt MBIS
Number Percentage
Intention to adopt Yes, I will adopt the
450 85.4%
MBIS when available service
Unsure 66 12.5%
No intention 11 2.1%
Previous sections were descriptive statistics of survey participants‗ demographics,
current challenges in Bangladeshi RMGs and mobile phone related statistics. As I
attempted to identify the DOI factors and demographic variables impacting intention
to use MBIS, the next sections I will test this hypothesis presented in chapter 5.
9.3 Hypothesis testing
In this study the hypothesis of DOI attributes and demographic factors impacting on
intention to adopt MBIS was tested using Multinominal Logistic Regression (MLR).
As the dependent variable intention to adopt MBIS is a trichotomous variable
(intentional, indecisive and no-intention), MLR is a statistical technique that can be
applied in this situation (Hosmer Jr., Stanley & Rodney, 2013). Mathematically, MNL
PhD Thesis Page 285
analysis estimates the log-odds ratio to compare levels of the criterion variable.
The Model Fitting Information (table shows various indices for assessing the null
model and the final model includes all the predictors and the intercept (sometimes
called the full model).The presence of a relationship between dependent and
independent factors is based on the statistical significance of the chi-square of the
Model Fitting Information. Both the AIC and the BIC are information theory based
model fit statistics. Lower values indicate better model fit and both can be below zero
(i.e. larger negative values indicate better fit). In this analysis (table 9.11), the
distribution reveals the probability of the model chi-square (341.153) was 0.000, less
than the level of significance of 0.05 (i.e. p<0.05). This indicates this full model
predicts significantly better or more accurately, than the null model. Thus the result
suggests a statistically significant relationship between independent factors and the
dependent variable.
Table 9.11:MBIS variables testing using MLR
Model Model Fitting Criteria Likelihood Ratio Tests
-2 Log
AIC BIC Likelihood Chi-Square df Sig.
Intercept Only 501.477 509.996 497.477
387.381 625.918 275.381 222.096 54 0.000
Thus the result likelihood ratio tests suggest a statistically significant relationship
between independent factors, relative advantages (p=0. 000<0.05), cost (p=0.
000<0.05) and age (p=0. 000<0.05) and the dependent variable (table9.12).
Table 9.12:Predictors’ Unique Contributions in the Multinomial Logistic Regression
PhD Thesis Page 286

Likelihood Ratio Tests

DOI factors Factors Chi-Square df Sig.
Relative Advantages 37.454 2 .000
Compatibility .175 2 .916
Triability .531 2 .767
Ease of use 6.336 2 .042
Observability 3.742 2 .154
Cost 18.003 2 .000
Demographic Gender .360 2 .835
Factors Age 83.222 10 .000
Profession 22.031 8 .005
Employment status 2.025 10 .996
Number of employees In RMG 9.628 4 .047
Participants‗ Level of education .147 2 .929
Monthly Personal income .872 4 .929
The classification table (table 9.13) shows how well this full model correctly
classifies cases. A perfect model would show only values on the diagonal - correctly
classifying all cases. Adding across the rows represents the number of cases in each
category in the actual data and adding down the columns represents the number of
cases in each category as classified by the full model. The key piece of information is
the overall percentage in the lower right corner which shows this model (with all
predictors & the constant) which is 95.6% accurate.
Table 9.13:MBIS Intention to use classification table
Yes I will adopt

the service Unsure No intention Percent Correct
Yes, I will adopt the service 427 19 0 95.7%
Unsure 0 62 4 93.9%
No intention 0 0 11 100.0%
Overall Percentage 81.6% 15.5% 2.9% 95.6%
9.3.1 Evaluation of the model
To assess the soundness and the effectiveness of the model the researcher conducted
PhD Thesis Page 287

an overall model evaluation, a statistical test of individual predictors and goodness of
fit statistics. The details are as below:
9.3.1.1 Overall model evaluation:
A logistic regression model is expected to provide a better fit to the data if it improves
over the intercept-only model. Intercept-only model is also called null model having
no predictors. The intercept-only model serves as a good baseline and it contains no
predictors (Peng et al., 2002). In this research the likelihood ratio chi-square of 66.974
with a p-value<0.000 indicates the model as a whole fits significantly better than an
empty model (model with no predictors).
9.3.1.2 Goodness of Fit
Goodness of fit statistics assesses the fit of a logistic model against the actual outcome
(Peng et al., 2002). In this study the goodness of fit is measured by one inferential and
two descriptive measures. In this MLR, this analysis indicates high R-square and low
p-value. This means the model explains a lot of variation within the data and is
significant (best scenario) (researchgate, 2019). Usually the larger the R2, the better
the regression model fits the observations.
To assess the goodness of fit (table 9.14) of all variables in the model, Pearson chi-
square was obtained. The Pearson chi - square is significant as up<0.000.The pseudo
R-square statistics were measured by Cox & Snell, and Negelkerke. Cox & Snell is
0.346 and Negelkerke R is 0.562 (table 9.15). The number indicates a modest
PhD Thesis Page 288

improvement in fit over the baseline model.
Table 9.14:Goodnessof fit Table 9.15: Pseudo R-Square

Goodness-of-Fit Pseudo R-Square
Chi-Square df Sig. Cox and Snell 0.346
Pearson 200927572896596.160 336 .000 Nagelkerke 0.562
Deviance 272.608 336 .995 McFadden 0.444
9.4 Final micro-level customer MBIS adoption
model
The survey revealed the relative advantages of MBIS, cost and age of the
user‗s influence on intention to use MBIS.
Figure 9.1: Micro-level customer factors based on the survey
PhD Thesis Page 289

Chapter 10
Discussions and Implications
This chapter contains the discussions and implications of the qualitative data
collected (interviews & focus groups) and quantitative (survey) phase. The chapter
has 2 sections. The first section discusses interview and focus group results from
RMG workers, supervisors, managers, owners, IT experts, MTO experts and
researchers. In the second section the discussions proceed to the quantitative data
collected from the survey. The research questions are answered based on the
discussions. Finally, the findings are incorporated to develop an MBIS framework for
Bangladeshi RMGs.
10.1 Introduction
In this chapter I present the results of data analysis of the interviews, focus groups and
survey with the RMG workers, supervisors, managers and owners, IT experts, MTO
experts and researchers. The discussions evolve around the research questions
presented in chapter 3. With the synthesis of previous literature and the data analysis
of this research, this chapter answers the research questions of the thesis. Finally, the
answers are incorporated to develop an MBIS framework that includes all possible
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MBIS affordances, empowerment components and process and micro-level customer
perspective factors and macro-level MBIS adoption factors. The MBIS framework
presented provides a holistic view of MBIS instead of a snapshot of MBIS. I will
present this discussion based on the research questions of the thesis. The first one
starts with the RQ1:
10.2 RQ1: Role of MBIS affordance
The first RQ of the thesis was:
RQ1. What MBIS affordances can be implicated in the RMG business in

Bangladesh?
The findings based on the the interview participants and the focus group study
revealed that MBIS offers twelve (12) affordances- Communication, Connectedness,
Reduced lead time, Mobility, Agility, Coordination, Improved BP & decision making,
Collaborative working, Goodwill development, Reduction of process loss, Inventory
management and Good governance (see figure 10.1). The affordances found in the
thesis impact on people (RMG employees), process, culture and technology. This
section presents the discussion concerning how identified MBIS affordances are
justified in contemporary literature.
In addition to identifying MBIS affordances, careful considerations were given to
examine the impacts in the RMGs. The interview participants‗ propositions on how
different affordances impacts on RMG business are presented in table 10.1.
PhD Thesis Page 291

Figure 10.1:Identified MBIS affordances
10.2.1 MBIS affordance of communication
The interview participants and focus group members noted communication with
stakeholders using MBIS was very important for RMG businesses. The findings
suggest the affordance of voice communication fulfills the basic need of oral
communication in the RMG. Usually RMGs are a labor-intensive industry; therefore it
is essential the work force communicates well. For example, as noted by
participants, RMG owners can communicate with the workers directly using MBIS-
based announcements. Currently, the process works by issuing an office circular from
head office, which then goes to the supervisor‗s office to pass on to workers.
However, by using MBIS owners/managers can communicate with the workers
directly. Similarly, workers can connect to the managers.
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Our findings that MBIS‘s affordance of communication supports Birt, & Cowling
(2018), Tang & Hew (2017) and Wyche, Simiyu & Othieno (2019) that mobile
phone ownership and communication throughout developing world improves long-
standing socioeconomic problems of communication. in the ―developing world‖. For
example our findings that RMG workers oppurtunity to communicate with RMG
managers, owners or other workers extends the findings, for example, using short
message service (SMS) to support maternal care (Perrier et al., 2015), to send farmers
crop price information (Wyche & Steinfield, 2016), and to provide people with
opportunities to earn money (Eagle, 2009) (Wyche, Simiyu & Othieno (2019).
In addition, these survey results (chapter 9, table 9.8) also supports that more than
40% of survey participants‗ perceptions that MBIS deployment can facilitate
communication with the RMG organization, top managers and co-workers. Accessing
RMG company websites, government websites, communicating with RMGs managers
anonymously and via a forum to exchange views, implies a better enabling affordance
of communication. This finding of communication supports Akter et al. (2017) who
advocate building communication between managers and subordinates to improve the
relationship with employees which impacts on production. Moreover, communication
affordance using voice conversation and SMS directly supports an interface between
top managers and workers to facilitate business (Hellström, 2011;Ojo et al., 2013).
However, further synchronized communication methods are required, particularly in
situations where communication or discussion is based on related business data.
10.2.2 Connectedness
This study established that MBIS has a profound affordance in creating connectedness
PhD Thesis Page 293
using ubiquitous communication and location aware services. MBIS has built in GPS,
sensors and audio-visual functionalities. This property of mobile phones provides an
enhanced means of connectedness. For example, mobile GPS allows a RMG
owner/manager to connect to a garments truck driver. This affordance is important as
not all RMG stakeholders (such as sub-contracted tailors, dying houses, and garment
accessory suppliers) can afford to buy computers, due to their expense. Lin (2017) has
a similar view and suggested mobile technology enables businesses to provide
ubiquitous services for customers to maintain sustainable competitive advantages.
This service is appropriate for small enterprises because of cost effectiveness. Earlier,
Neuhofer, Buhalis & Ladkin (2015) also suggested connectedness and interaction
using ubiquitous services, enhanced sustainability of the business.
Recently, Kukulska Hulme, & Lee (2019) support our findinds of connectdness using
MBIS as MBIS beyond the boundaries of the real world connects to virtual world .
Kukulska Hulme, & Lee (2019) approaches to mobile learning allow participants to
connect to the classroom operates along an informal–formal continuum, and therefore
suggest how teachers can better support learners to enable them to learn from their
everyday social and cultural experiences out in the world.
The data in this research suggest connectedness of MBIS will increase coordination of
work. The interview participants noted MBIS allows managers to communicate with
stakeholders, which increases their coordination in running the business (see some
comments of the interviewees in table 10.1).
The survey respondents even considered connectedness as the main benefit of MBIS.
Among survey participants, around 70% suggested connectedness with managers and
PhD Thesis Page 294

improved business processes are areas MBIS helps to change, resulting in strategic
and operational flexibility, operational productivity and cost efficiencies.
Table 10.1:Identified relationships between data, emerged theme (connectedness) and
associations/impact
nVIVOCoding Theme Association RMG Success

See chapter 6 (MBI type factor
S
Mobile phone has improved this Connectedness
affordance) Improved Communication
communication in the RMG
As I will be able to see where is Connectedness Provides Location aware
the truck when I need to know service
Knowing the location of the Connectedness Access to Location aware
goods is very important information services
improvement in RMG by
introducing MBIS.
I can coordinate jobs without Connectedness Contribute Coordination
visiting them
Interestingly, the impact of improved communication on coordination was also
reported by Rathore & Ilavarasan (2014), who reported better communication had
improved coordination in supply chains. A recent study by Tai et al. (2016) also
suggested construction of a mobile business application system for ERP will improve
the selling process in an enterprise. The latest mobile phones are equipped with a
myriad of sensors, cameras and microphones. This feature of mobile phones can also
assist RMGs offer location-aware services to improve the supply chain, reduce
process loss and help with inventory management.
10.2.3 MBIS’ contribution to a reduction in product lead
times
To remind the reader, the survey was conducted with RMG owners, managers,
PhD Thesis Page 295

employees and government officers – some 494 participants out of 531 (chapter 9,
table 9.2), noted that long lead time of RMGs was the main problem. The unusually
long lead times to produce finished goods places Bangladesh behind other RMG
supplier countries (Dey & Basak, 2017). One underlying cause of long lead times is
poor IT to support RMG business functions (Nuruzzaman, 2007; Nuruzzaman et al.,
2010).
However the finding suggests that implementation of MBIS in garment
production can reduce long lead times through managerial intervention, inventory
management and supply chain control (see chapter 7 for further details). In
Bangladesh, the RMG industry needs to increase competitiveness by reducing lead
times and increasing productivity through an efficient supply chain (Duren, Martin &
Westgren, 1991; Nuruzzaman, 2007, 2008; Haider, 2007). Owners or senior managers
deal with governments, financial matters and negotiations with clients or buying
houses. Due to their typically externally focused responsibilities, they are
sometimes‗in the dark‗ about the status of production (e.g. how many days of lead
time remain). However, MBIS can inform them if they need to speed up production or
if the production delivery deadline is close.
The affordance of MBIS of reducing product lead times is a very context specific
novel benefit for Bangladeshi RMGs. Though rarely reported in previous studies, this
affordance can be crucial for countries struggling with long lead times to deliver
finished goods. Even other related manufacturing industries can control their
production timeline using features installed in MBIS.
PhD Thesis Page 296

10.2.4 Mobility
Participants noted MBIS was expected to provide improved interaction and increased
individual, team and organizational productivity while employees are mobile and/or
geographically distributed. This finding is consistent with Cousins and Robey‗s
(2015) study exploring the role mobile technologies play in mobile workers‗ efforts to
manage the boundaries between work and non-work domains. Using MBIS, owners,
managers and employees can share information with a mobile and distributed
workforce. The MBIS, as suggested by interviewees will break down boundaries, such
as team-level barriers or organizational boundaries.This mobility affordance also
underpins the concepts of improved decision-making and faster business processes, as
managers will convert the dead time (time that is un-utilized) into useful activities.
The Bangladeshi RMG business consists of suppliers, manufacturing units and
contracted workers (see chapter 2 for more details). RMG owners and managers, those
with decision making ability, are sometimes disconnected when they are out of the
office or away from their desk to accomplish tasks such as visiting factories, meeting
clients or travelling. Their disconnectness from the office impacts on the decision-
making capabilities and slows the business process. Certain business operations of
RMGs, such as accessory supply or coloring of fabrics are usually outsourced to other
small businesses. It is therefore important RMG businesses have an effective,
coordinated system in place with managers on the move and with other outsourced
small businesses. Some of the codes/comments are presented in table 10.2.
PhD Thesis Page 297

Table 10.2:Identified relationships between mobility and RMG capability constructs
nVIVOCoding MBI Association RMG Success

see chapter 6 S type factor
As I will be able to see where is the Mobility
affordance Provides Location aware
truck when I need to know service
Knowing the location of the goods is Mobility Provides Location aware
very important improvement in RMG by service
introducing MBIS.
I can coordinate jobs without visiting Mobility Improves Coordination
Them
In this study I found MBIS may increase individual, team and organization
productivity by enabling work while employees are mobile and/or geographically
distributed. The finding is consistent with Cousins and Robey‗s (2015) study
exploring the role mobile technologies play in mobile workers‗ efforts to manage the
boundaries between work and non-work domains. However, while the study had a
sample of mobile workers from different sectors such as training and IT, this
research concentrated only a particular organization, namely RMGs. The findings here
are expected to be richer and provide a greater depth of understanding regarding
mobile service affordances.
10.2.5 Agility
Also noted through interviews was that the RMG sector appeared to be a challenging
and competitive sector. Development of other nations‗ RMGs has put pressure on
Bangladeshi RMGs in the global marketplace and it is therefore important to respond
to a buyer promptly. It is expected RMG business processes respond to the needs of
buyer speedily without compromising quality and obviously at lowest possible cost.
The discovery of the importance of agility of RMG factories as a significant success
PhD Thesis Page 298

factor in today‗s competitive global RMG market, affirms the study by Subramaniya,
Dev & Senthil Kumar (2017). However, Bangladeshi RMG researchers such as Alam
& Natsuda (2016) and Haque et al. (2011) criticized Bangladeshi RMGs for lack of
agility in the RMG supply chain.
The notion of MBIS‗ information anytime and anywhere, points to an extant view of
agile work processes that can respond dynamically to business processing needs. The
outcomes here clearly demonstrate the use of MBIS allows RMG owners and
managers to improve work processes. The affordance of ‗agility‗ allows RMG
owners and managers to overcome typical contextual logistic and business factors and
potentially contribute to the challenge of production through improved business
processes. Moreover buyer‗s instructions, demands and requisite can be incorporated
in MBIS, allowing owners and managers to better serve to the buyers, and in turn
goodwill of the will factory increase. This study highlights that MBIS has a major
positive impact upon the conduct of business agility improvements. RMGs
implementing MBIS can capitalize on benefits such as owners or managers being
contactable for business decisions or managers being reachable to communicate
anytime regardless of their location, while factories can adjust amendments of
managers as they have access to management information as well. Some of the
comments regarding how agility of RMGs can be improved are presented in table
10.3.
The comments above indicate MBIS has a profound affordance in creating
connectedness using location aware services. Lin (2017) had a similar view and
suggested mobile technology enables businesses to provide ubiquitous services for
customers to maintain sustainable competitive advantages. This service is appropriate
PhD Thesis Page 299

for small enterprises because of cost effectiveness. Earlier Neuhofer, Buhalis &
Ladkin (2015) also suggested communication and interaction using ubiquitous
services enhanced the sustainability of the business.
Table 10.3: Identified relationships between Agility and RMG Capability Constructs
nVIVO coding (see chapter 6) MBI Association RMG Success

S type factor
All employees will be connected to the Agility
affordance Connects Coordination
system, I can coordinate jobs without
visiting them
If orders are uploaded to the database, Agility Collaborative Collaborative
directors can make their comments or working working
decision if the order will be accepted by
the company or not.
Mobile based system will help us to be Agility Reachability
….call us any time the office needs. This
will improve business process
10.2.6 Coordination
The impact of improved coordination was also reported by Rathore & Ilavarasan
(2014) who reported better communication had improved coordination in supply
chains. A recent study by Tai et al. (2016) also suggested construction of a mobile
business application system for ERP improved the selling process in an enterprise.
The latest mobile phones are equipped with a myriad of sensors, cameras and
microphones; this feature of mobile phones can also assist RMGs offer location-aware
services, improving the supply chain, reducing process loss and helping with
inventory management.
PhD Thesis Page 300

10.2.7 Improved business process and decision making
ability
Enhanced communication and information flow enhances collaboration among
stakeholders, which is crucial in production management. This finding is also
supported by Ratajczak et al. (2017), who noted the importance of mobile applications
for collaborative scheduling and monitoring of construction works. The significance
of collaborative work has also been widely acknowledged by recent management
studies. Recent internet-based technologies, social networking tools and mobile
technologies allow businesses and consumers to connect, interact and create
experiences on an unprecedented scale. Particularly enforced by the new collaborative
dimensions of technologies, the market place has undergone a shift toward consumers
gaining increasing power and control (Alt and Klein, 2011). The opportunity to work
collaboratively using mobile based systems was demonstrated by Neuhofer, Buhalis,
Ladkin (2015). Their study highlighted how smart technologies such as tourist
applications, as an MBIS, produced two distinct affordances: personalized tourism
experiences and a collaborative platform with other tourists.
10.2.8 Collaborative working
The participants noted MBIS was expected to provide a collaborative working
environment due to its affordance of mobility. Using MBIS, owners, managers and
employees can share information with the mobile and distributed workforce. The
MBIS as suggested by the interview and focus group participants, will break
down boundaries such as team-level barriers or organizational boundaries, and while
PhD Thesis Page 301

still enabling HR or managers to coordinate collaborative work.
10.2.9 MBIS contribution in reduction of process loss
MBIS can contribute to a reduction in process loss through managerial/owner control.
Process loss means loss of fabrics that cannot be converted into garments. A cutting
master (the person in charge of cutting fabrics for further processing such as sewing)
identified manual processes, human error and corruption for losses.
10.2.10 Inventory management
Keeping accurate raw materials inventory is critical for smooth garment production
for an RMG. Inaccurate inventory management can result in increasing lead times.
However, this study finds that MBIS can assist the RMG owners/mangers in
inventory control and inventory management. These findings support Abdullah, Xiang
& Abdullah (2018), Hickset al. (2017) and Parachaet al.(2017 )who suggest inventory
management systems using mobile application can lead to increased business profits.
10.2.11 MBIS for good governance
The interviewees suggested corporate governance as an affordance of MBIS can
address recognized management issues. MBIS offers the affordance of corporate
governance that can reduce process loss, decrease operational costs, decrease lead
times and increase OHS and compliance monitoring. The concept of governance also
increases the goodwill of the RMG. The affordance of governance increases top
management‗s capability through the connection between strategy and operational
PhD Thesis Page 302

processes - a prerequisite for successful implementation of that strategy (Balzert et al.,
2012).The findings that corporate governance of RMG possibly decreases operating
costs or increases profit, is also empirically supported in studies by Ararat, Black, &
Yurtoglu (2017). The studies reported that corporate governance practices of firms
increase a RMGs value and profitability.
Table 10.4: Identified relationships between Governance and RMG Capability
Constructs
nVIVO coding(see chapter 6) MBIS Association RMG success

affordance type factor
I can use them to take a photo of the fire Governance Facilitate Compliance
safety equipment in the factory and store monitoring
in a central database. This whole process
of taking photo and storing in database
for compliance should not be as hard as
to be completed in a computer.
I can post these trainings or videos to Governance Enable OHS
this system of mobile. Users will have an monitoring
opportunity to see over and over. Floor
supervisors can have a job that he will be
uploading images of fire preventive
extinguisher. There are more maybe I
can think of. The video conference, text
message or mobile based announcement
can increase OHS awareness
MBIS can increase workplace OHS and the general situation of workers through
monitoring and providing health and safety information. MBIS being built on
cloud based technology, can streamline health and safety data collection processes for
the receiving and storing of information. Various added features in modern computers
such as video conferencing can be used for OHS awareness. Prior studies have also
suggested mobile phones for good governance (Aker & Mbiti, 2010; Hellström, 2011;
Ojo et al., 2013). Some of the comments pertaining to how MBIS can be used to
govern factories, are presented in table 10.4.
PhD Thesis Page 303

MBIS being built as it is on cloud-based technology can streamline health and
safety data collection processes by receiving and storing information. Various added
features such as video conferencing using MBIS can be used for OHS awareness. This
finding is supported by Aker & Mbiti (2010), Hellström (2011) and Ojo et al.(2013),
that MBIS can increase workplace OHS of workers through monitoring and providing
health and safety information.
Finally, an affordance framework is presented in figure 10.2, based on Pozzi, Pigni &
Vitari (2014) to provide a comprehensive knowledge on MBIS affordances for
Bangladeshi RMG.
Figure 10.2: MBIS affordances framework for Bangladeshi RMGs adapted from
(Pozzi et al., 2014)
10.3 RQ2: Role of MBIS in empowerment in the
context of RMG domains
The results of this research are aligned with and further contribute to the body of
PhD Thesis Page 304

knowledge for empowerment on behalf of the marginalized in society using
technological implementation (Ajumobi & Kyobe, 2017; Fortunati, 2014; Grindrod,
2016). The findings of empowerment variables, empowerment processes and
outcomes using MBIS for Bangladeshi RMGs are presented in figure 10.3.
Figure 10.3: Empowerment framework for RMG workers using MBIS
PhD Thesis Page 305

10.3.1 Discussions on Identified empowerment component in
this study
In the following sections, I discuss the empowerment components found in this study:
10.3.1.1 Access to information
The finding of the thesis that MBIS-based access to information empower individuals,
complements prior research (Ajumobi & Kyobe, 2017; Garcia et al., 2014; Grindrod,
2016; Rashid et al., 2016; Ruiz-Fernández, Marcos-Jorquera et al., 2017). This study
finds access to information for RMG workers consisted of several empowering
processes - communication, reading and learning employment regulations and access
to health and safety information. Prior studies also established there is a positive
correlation between employee empowerment and communication and information
flow (Shedid & Russell, 2017). This study reveals MBIS can at the same time
empower top managers and owners - a finding supported by Doll & Deng (2010),
Kim & Gupta (2014), Tan et al. (2016) and Kang et al. (2016). Kim & Gupta (2014)
suggested information systems should be implemented supporting users' everyday life
at work. However, the top RMG managers‗ work-life requires access to information at
any moment which MBIS offers. Using MBIS, workers can know their abilities and
take necessary training and education to improve their capacities. Arnold et al. (2017),
Mouza & Barrett-Greenly (2015) and Odero & Chinapah (2016) likewise advocate
mobile based learning for empowerment.
PhD Thesis Page 306

10.3.1.1.1 Empowering owners/manager by facilitating communication

within RMG organization
The finding of MBIS enabled empowerment through establishing communication
between stakeholders involved, is supported by Doll & Deng (2010), Kim & Gupta
(2014), Tan et al. (2016) and Kang et al. (2016). This finding suggests MBIS will
provide information to RMG owners and managers on demand. A manager is
empowered when he has necessary information for buyers, suppliers or stakeholders -
these empowerments will assist satisfying customers. A similar study by Hsieh et al.
(2018) also reported empowerment as a driver in satisfying customers. Kim & Gupta
(2014) suggested information systems should be implemented supporting users'
everyday life at work. This implies the RMG top managers‗ work life requires access
to information at any moment which MBIS can offer. Lin (2017) had a similar view
and suggested MBIS enables businesses to provide ubiquitous services for customers
to maintain sustainable competitive advantages. This service is appropriate for small
enterprises because of cost effectiveness. Earlier Neuhofer, Buhalis & Ladkin (2015)
also suggested communication and interaction using ubiquitous services enhanced
sustainability of the business.
10.3.1.1.2 Empowering workers through communication with RMG
authorities and colleagues
Prior studies also established there is a positive relationship between employee
empowerment and communication and information flow (Shedid & Russell, 2017).
Another recent study by Ajumobi & Kyobe (2017) also suggests mobile technology
improves communication led by creating social networks resulting in productivity and

PhD Thesis Page 307
innovation. Mathur & Popl (2017), Zainal et al. (2016) and Huq (2016) also noted
avenues available through using SMS, chat and forum posts can empower users and
citizens. Previous studies report that in developing countries where computers are
costly, mobile phones can offer services using such forms of communications
(Macharia, 2016).
10.3.1.1.3 Read and learn national/RMG employee rules &

regulations
The findings also noted that RMG workers should be informed about rules and
regulations, such as the need to have employee contracts and itemized wage-
slips(Burgess& Connell, 2006; Thangaraj, Subramaniyam & Rangasamy, 2016;
Zarandi, 2012). Thangaraj, Subramaniyam & Rangasamy (2016) stressed that workers
are not aware usually about the rules and their rights, however RMGs should have
provision to inform workers, something MBIS can afford.
10.3.1.1.4 Empowering through providing access to health and safety

features
The findings imply MBIS can empower workers by providing access to OHS
information and complements Aker & Mbiti (2010), Hellström (2011) and Ojo et al.
(2013) that suggest using MBIS in the workplace to empower workers. MBIS being
built on cloud based technology can streamline health and safety data collection
processes through receiving and storing information. Features such as video
conferencing, can be used to empower workers as well.
PhD Thesis Page 308

10.3.1.2 Competency
The time savings aspect using MBIS found in this study is also acknowledged by
Zarbo et al. (2017).The findings here suggest that self-efficacy is important in
empowerment (Hu et al., 2003; Shank & Cotton, 2014; Laschinger et al., 2014; Yang
et al., 2013). The data collected in this thesis suggested several avenues of MBIS-
based opportunities for efficacy experiences for RMG workers; this affirms the
findings by Gatti et al. (2017) and Shank & Cotton (2014) that mobile use influences
efficacy and enhances life activities of individuals‗ and their wellbeing.
This finding of work stress and pressure in the RMG is supported by Mariani (2013).
In this situation, MBIS features such as forum, group chat and discussion with co-
workers and managers can help reduce mental stress. Using MBIS, workers can enlist
professional help from friends and development NGOs. MBIS can enhance their
social networks which in turn empower individuals - a similar finding to Hill et al.
(2015).
MBIS is an opportunity for self-managed and self-regulated education, as professional
development initiatives. However, research findings suggest RMGs, NGOs and other
development agencies need to come forward in developing the educational content for
RMG workers. I also found a good number of workers are from villages and might
find it hard to locate suitable or required courses. Studies by Carr, Tenywa &
Balasubramanian (2015); Laverack (2005); Odero & Chinapah (2016) also aligned
with findings that quality ICT-based learning can transform and build community
empowerment. This study reveals RMG workers can develop self-determination with
the support of MBIS implementation.
PhD Thesis Page 309

This data of this study suggests self-determination is an important construct for
empowering RMG worker. The findings suggest several important self-determination
components of empowerment advance the lives of RMG workers toward greater
autonomy and against social hurdles. Furthermore, the finding provides insight into
how MBIS promotes self-determination among RMG workers. Higher education and
better labor skills play a fundamental role in the garment sector, mostly with regard to
the long-term development of the industry (Mariani, 2013). Pacheco, Lips &
Yoong (2017) also explored that ICT-enabled self-determination for disabled young
people. Pacheco, Lips & Yoong (2017) study‘s findings that collaborative ICT-
based services develop self-determination, is validated by the research here. Self-
determination theory suggests two main approaches for human development; firstly
autonomy theory viewed as an enabler, in that individuals are empowered, and
secondly, motivational theory that suggests individuals are motivated to expand their
capabilities of autonomy and competence for optimal functioning when they have an
opportunity. The findings of this study suggest MBIS can develop both approaches of
human development through using MBIS. Using MBIS, RMG workers indicated they
were determined to have increased personal and economic development, greater
career security, better control of their money and a more secure future, suggesting
possible internal strengths and a strong locus of control with an increased sense of
resilience and self-determination.
High levels of empowerment in a job suggest an individual has more control and
influence over what happens in the organization. Employees who find the job
meaningful will contribute to organizational development, which is consistent with
previous studies linking empowerment with organizational commitment (Dickson &
PhD Thesis Page 310

Lorenz, 2009; Ugwu et al., 2014). These studies suggest if an employee find meaning
in their job - there is an increase in psychological empowerment (Kumar & Moorthy,
2015).
10.3.1.3 Self determination
This data collected in this thesis suggest self-determination is an important construct
for empowering RMG workers. The finding suggests several important self-
determination components of empowerment that advances the lives of RMG workers
toward greater autonomy and against social hurdles. Furthermore, these findings
provide insight into how MBIS promotes self-determination among RMG workers.
Higher education and labor skills, play a fundamental role in the garment industry,
mostly in terms of long-term development of the industry (Mariani, 2013). Pacheco,
Lips & Yoong (2017) explored ICT-enabled self-determination for disabled young
people. Their finding that collaborative opportunity of ICT based services, develops
self-determination is validated by the research here. Self-determination theory
suggests two main approaches for human development; firstly autonomy theory
viewed as an enabler in that individuals is empowered; and secondly motivational
theory that suggests individuals are motivated to expand their capabilities of
autonomy and competence for optimal functioning when they have an opportunity.
The findings of this study suggest MBIS can develop both approaches of human
development through using MBIS. RMG workers using MBIS indicated they were
determined to have increased personal and economic development, greater career
security, better control of their money and a more secure future, suggesting possible
internal strengths and a strong locus of control with an increased sense of resilience
PhD Thesis Page 311

and self-determination.
10.3.1.4 Meaning
This study finds MBIS has an opportunity to provide a sense of meaning and
importance in the workplace by involving all levels of employees in the organization.
RMG owners can create a vision of their business and using MBIS can align all levels
of workers to achieve the RMG‗s goals. Traditionally, workers are excluded from the
process of employee engagement to achieve organizational goals in Bangladeshi
RMGs. The finding, however, is analogous to the study supporting the positive
relationship between psychological empowerment and employee engagement (Jose &
Mampilly, 2014; Strack & Schulenberg, 2009).
The findings suggest that RMGs use temporary and casual workers, but they are not
treated well. Improper use of temporary work in the organization, such as not
providing identity with user organizations creates some disempowerment. Temporary
workers might not be aligned with the vision or objective of the organization, which
may decrease their commitment to the organization (Burgess & Connell, 2006). This
view regarding the proper use of temporary RMG workers was also supported by
Thangaraj, Subramaniyam & Rangasamy (2016). This study suggests workers should
be given an employment offer letter to provide them with the feeling of being part of
the RMG. In turn RMG workers will be more productive. Since, MBIS is an easy and
low cost delivery platform, employers can utilize an MBIS feature to issue an offer
letter to the new recruit to provide some meaning to their employees.
PhD Thesis Page 312

10.3.1.5 Role of MBIS in empowerment in the context of
RMG domains
Clearly there are many empowerment constructs when using MBIS for Bangladeshi
RMGs (see table 10.5). In the following sections I will discuss my findings in light of
other empowerment studies.
This study found MBIS empowers RMG workers by providing access to information.
The findings complement prior research (Ajumobi & Kyobe, 2017; Garcia et al.,
2014; Grindrod, 2016; Rashid et al., 2016; Ruiz-Fernández et al., 2017; Sahid Ullah,
2016; Ullah, 2016). In developing countries poor and uneducated people are always
excluded from government as well as donor-sponsored education, health and
development opportunities. However, MBIS provides links to various opportunities in
developing countries (Cibangu, 2017).
This study reveals MBIS can at the same time empower top managers and owners; a
finding supported by Doll & Deng (2010); Kim & Gupta (2014); Tan et al. (2016);
Kang et al. (2016).Kim & Gupta (2014) suggest information systems should be
implemented supporting users' everyday life at work. However, the RMG top
managers‘ work life requires access to information at any moment which MBIS
offers. This study finds access to information for RMG workers consisted of several
empowering processes - communication, reading and learning employment
regulations, access to health and safety information.
Access to information provides several very important empowerment outcomes to
RMG sectors. Voice communication, SMS and forum postings are just some of the
PhD Thesis Page 313

empowerment outcomes of using MBIS. Prior studies also established there is
a positive relationship between employee empowerment and communication and
information flow (Shedid & Russell, 2017). Another recent study by Ajumobi &
Kyobe (2017) also suggests mobile technology improves communication led by
women entrepreneurs where technology can create networks resulting in productivity
and innovation. Mathur & Popl (2017); Zainal et al. (2016) and Huq (2016) also note
avenues available through using SMS, chat and forum posts that can empower users
and citizens. Previous studies report that in developing countries where computers are
costly, mobile phones can offer services using such forms of communications
(Macharia, 2016).
PhD Thesis Page 314

Table 10.5: Empowerment constructs in this study
Type Factors Empowerment construct Reference
Communication with RMG (Conger & Kanungo, 1988; Malone,

colleagues 1997; Wilkinson, 1998)
Access to information
Communication with RMG Added based on pilot study

authorities
Structural
Read and learn employee (Burgess et al., 2005; Zarandi, 2012;

regulations within the RMG Burgess & Connell, 2006).
Read and learn national RMG Added based on pilot study
employee regulations
Access to health and safety Added based on pilot study
features
Confidence about ability (Hu et al., 2003; Spreitzer, 1995)
Self-assured about capacity (Vogt & Murrell, 1990)
Competency
Mastered the skills for professional (Spreitzer, 1995)

tasks
Education (Vogt & Murrell, 1990; Farais, 1995)
Professional development Added based on pilot study
Significant influence (Hu et al., 2003; Spreitzer, 1995)
Self-determination Impact
Large impact (Hu et al., 2003; Spreitzer, 1995)

A great deal of control (Hu et al., 2003; Spreitzer 1995)
Opportunity for independence (Hu et al., 2003; Wehmeyer & Little
2013).
Self-decide for improvement (Hu et al., 2003; Spreitzer 1995)
Have autonomy in determining (Hu et al., 2003; Spreitzer 1995)
Psychological
work
Job Security (Hu et al., 2003).
Work is meaningful (Hu et al., 2003; Thomas & Velthouse
1990; Spreitzer 1995)
Importance in work Added based on pilot study
Meaning
Being part of the company Added based on pilot study

Involvement in organizational (Hu et al., 2003).
decisions
Agency inclusion (Bennett 2002; Hu et al., 2003; Schuler
& Hashemi 1994)
Professional self-efficacy (Hu et al., 2003; Shank & Cotton
2014)
Professional support (Hu et al., 2003; Laschinger et al.,
Self-efficacy
2014; Yang et al., 2013).

Self-efficiency in time savings Added based on pilot study
Emotional self-efficacy (Hu et al., 2003; Laschinger et al.,
2014; Yang et al., 2013).
Self-efficacy in innovation ADD
PhD Thesis Page 315

The findings of the research suggest MBIS will provide information to RMG owners
and managers. A manager is empowered when he has necessary information for the
buyers, suppliers or stakeholders - these empowerments will assist in satisfying
customers. A similar study by Hsieh et al. (2018) also reports psychological
empowerment as a driver in satisfying customers. Competency is another important
factor identified here contributing to forming the empowerment framework of MBIS
implementation. Traditional empowerment researchers always advocate that
increasing competency will empower individuals. As identified here, MBIS is
positioned perfectly to increase RMG worker competency. Using MBIS, workers can
know their abilities and take necessary training and education to improve their
capacities. Arnold et al. (2017); Mouza & Barrett-Greenly (2015) and Odero &
Chinapah (2016) likewise advocate mobile based learning for empowerment.
MBIS is an opportunity for self-managed and self-regulated education as professional
development initiatives for RMG workers. However, research findings suggest
RMGs, NGOs and other development agencies need to come forward in developing
the educational content for RMG workers. I also found a good number of workers are
from villages and might find it hard to locate suitable or required courses. Studies by
Carr, Tenywa & Balasubramanian (2015); Laverack (2005); Odero & Chinapah
(2016) also aligned with findings that quality ICT-based learning can transform and
build community empowerment. This study reveals RMG workers can develop self-
determination with the support of MBIS implementation. The findings suggest several
important self-determination components of empowerment that advances the lives of
RMG workers toward greater autonomy and against social hurdles. Using MBIS, the
RMG workers indicated they were determined to have increased personal and
PhD Thesis Page 316

economic development, greater career security, better control of their money and a
more secure future, suggesting possible internal strengths and a strong locus of
control with an increased sense of resilience and self-determination.
Self-determination is an important construct for human autonomy and motivation.
However, little insight has been given as to how technology promotes self-
determination among disempowered citizens. Pacheco, Lips & Yoong (2017)
explored ICT-enabled self-determination for disabled young people; their findings
that collaborative opportunity of ICT based services develop self-determination is
validated by the research here. Self-determination theory suggests two main
approaches for human development; firstly autonomy theory viewed as an enabler in
that individuals are empowered; and secondly motivational theory that suggests
individuals are motivated to expand their capabilities of autonomy and competence
for optimal functioning when they have an opportunity. The findings of this study
suggest MBIS can develop both approaches of human development through using
MBIS. This study finds MBIS has an opportunity to provide a sense of
meaningfulness and importance in the workplace. Employees who find the job
meaningful, will contribute to organizational development which is consistent with
previous studies linking empowerment with organizational commitment (Dickson &
Lorenz, 2009; Ugwu et al., 2014), who also suggests if an employee finds meaning in
their job, there is an increase in psychological empowerment (Kumar & Moorthy,
2015). High levels of impact in a job suggest an individual has more control and
influence over what happens in the organization. RMG owners can create a vision of
their business, and using MBIS can align all levels of workers to achieve the RMG‗s
goals. Traditionally, workers are excluded from the process of employee engagement
PhD Thesis Page 317

to achieve organizational goals in Bangladeshi RMGs. The findings however are
analogous to the study supporting the positive relationship between psychological
empowerment and employee engagement (Jose & Mampilly, 2014; Strack &
Schulenberg, 2009).
The findings here also suggest several avenues of MBIS based opportunities
for efficacy experiences for RMG workers; this affirms findings by Gatti et al. (2017)
and Shank & Cotton (2014) that mobile use influences efficacy and enhances life
activity of individuals‗ and their consequent well-being. The time savings aspect
found in this study is also referred to by Zarbo et al. (2017). Another important feature
using MBIS is that workers and managers can seek professional assistance.
Professional assistance is also available in the social network. Using MBIS, workers
can enlist professional help from friends and development NGOs. MBIS can enhance
their social network, which in turn empowers individuals, which is a similar finding to
Hill et al. (2015).
10.4 Research objective 3: Identifying adoption
factors of MBIS
The identified MBIS adoption factors from the research participants in the context of
Bangladeshi RMGs, are categorized into micro and macro levels as below:
10.4.1 Macro level MBIS adoption factors
The findings presented here provide a clear understanding of the macro level
PhD Thesis Page 318

technological factors influencing MBIS adoption by RMGs. Identified macro-level
technological, organizational and environmental factors in MBIS adoption in
Bangladeshi RMGs, are presented in table 10.6. Relative advantages, technical
solutions for time critical information, compatibility with the future RMG technology,
technology readiness, ease of use and the continuous reduction of mobile technology
costs, represent some of the technological characteristics of MBIS
positively influencing adoption of MBIS by RMGs.
10.4.1.1 Technology context factors
There is a well-founded confirmation among research participants that the technology
context influences the adoption of MBIS by Bangladeshi RMGs. The findings
of technological influence on MBIS adoption is aligned with Ansong & Boateng
(2018), Kabanda & Brown (2017), Lin (2017), Maduku et al. (2016), Muthinja &
Chipeta (2017), Olumoye & Govender (2018), San-Martín et al. (2016) and Wang et
al. (2016). However, these findings differ from the Ndekwa et al. (2016) study on
social media use. The study reported that the technology context does not
impact on adoption. The reasons may be that the technological constructs presented
to the research participant in the Ndekwa et al. (2016) study is perceived insignificant
for adoption. However, the following dimensions with regard to the technological
context are deemed appropriate in the case of MBIS adoption for Bangladeshi RMGs.
10.4.1.1.1 Government’s focus on technology adoption
The findings of this study suggest the Bangladesh government‗s recent goal of
PhD Thesis Page 319

Digital Bangladesh will enhance the adoption process of MBIS. Typically in
developing countries, the government has significant influence over the enterprise.
Recently the Bangladeshi government promoted the use of technology in all spheres
of human and business domains to achieve national targets such as the Sustainable
Development goal, Vision 2020 and National Goals 2030. The government
encourages mobile based technology in banking, education and the transportation
industry. The research participants in this study suggested that such government
support facilitates MBIS adoption in the RMG sector as well. Government support is
normally provided through enabling policies, technical assistance and tax reduction
opportunities. Since taxation was reduced on ICT products in Bangladesh by the
present government, adoption and use of technology has increased in Bangladesh. The
finding here is that the government‗s focus on technology adoption also supports the
extant case of mobile banking adoption in Kenya, Bangladesh and India. In these
countries, mobile banking growth proceeded at tremendous speed, as the government
supported mobile banking to include non-banking customers. However, some
findings, for example Ammar & Ahmed (2016), Parhizgar et al. (2014) and Ifinedo
(2012) contradict the findings of this study, suggesting reduced tax might not be
significant in technology adoption.
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Table 10.6. Findings of TOE factors in this research
Theme Factors Impact Reference

Government‗s focus on technological
+ (Chiu et al., 2017)
Adoption
Technological readiness + (Ndekwa et al., 2016)
Technology
Ready mobile phone infrastructure + (Ammar & Ahmed,

Available technology + 2016)
(Kabanda & Brown,
Technical strategy - 2017)
Integration with current IT -
Different kinds of mobile phone
-
Usage
Limited knowledge on Security -
(Chiu et al., 2017;
Organizational IT capabilities +
Ndekwa
et al., 2016)
(Chiu et al., 2017; Wang
Organization size -
Organization
et
al.,
(Chiu2016)
et al., 2017;
Competitive environment +
Ndekwa
TOE
Empowerment + et al., 2016)

Supportive organizational
+ (Kabanda & Brown,
Environment
2017)
Top managers Support - (Chiu et al., 2017)
(Muthinja & Chipeta,
Regulatory environment +
2017;
A general interest only towards Ndekwa et al., 2016)
-
applications that generate revenue
Environment
Battle in MTO and continuous +

reduction of mobile technology cost
High availability of IT professionals + (Kabanda& Brown,
Countrywide demands to improve the + 2017)
(Lin, 2017)
RMG situation
Psychological barrier -
Interoperatibility - (Haile & Altmann, 2015)
Shared phone usage -
(+) sign is for supportive factor and (-) sign is for negative factors for MBIS
adoption
10.4.1.1.2 Technological readiness
Technological readiness of users also has a significant influence on the technology
adoption process. A technological innovation is successful when users adopt it. If
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users can not use the service or reject the service, the technological innovation
becomes unsuccessful. Particularly in developing countries, technological readiness is
important as users are reported to have lower levels of education and there is evidence
of a digital divide between technology and non-technology users. However,a
promising fact is that users in developing countries are in favor of mobile phone use
and MBIS mobile banking has enjoyed great success in developing nations. In this
study, users of the MBIS service are RMGowners, managers, employees and workers.
This study confirms MBIS adoption will proliferate as users possess a sophisticated
level of readiness to use MBIS. Olumoye & Govender (2018) also have similar views
in the case of the adoption of e-governance, where technology readiness of the users is
a significant factor in the adoption of a technological innovation.
10.4.1.1.3 Ready mobile phone infrastructure
The findings here suggest available countrywide mobile phone coverage is the main
environmental determinant accelerating the RMG adoption process of MBIS. A
similar Sudanese study by Ammar & Ahmed (2016) also found ICT infrastructure, top
management support, market and product availability, MFP size, the effect of
regulation on business models and partner collaboration are the major factors
affecting Sudanese micro-finance intention to adopt mobile banking. However, this
finding contradicts Nguyen (2016) and Ifinedo (2012) for example, who found
technology infrastructure is not an adoption factor for technology acceptance by
health professionals in Canada. One assumption for the contradiction is that national
‗stage of development‗ plays a part – i.e. Canada is clearly an advanced or developed
nation as opposed to Bangladesh.
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10.4.1.1.4 Available technology
Currently there are several mobile phone based services available in Bangladesh, such
as electricity payment systems, public examination result distribution systems and
obviously mobile banking. Our findings also suggest that there is available technology
to implement the MBIS in Bangladesh. The availability of mobile technology will
foster adoption of MBIS for Bangladeshi RMGs. Mobile phones, mobile solution
applications and servers are identified as just some of the required technologies. As
there are similar services already in use in Bangladesh, research participants suggest
MBIS adoption will not be challenged, due to lack of availability of technology.
10.4.1.1.5 Technical strategy
The findings suggest MBIS needs to be a technical strategy to
accomplish organizational goals. However, one should not consider technical strategy
as similar to organizational strategy. The findings establish that to foster MBIS
adoption within RMGs, MBIS should be placed at the center of the technical strategy
within the organization‗s overall strategy, emphasizing the significance of the MBIS
adoption of business, employees and other stakeholders. The placement of MBIS as
the top priority is also crucial for building a supportive environment and for providing
adequate resources to aid the adoption of new technologies. Studies by Maduku,
Mpinganjira, & Duh (2016) had similar findings as this study, suggesting a technical
strategy was an adoption factor in understanding mobile marketing adoption intention
by South African SMEs.
The findings further elaborate that IT strategy should be found in the vision of a
successful IT strategy. The vision must have a clear outcome and objectives regarding
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MBIS adoption and must relate to other projects and strategy of RMGs. To
accomplish this vision, RMGs must allow a sufficient budget for the entire project.
The interview participants indicated, all directors should have a mutual agreement on
funding, as withholding funds for an ongoing project may jeopardize project
outcomes. Not surprisingly, IT funding requirements for innovative enablement has
been reported by Ali, Mazen & Hassanein (2018), with regard to the adoption of cloud
computing in the e-government environment.
10.4.1.1.6 Integration with current IT
The study asserts that MBIS implementation should mesh with other IT systems of the
RMG. If MBIS is isolated, then it may not receive priority and thus will be considered
an additional channel only. Moreover, if MBIS does not connect to existing systems it
may hinder RMG operations. However, integrating current technology to the MBIS is
more apt to create value in the adoption of MBIS.
10.4.1.1.7 Limited knowledge on Security
Limited knowledge on the security of mobile phone users in Bangladesh might
negatively influence the adoption of MBIS in RMGs. As RMGs have employees with
varying levels of education, technological experience and mobile phone competency,
some users may not possess the confidence or competency in using mobiles for job
purposes. Mobile phones are still largely a communication means or entertainment
implement in the Bangladeshi context. The concept of using mobile phones in an
organizational context can thus be challenged. Users believe his/her privacy relating
to job matters will be disclosed to whoever uses the device as mobile phones are
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shared in the family unit. However, other viewpoints among research participants
suggest that as large numbers of users already use mobile banking or make mobile
payments, users may already have confidence regarding security or privacy issues.
However, those who have not used mobiles for any of transactional service may find
it difficult to comprehend their privacy will be secure using MBIS.
10.4.1.2 Organization context factors
As part of the literature review in chapter 5, organizational factors were cited as an
important enabler or de-enabler for mobile based technology in organizations.
However, mobile based services cannot be implemented within an organization
without the active support of mobile MTOs, content providers and application
developer firms. This study found six factors from organizational perspectives that
appear to underpin the adoption of MBIS for RMGs; these are all taken as essential
factors of MBIS implementation and adoption for RMGs. Corresponding data were
also observed in the present research, as well as a close relationship confirmed
between the above mentioned factors and MBIS systems. Some factors appear to be
promising in adopting MBIS, however hindering factors need to be considered
in the adoption process to avoid their influence when MBIS will be
implemented. The following section examines the key influential factors.
10.4.1.2.1 Organizational IT capabilities of RMG owners
Statements made by interviewees indicate those RMGs with constant direct overseas
orders and operating for certain years in the RMG business, should have the
PhD Thesis Page 325

organizational capabilities and technical competencies for MBIS adoption. These
businesses were also found adept in sanctioning budgets for MBIS investment – a
prerequisite for adoption. However, MBIS needs to prove its capabilities in fulfilling
expectations of the RMG owners. It is strongly suggested that the efficiency of MBIS
system integration will contribute to more effective and extensive MBIS adoption.
10.4.1.2.2 Organization size
Given the present research findings, RMG size appears an important consideration in
implementing MBIS. Only larger RMGs were found suitable for MBIS adoption as
these RMGs have the financial capabilities to MBIS investment. Smaller RMGs not
having overseas buyers, but depending on contracts from larger RMG firms, are not
suitable RMG categories for MBIS adoption, as small RMGs do not have sufficient
capital to invest in such a service.
10.4.1.2.3 Organizational competition in RMGs
Local and global competition of RMG business appears to be an enabler of MBIS
adoption in Bangladeshi RMGs. Local RMGs are under pressure to reduce costs, to
increase efficiency and decrease product lead time. This requires a move away from
traditional computing-based IT solution to a more anytime-anywhere information
approach. Coupled with this is the inefficiency of traditional computer-based IT, as
the business structures of RMGs are characteristically distributed.
PhD Thesis Page 326

10.4.1.2.4 Empowerment
Interviewees and focus group participants suggested various disempowerment
situations in the RMG business. The disempowerment arises from a lack of
information availability and information flow. As suggested by the research
participants, there is a crucial demand among RMG owners, managers and workers
for extensive information available from different nodes of RMGs business via an
online solution. The ability of MBIS to empower RMG owners and managers and also
the workers by providing information, appears to be an adoption factor of MBIS. It
appears the empowerment enabling ability will increase via uptake of MBIS.
10.4.1.2.5 Supportive organizational environment
Organizational adoption factors endorsed by Kabanda & Brown (2017), suggested
establishing partnerships with other IT organizations as crucial for MBIS adoption.
However, in the case of MBIS for Bangladeshi RMGs, this work finds there is a
prevalent and persistent organizational climate for partnership which is essential for
MBIS adoption.
10.4.1.2.6 Top managers’ support
The findings here suggest top management support in MBIS implementation is an
adoption enabler in Bangladesh. RMG owners or top management are the decision
makers in technology adoption, hence it is an adoption factor that top managers
sanction the MBIS project and approve the budget.
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10.4.1.3 Environment context factors
The environmental context refers to the regulatory environment, social structures and
country related perspective that impact MBIS adoption. The main themes emerging
from the interview participants are as below:
10.4.1.3.1 Regulatory environment
Although the Bangladeshi government does provide regulatory policies regarding
banking and financial transactions, the findings here suggest a supportive regulatory
environment will promote the uptake of MBIS in RMGs provided RMG owners find
the confidence to invest in this innovation. The findings also support Ahad et al.
(2013) but contradict Ammar & Ahmed (2016). The impact of regulatory perspectives
on mobile banking services is evidence the regulatory framework of a nation can
facilitate MBIS adoption.
10.4.1.3.2 A general interest only towards applications that generate

revenue
An interesting finding of this study suggests there is a general tendency in Bangladesh
among mobile MTOs, software houses and IT firms to develop revenue generating
ICT services. Hence, mobile banking, e-commerce sites and mobile-based reservation
systems are the first choice among mobile MTOs, government and IT practitioners.
These services actively generate monetary values. However, MBIS is not an actively
money generating service, rather the service can offer organizational competitiveness,
better communication and access online resources. The lack of interest among the
RMGs, MTOs and IT developers, because of MBIS‗s inability to actively
generate revenue may negatively impact the implementation of MBIS for Bangladeshi
PhD Thesis Page 328
RMGs. However, RMG owners/managers consider that any IT service not only
generates revenue, rather facilitates business and processes positively impacting upon
the cost of the business. To my knowledge, this factor has not been reported in any
other similar study. However, research is important in the knowledge domain of
MBIS, as the field is maturing through shifting towards MBIS adoption in
organizations.
10.4.1.3.3 Battle in MTO and continuous reduction of mobile

technology cost
There exists severe competition among mobile MTOs in Bangladesh, who
continuously reduce prices of the internet and SMS provision to gain market share.
Mobile operators are also trying to add added services. The presence of Chinese
mobile phones also provides good uptake of MBIS in Bangladesh.
10.4.1.3.4 Countrywide demands to improve the RMG

situation
The findings suggest Bangladeshi RMGs face two main challenges, firstly intense
competition from other countries RMGs along with disempowerment of RMG
workers. The responses of the research participants also suggest there is demand for
technological innovation such as MBIS to increase competencies of RMGs to
compete in among severe global competition and to improve the situation of RMG
workers. According to the interview participants as there is intense RMG competition
firms will be prompted to adopt state of the art technology such as MBIS.
Implementing MBIS will improve business operations. Moreover, there is a belief
among interview participants that MBIS can reduce process loss, wastage and
operational costs which in turn increase RMGs competencies.
PhD Thesis Page 329

10.4.1.3.5 Psychological barrier
Mobile phones are commonly seen as a tool of communication. On the other hand,
computers have the image of being office equipment. This psychological conception
of users in Bangladesh may also negatively impact uptake of MBIS mobile phones for
RMG work. The research participants therefore suggested creating an organizational
vision regarding MBIS use in RMG businesses.
10.4.1.3.6 Shared phone usage
This study reveals shared mobile phone use in Bangladesh is a technical constraint in
implementing MBIS for RMGs. As in Bangladesh the mobile is still considered a
family owned technology and all members share the phone, there is a psychological
hurdle when implementing mobile services for personalized use for an organizational
context; this social factor raises concerns about privacy, security and information
breaches.
The findings extend MBIS research in two critical directions.
Firstly, the study examines MBIS implementation in a manufacturing sector of RMG.
As less attention has been paid to this area with MBIS, data were collected from a
more diverse and randomly selected population from Bangladeshi RMGs than in
prior research. In this thesis, the research participants are diverse in their position
within the RMG, their age, gender, expertise, education and so on. Moreover, the
diversity of research participants extended to other non-RMG participants (academics,
NGO experts, MTO experts and government officials). Compared to another
PhD Thesis Page 330

study for example by Al-Shihi, Sharma and Sarrab (2018) who investigated
MBIS learning systems in Oman and included samples of undergraduates to test their
hypothesis, this study strengthens the findings by including a more diverse population.
Moreover, this study collected data from RMG participants, which were validated by
another group of non-RMG participants- academics, NGO experts, MTOMTO experts
and government officials.
Secondly, instead of considering only IS theories for the study, this study incorporates
affordance theory and empowerment theory to produce more comprehensive
outcomes for empowerment is essential in a developing country context. Lastly, this
study responds to the call by Ayeh et al. (2013) and Leue et al. (2014) who
emphasized MBIS studies should be productive through examining context-specific
external variables for innovation adoption, diffusion and usage.
10.4.2 Micro level factors
The findings from the interview data, focus group and survey data regarding micro
level user‗s perspective factors are presented in table 10.7.
PhD Thesis Page 331

Table 10.7: Micro-level factors impact the intention to use MBIS
Data
Factors
Theme Factor collected Effect Reference
identified in this
from
research
Qualitative (Muthinja & Chipeta.
RA Relative advantage Quantitative + 2017;
San-Martín et al., 2016;
Technical solution Qualitative Tom et al., 2018)
for + (Ansong& Boateng,
time 2018)
critical
Compatible with Qualitative
(Hiu et al., 2017);
DOI COM future RMG +
(Wang et al.,
technologies
2016)
Easy to learn Qualitative
PEU + (Chiu et al., 2017)
technology
TR No effect
OB No effect
Cost Quantitative
Demo- Quantitative
Age
graphic
(+) Sign is for Supportive Factor and (-) Sign is for Negative Factors for MBIS adoption.
This study empirically established several DOI attributes impacting upon intention to
adopt MBIS. Firstly, the relative advantages of MBIS are motivating factors for future
RMG users to adopt the services. The qualitative data explored (12) affordances of
MBIS for Bangladeshi RMGs. The affordances are actually advantages for RMGs.
Better Communication, Connectedness, Reduced lead time, Mobility, Agility,
Coordination, Improved BP & decision making, Collaborative working, Goodwill
development, Reduction of process loss, Inventory management and Good
PhD Thesis Page 332

governance (see figure 10.1) are the advantages over any other related IT service
currently applicable in the Bangladeshi RMG context.
The survey results also support that MBIS hold benefits and advantages for RMGs.
The survey participants also supported that connectedness with managers‘ increases
business processes, supports effective supply chain, facilitates RMG company
information and government websites, as well as communicate with RMG managers
anonymously. Also beneficial are forums to exchange views, the opportunity for skills
development through education are added advantages MBIS can offer. Moreover the
multinominal logistic regression (MLR) clearly identified that relative advantage has
significant impact on intention to adopt MBIS (see chapter 9, table 9.12).
The findings support Rogers‗ view on innovation; a user will adopt a service when
he/she finds it advantageous. The findings are no different from Muthinja & Chipeta
(2017), Mullan et al. (2017), Ndayizigamiye & Maharaj (2017) and Tom, Dieck &
Jung (2018) who found relative advantages had a positive impact on adoption of
MBIS.
Another relative advantage of MBIS as a technical solution for time critical tasks,
supports Gebauer et al. (2010) and Venkatesh (2017). Gebauer et al. (2010) defined
time critical tasks as managerial tasks that needs to be performed promptly (urgency),
illustrating the dynamics of the work environment. Time criticality is very relevant for
mobile IS. The findings here extend the understanding of adoption factors of MBIS
with regard to current technologies such as IoT, where Venkatesh (2017) suggested
mobile device use in conjunction with IoT for HRM.
PhD Thesis Page 333

The next micro-perspective customer factor is compatibility with future RMG
technologies. This suggests that MBIS is compatible to RMGs in many ways, such as
for business, new technologies and new processes of personal communication. The
finding supports Chang et al. (2016) and Choudrie, Pheeraphuttharangkoon & Ojiako
(2017) revealing that compatibility is a determinant of smart phone use. Another
recent study by Humbani & Wiese (2018) supports t that compatibility drives
consumers‗ adoption of MBIS. Other factor of DOI theory identified is perceived
ease of use. The participants informed that there are other MBIS services such as
mobile banking, mobile shopping and mobile health already existing in Bangladesh.
Therefore, it will be easier for some users to learn RMG based MBIS.
The survey participants indicated incurred costs in the case of MBIS use
inhibits adoption by RMG employees. If I look closely at income distribution, I find
60% of survey participants (see chapter 9, table 9.1 for more detail) earn 20,000 Taka.
My further investigation revealed (through questioning survey participants) that this
income is not enough to afford internet access. The finding supports Madan & Yadav
(2018) and Pal et al. (2018) that cost is a key factor influencing MBIS
services adoption, behavioral intention and actual usage. The MLR also found that the
age of the user is a determinator in MBIS adoption.
10.5 The MBIS framework for RMGs
Based on the empirical findings, and discussions presented above sections, this
research presents an MBIS framework for RMGs in Bangladesh. The framework is
expected to provide a comprehensive knowledge how MBIS affordances, MBIS

PhD Thesis Page 334
capabilities for empowering RMG workers and the adoption factors, that facilitate or
hinder the MBIS adoption. The framework is presented in figure 10.4.
The framework 10.4, which is developed based on the survey, interview and focus
group suggest that MBIS has several applications such as Voice call/ SMS,
chat/forum and group communication, human resource management, design
management, supply chain management and inventory management. These
applications of MBIS offers Bangladeshi RMGs twelve (12) affordances-
Communication, Connectedness, Reduced lead time, Mobility, Agility, Coordination,
Improved BP & decision making, Collaborative working, Goodwill development,
Reduction of process loss, Inventory management and Good governance.
The empowerment affordances offers empowerment components such as access to
information; competency, impact, self-determination and meaning are empowerment
components for RMG workers. MBIS is an operationally important empowerment
process, these are: Communication, Group discussion, participates in the forum, Read
and learn, Access information, Education and Knowledge sharing. These processes
provide the basis of important empowerment outcomes: improved communication, the
opportunity to access employee regulations, access to health and safety information,
increased confidence about ability and professional development opportunities are
potential empowerment outcomes using MBIS. The study extends empowerment
theory in two critical directions. Firstly, the study examines empowerment
components, processes and outcomes in light of MBIS in a more exploratory way to
uncover the complex perspective of empowerment. Secondly, instead of using a
PhD Thesis Page 335

literature review based survey, data were collected using an exploratory approach to
uncover latent perspectives of empowerment.
However, MBIS is a technological innovation and availability of MBIS does not
ensure that users such as RMG owners, managers and workers will use is. Therefore
the third objective of the thesis is to indentify macro and micro level adoption factors.
The figure 10.4 suggest based on empirical data that from the technological factors:
government‗s focus on technology adoption, technology readiness, ready mobile
phone infrastructure and available technology have a positive impact on MBIS
adoption. However, technical strategy, integration with current IT and use of different
kinds of mobile phone usage/shared phone usage and limited knowledge on security
of the users may negatively impact the adoption process.
Among organizational adoption factors, RMGs organizational IT capabilities,
competitive environment, empowerment opportunity and supportive organizational
environment for MBIS adoption in Bangladesh will promote MBIS
implementation. However, small RMGs and subcontractors may find
difficulties in MBIS implementation. Moreover, top managers such as owners and
directors support are required for MBIS implementation in the RMGs as their role is
important in approving the MBIS project, funding for the project and supporting the
MBIS. In another case the negativity of RMG owners, directors and top managers
may hinder the MBIS adoption process.
Environmental factors also positively and negatively impact MBIS adoption in
Bangladeshi RMGs. Regulatory support for MBIS, battle in MTOs and continuous
PhD Thesis Page 336

reduction of mobile technology cost, high availability of IT professionals and
countrywide demands to improve the RMG situation positively improve MBIS
adoption. However, in Bangladesh there is a general interest among the IT vendors,
Software developers and MTOs only to implement mobile commerce applications that
generate revenue. This is a possible barrier as MBIS does not generate revenue.
Among other barriers, psychological barriers of the RMG employees, interoperability
and shared phone use might negatively impact MBIS adoption.
Micro-level consumer perspectives emerged from qualitative and quantitative data.
The relative advantages of MBIS for users, MBIS‗s ability to provide information in a
time-critical situation, compatibility with future technologies, easy to learn
technology and users‗ prior experience with mobile technology motivation for trying
the service represent micro-level adoption factors for RMGs in Bangladesh.
The survey to identify DOI attributes that may positively or negatively play the
enabling or disabling role in MBIS adoption found the relative advantage, cost and
age of users impact intention to use MBIS. Remember this study was carried out in a
technologically-lagging country. Moreover, MBIS is continually maturing, hence this
study offers significant contributions to the MBIS body of knowledge, RMG
context and to the Bangladeshi government.
PhD Thesis Page 337

PhD Thesis Page 338

Md Taimur Ahad A Framework of MIS for RMG
PhD Thesis Page 339

Chapter 11
Conclusion
11.1 Introduction
The privileged position of RMG workers‗ use of mobile phones is a great opportunity
for implementing MBIS in the RMG sector. Effective implementation of MBIS has
great impact on RMG efficiency, productivity and empowerment of RMG workers.
However, this study acts as a starting point for deploying MBIS in the RMG. This
chapter is the concluding chapter of the thesis and will answer all RQs. Later, the
contributions of the study are discussed. As like other research, this study also
inherits some limitations, which are presented in the final section.
I started this research with an aim to answer the following research questions:
RQ 1: What MBIS affordances can be implicated in the RMG business in
Bangladesh?
RQ 2: What is the role of MBIS in empowering RMG owners, managers and workers?
PhD Thesis Page 340

11.1.1 Answer of RQ 1:
This research has identified and confirmed (through domain literature and empirical
evidence), that the MBIS possess key affordances for Bangladeshi RMGs. The
interview participants and the focus group study revealed that MBIS offers twelve
(12) affordances- Communication, Connectedness, Reduced lead time, Mobility,
Agility, Coordination, Improved BP & decision making, Collaborative working,
Goodwill development, Reduction of process loss, Inventory management
and Good governance. The practical and academic contributions of this study are
made clear in the section 11.3. MBIS is a rapidly transforming domain and due to this
nature, this study was conducted to capitalize the benefits of MBIS affordances for
Bangladeshi RMG, which is nearly non- existent - a motivator for this study. Every
affordance identified in this study has a unique contribution to both research and
practice, as well as providing solid foundations for further research into this domain.
11.1.2 Answer of RQ 2:
This study presents MBIS as an empowerment-enabling-tool for millions of workers.
This study finds access to information, competency, impact, self-determination and
meaning are empowerment components for RMG workers. MBIS is an operationally
important empowerment process, these are: Communication, Group discussion,
participate in the forum, Read and learn, Access information, Education and
Knowledge sharing. These processes provide the basis of important empowerment
outcomes: improved communication, the opportunity to access employee regulations,
access to health and safety information, increased confidence about ability and
PhD Thesis Page 341

professional development opportunities are potential empowerment outcomes using
MBIS. The study extends empowerment theory in two critical directions. Firstly, the
study examines empowerment components, processes and outcomes in light of MBIS
in a more exploratory way to uncover the complex perspective of empowerment.
Secondly, instead of using a literature review based survey, data were collected using
an exploratory approach to uncover latent perspectives of empowerment.
11.1.3 Research objective 3:
MBIS adoption factors for Bangladeshi RMGs can be categorized into macro and
micro level adoption factors. I start with answering what macro-level factors impact
upon MBIS adoption:
11.1.3.1 Macro-level adoption factors
This study found the MBIS adoption process is impacted upon critical factors related
to technology, organization and environment of the RMG sector in Bangladesh.
From the technological factors: government‗s focus on technology adoption,
technology readiness, ready mobile phone infrastructure and available technology
have a positive impact on MBIS adoption. However, technical strategy, integration
with current IT and use of different kinds of mobile phone usage/shared phone usage
and limited knowledge on security of the users may negatively impact the adoption
process.
PhD Thesis Page 342

Among organizational adoption factors, RMGs organizational IT capabilities,
competitive environment, empowerment opportunity and supportive organizational
environment for MBIS adoption in Bangladesh will promote MBIS
implementation. However, small RMGs and subcontractors may find
difficulties in MBIS implementation. Moreover, top managers such as owners and
directors support are required for MBIS implementation in the RMGs as their role is
important in approving the MBIS project, funding for the project and supporting the
MBIS. In another case the negativity of RMG owners, directors and top managers
may hinder the MBIS adoption process.
Environmental factors also positively and negatively impact MBIS adoption in
Bangladeshi RMGs. Regulatory support for MBIS, battle in MTOs and continuous
reduction of mobile technology cost, high availability of IT professionals and
countrywide demands to improve the RMG situation positively improve MBIS
adoption. However, in Bangladesh there is a general interest among the IT vendors,
Software developers and MTOs only to implement mobile commerce applications that
generate revenue. This is a possible barrier as MBIS does not generate revenue.
Among other barriers, psychological barriers of the RMG employees, interoperability
and shared phone use might negatively impact MBIS adoption.
11.1.3.2 Micro-level adoption factors
Micro-level consumer perspectives emerged from qualitative and quantitative data.
The relative advantages of MBIS for users, MBIS‗s ability to provide information in a
time-critical situation, compatibility with future technologies, easy to learn
PhD Thesis Page 343

technology and users‗ prior experience with mobile technology motivation for trying
the service represent micro-level adoption factors for RMGs in Bangladesh.
In this study, I also applied a survey to identify DOI attributes that may positively or
negatively play the enabling or disabling role in MBIS adoption. This study found the
relative advantage, cost and age of users impact intention to use MBIS. Remember
this study was carried out in a technologically-lagging country. Moreover, MBIS is
continually maturing, hence this study offers significant contributions to the MBIS
body of knowledge, RMG context and to the Bangladeshi government. In the
following sections I present the contributions of the thesis.
11.2 Academic and practical contributions
The study offers several critical contributions. Some contributions are applied that can
bring benefits to the RMG and the ICT industry while some are from academia and of
significance to the research community.
11.2.1 Theoretical contributions
There is a growing interest among IS researchers to investigate the theoretical
relationship of MBIS in the organizational context (Picoto et al., 2014). The
theoretical understanding of such phenomena is specifically important, in light of
Chatterjee, Sarker & Siponen (2017) and Middleton et al. (2014) observing that
research in this area of MBIS does not have its own theory as yet, and their argument
that this area would lack coherence and solidity unless reinforced through
PhD Thesis Page 344

theoretical advancements. In sum, the above observations point to the broad
acknowledgement that the IS academic community would benefit from applying a
deeper theoretical understanding of the implications of MBIS to organizations. Given
the need for greater theoretical understanding of the implications of MBIS, and its
affordance to organizational use, which is it under-researched, the aim of this study is
to contribute to this gap in the literature. Specifically, the focus is to apply affordance
theory to link MBIS to the Bangladeshi RMGs.
Building theory is important for advancing knowledge (Shepherd & Suddaby, 2017).
Earlier, Lynham (2000) also suggested that theory building in any discipline advances
the maturity and professionalism of a given domain. Moreover, theory building assists
with bridging the recognized gap between academia and industry. This study sets the
first foundations for building theory in the MBIS area. Lynham (2000) described
theory as a coherent description, explanation, and representation of observed or
experienced phenomena, however, Doty & Glick (1994) purported a set of
relationships among concepts, constructs or variables is essential in theory (Lynham
2000). Discovery, description, mapping and relationship building are the first
foundations of building theory (Handfield & Melnyk, 1998). As suggested by
Handfield & Melnyk (1998), theory building in this study starts with discovery,
description, mapping and relationship building of affordances, empowerment and the
impact of adoption factors of MBIS. Applying the concept of theory building, this
thesis contributes to theory building through the establishment of literature-based and
empirically derived MBIS affordances to the business and empowerment (both
identification and operationalization) that contributes towards building MBIS
capabilities as suggested by Holland (2019).Lastly, the thesis developed a framework
PhD Thesis Page 345

of affordances, empowerment and adoption factors which describe both the MBIS
affordance constructs and the respective interrelationships, whilst positioning a
leading MBIS maturity theory and accounting for the impact of various moderating
variables.
Though Handfield & Melnyk (1998) study‗s concept of theory building is through
discovery, description and mapping, Doty & Glick (1994), Barki (2008) and Gregor
(2006) further emphasized that theories should be developed by relating theoretical
constructs. Theoretical constructs can be viewed as ―a variable that is abstract rather
than concrete and observable…something that scientists construct in their own
imaginations‖ (Barki, 2008, p. 9; Nunnally & Bernstein, 1994). As stated by Barki
(2008, p. 9), researchers can make significant contributions to research and practice
by ―introducing new constructs‖ and ―by better conceptualizing existing
constructs‖; Correctly conceptualized constructs are a prerequisite for ‗good‗ theory
building (Wacker, 2004),which is exactly what this study does with MBIS
affordances. The arguments discussed by Barki (2008), are based on the premise there
is significant opportunity in Information Systems (IS) research to contribute
through construct conceptualization, given that Information Systems is a ―fertile
terrain for popular but weakly defined concepts‖ (Barki, 2008, p. 11).
Following Barki (2008), Gregor (2006) and Handfield & Melnyk (1998) this study
established MBIS affordances to the Bangladeshi RMGs and the factors that
potentially mediate the effect of MBIS adoption. The two theoretical models
developed, one - MBIS affordances to Bangladeshi RMGs and the other– an
empowerment model using MBIS as an outcome of this thesis and the
operationalisation of affordances. Furthermore, this study informs how micro-level
PhD Thesis Page 346

and macro-level contextual variables moderate the way MBIS affordances contribute
towards RMGs critical success factors. Both types of these factors hold much
potential for furthering our understanding of the identification of important
moderators of the relations between predictors and outcomes indicates the maturity
and sophistication of a field of inquiry(Frazier et al., 2004).
11.2.1.1 Positioning the resulting MBIS
framework as a theoretical contribution
The MBIS framework presented in figure 10.4 is based on three empirically supported
theoretical models in this study, MBIS affordances, MBIS empowerment framework
and MBIS adoption model. However, the three models are based on mid-range theory
construction. Gregor (2006) defined mid-range theory as a theory that is moderately
abstract, has limited scope, and can easily lead to testable hypotheses. In the context
of IS, mid-range theory has been noted as important as mid range theory deals with
practice based disciplines, especially in a social science scenario (Haxeltine et al.,
2017), and it is also noted that social phenomenon consists of social relations and
practices is deeply rooted into IS. MBIS, as a branch of IS is related to technologies,
Business Process Management of the organizations and social practices in a given
context. The resulting midrange theory presented in this thesis (MBIS
affordance theory, empowerment theory and MBIS adoption model) can be classified
as a Theory for Explaining (Gregor, 2006). Theory of explaining the model describes
how the identified model constructs establish relationships that may influence RMG‗
productivity and empowerment opportunity for RMG workers, However, the theory of
PhD Thesis Page 347

the explaining model of mid range theory does not claim any precise predictions
rather the theory view the world through the domain of interest (Gregor, 2006). The
demonstrated relationships between the model constructs, point to a new
understanding of human-interaction with emergent technology to solve the real-world
problems. For this theory type to make a contribution to knowledge, Gregor (2006)
believes developed a theory ―needs to be new and interesting, or explains something
that was poorly understood‖ (p. 625). The theory of explaining the model of mid
range theory supports Doty and Glick (1994) description that a theory must meet three
primary criteria: (1) constructs must be identified; (2) relationships among these
constructs must be specified; and (3) these relationships must be able to be tested
(Gregor, 2006). This study meets these three criteria through explicit identification
and definition of MBIS affordances (constructs); clear identification of testable
empowerment constructs; and identification of moderating/mediating variables those
impact MBIS adoption. Theoretical significance can be determined by the importance
of the study focus (Corley & Gioia, 2011). This can be assessed based upon the
study‗s contribution to industry practice (in this case improving RMG effectiveness,
see section 8.4.1 above) and/or the research community by providing deeper insight to
a phenomenon (Weber, 2012). Another research quality attribute to consider is the
notion of novelty. Research novelty has been positioned as the theoretical value as
viewed by the research community, as well as the likelihood of success with
publication and thesis submission (Corley & Gioia, 2011; Weber, 2012). This study
provides a novel contribution, as the focus of this theory has not previously been
covered by existing published research (following R. Weber, 2003). One novel
contribution of this study is the application of an affordance theory perspective to the
research domain, which will grab the attention of other researchers and allow them to
PhD Thesis Page 348

―conceive new and interesting phenomena‖ (Weber, 2012, p. 14). Novelty is also
introduced in this study through the evolution of new constructs that have received
previously little attention in the domain literature. Following the recommendations of
Locke and Golden-Biddle (1997), who discuss strategies for demonstrating novelty
and contribution, this study, though based upon extant literature, is aimed at
addressing current knowledge gaps through the derivation of both empirical evidence
and the synthesis of previously disjointed literature. This approach as similarly used
by Griffith, Sawyer, and Neale (2003)and therefore supports the positioning of this
study as both engaging and compelling (Weber, 2012).
11.2.2 Methodological contributions
In this study, a thorough literature review of MBIS, empowerment and the adoption of
MBIS is provided to understand the current knowledge gap. A conceptual framework
model (see chapter 6) then provided for investigations.
While it is significant to discover and develop a well conceptualized framework based
on appropriate constructs, especially in multi-domain research, such as IS, Barki
(2008) suggested IS Researchers should also focus on methodological development in
the research. He purported a lack of adequate guidelines regarding construct
development in the IS field. Following these suggestions, in this thesis a well
documented research journey is provided, describing the choice of base model of
affordance theory, empowerment theory and adoption theories of DTI and TOE.
The research methodology chapter (chapter 5) describes the research model
development activities, justification of the mixed method methodology and a hybrid
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approach to data coding and analysis designed and applied. Moreover, current mobile
technology research is too skewed to be survey-based research (Shen et al., 2018;
Shamsuddin et al., 2018) which is controlled by literature review-based factors. This
thesis, however, uses an exploratory research design (see chapter 3), utilizing the
theory of affordances, empowerment and adoption in the context of Bangladeshi
RMGs, for the first time using a very transparent approach.
The vast majority of mobile based service studies suggest the domain is a complex
and interrelated phenomena of technology, systems and social perspectives (Dahlberg
et al., 2008; Duncombe & Boateng, 2009). However, previous MBIS research studies
are criticized for being too technology-led or too customer focused. In this thesis, I
implemented a mixed research methodology to include all possible perspectives from
technological, contextual and social perspectives of MBIS use. Furthermore, RMGs
are organizations with owner/employees, the business environment and technology
adoption. Similarly, MBIS stakeholders, such as MBIS developers and mobile MTOs,
have numerous complex dimensions that impact upon MBIS adoption. In this study, a
qualitative and quantitative method was used to understand MBIS in the domain of
Bangladeshi RMGs. First, I applied an inductive approach from the domain literature
to construct a conceptual framework of MBIS. Further, I added data coding of
interviews with the RMG stakeholders and IT practitioners to develop a final
framework. A deductive approach using the survey was also conducted to redefine
this further model. The use of inductive and deductive approach has proven effective
in improving not only the rigors of this study, but also provided a deeper insight into
the study domain.
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11.2.3 Practical implications
The framework presented in this study is expected to offer substantial practical
implications for RMGs, IT vendors, the Bangladesh government and RMG
stakeholders. The Bangladesh government has targeted Sustainable development
goals (SDG) by 2030 and the vision 2020 goals and the framework addresses SDGs-
Inclusive and Equitable, Quality Education, Gender Equality and Women
Empowerment, Sustained, Inclusive and Sustainable Economic Growth and Decent
Work and Sustainable Industrialisation through Innovation. It is apparent that the
development process of Bangladesh must strive towards the improvement of RMGs,
as RMG is the highest income source (bd.undp.org, 2018). Thus, Bangladesh is
probably one of the countries with the greatest need for research attention in the RMG
sector.
As Bangladeshi RMGs are advised to increase their performance and efficiency
using cutting edge technologies, this study potentially provides insights into how
MBIS can be adopted. This study offers several contributions to Bangladeshi RMGs,
IT developers, and the Bangladeshi government. RMGs owners and IT developers can
expect to better understand MBIS benefits through these findings, while addressing
barriers to the adoption of MBIS. Practitioners at a national level are able to develop
national ICT and telecommunication policies supporting MBIS adoption and
institutionalization - which is important given limited resources in developing
countries.
This study informs critical and important MBIS affordances to RMGs and recognizes
the importance of MBIS beyond mere features and functionality addressed for RMG
PhD Thesis Page 351

usage. The affordances are expected to awaken Bangladeshi RMG owners to develop
and deploy MBIS.
The affordances identified in this study can assist software vendors to consider how
MBIS can be developed and deployed in a way which encourages participation and
ease of integration into existing RMG business practices. Software vendors and IT
practitioners can design MBIS for RMGs supporting identified affordances for
increased functionality.
Applying the knowledge gained from the thesis, RMG owners/managers can make
progress in the RMG business by incorporating MBIS for better collective work
process and improve communication between all RMG stakeholders.RMG
owners/managers can support their business by increasing collaboration across RMG
stakeholders using MBIS, especially when managers and owners are geographically
dispersed. The online facility of MBIS removes location-based barriers, and moreover
can act as a formal communication channel to increase product lead times and
efficiencies of RMGs.
The finding is that MBIS introduces a level of agility and increases a level of process
improvement, as employees are able to contribute at any time and from any
geographic location. MBIS agility will decrease time to resolution.
This study is expected to contribute significantly to the theoretical understanding of
enabling empowerment using MBIS for RMG workers in Bangladesh. This study
informs empowerment components, processes and outcomes using MBIS. The
empowerment framework using MBIS for RMG workers will be of potential value in
PhD Thesis Page 352

increasing empowerment awareness in Bangladesh. From a practical perspective,
RMG owners may understand how they can empower their workers through
productivity increases and sustainable development. This study informs that MBIS
empowers RMG workers to ‗have a say‗. MBIS is a suitable technological format that
may be more suited to RMG worker‗s participation styles.
MBIS creates a sense of ownership among RMG workers, as all levels of employees
will be connected to management‗s vision and the organizational decision making
process through considering their ideas. This recognition of participant contributions
is supported by the affordances of ‗communication‗ and ‗empowerment‗.
Here, I contribute to the extensive DOI and TOE body of knowledge by analyzing the
factors of MBIS adoption for Bangladeshi RMGs. A call has been made by scholars
from developing countries, who suggest studies in this realm lack analytical
understanding of the phenomenon (Nguyen, 2016). As a response to this call, this
thesis adopts a model combining DOI and TOE theory as an investigating lens to
understand factors influencing adoption of MBIS in Bangladeshi RMGs. Unlike
studies by Abdekhoda et al. (2016), Gholami, Abdekhoda & Gavgani (2018), Kante,
Oboko & Chepken (2017) and Macire, Robert & Christopher (2018), where DOI
theory was generally used to describe diffusion of a technology already occurring in
the past, the findings from this descriptive study contribute to a greater understanding
of the RMG employee landscape for MBIS innovation. The survey result holds
promise for improving RMG businesses and empowering workers in the context of
Bangladesh where technological innovation struggles to gain a rapid rate of adoption.
The survey result will inform the position of MBIS from a micro-level view internally
all the way up to RMG management, the Bangladeshi government and any RMG
PhD Thesis Page 353

interested parties. The result will provide a path for a more rapid rate of adoption
―through consumer marketing activities in the commercial sector‖ (Rogers, 2003, p.
227). By collecting formative consumer perceptions of relative advantages,
compatibility and complexity of an MBIS and using them to describe potential
adopters and non-adopter, the study can contribute to a greater understanding of the
consumer landscape for a technological innovation that holds promise for improving
RMG sectors.
The survey results contribute to IS adoption literature by combining DOI and
empowerment theory. The study examined two under-researched problems of RMGs
in Bangladesh– firstly a lack of IT to support RMG business activity and secondly the
disempowerment of workers and expanding the horizon with regard to how
technology can address the aforementioned problems.
I strongly acknowledge the importance of the TOE context in which the MBIS
phenomena studied is as important as the phenomena itself. To appreciate the TOE
understanding, I grounded this work through an interpretivist philosophical approach.
Using TOE, I investigated how contextual factors influence MBIS adoption. This is
the first time as far as I know, such research has been conducted to study MBIS
factors.
Lastly, the literature review conducted on MBIS, empowerment and adoption of
mobile technology (chapters 3 and 4) conducted as an integral component of this
thesis, increases these understandings of MBIS affordances, MBIS empowerment and
the overarching variables of MBIS adoption. Literature reviews can be useful for
practitioners to identify and understand the potential affordances of MBIS,
PhD Thesis Page 354

empowerment capabilities and the impact in implementing MBIS in RMG endeavors.
11.2.4 National implications
From a practical perspective, this research is undertaken at the right time as it may
well support national policies undertaken in Bangladesh regarding Vision2020 to
increase the use of IT in all possible spheres of human and business domains. This
research will also contribute greatly to the national concern in Bangladesh about
greater use of mobile phones for well-being. The research is expected to support
national policies, especially the current government‗s vision of Digital Bangladesh.
Bangladeshi RMGs are criticized for unusually long lead times to produce finished
goods placing Bangladesh behind other RMG supplier countries (Dey & Basak,
2017). One cause of long lead times is poor IT supporting RMG business functions.
From time to time, RMG stakeholders need real time information on current design
aspects, market prices, availability of accessories, support of supply chains to make
informed decisions at various stages of the RMG production and selling cycle.
Therefore to make Bangladeshi RMGs competitive, an increase in performance with a
concurrent reduction in lead times using IT, is necessary (Nuruzzaman, 2007;
Nuruzzaman et al., 2010; Pramatari, 2007; Zhao et al., 2008).
This study extends empowerment theory in two critical directions. First, the study
examines empowerment components, processes and outcomes in a more exploratory
way to uncover the complex perspective of empowerment. Instead of using literature
review based survey, data were collected without limiting the research findings.
Secondly, the merit of the research lies in presenting for the first time, an
PhD Thesis Page 355

empowerment framework for Bangladesh that includes the empowerment component,
process and empowerment outcomes to develop a framework.
The research also should assist donor organizations by providing avenues for
empowerment. This research contributes greatly to the national concern in
Bangladesh - how to make full use of ICT to attain national goals such as Vision
2020and the Sustainable Development Goals (SDGs). Following the outcomes here,
RMGs in other developing countries which have similar socioeconomic conditions
may also receive useful knowledge when implementing MBIS.
11.3 Limitations of the research
This section discusses potential limitations across all main phases of this study and
presents how these limitations have been addressed. Since MBIS was not
implemented when participants were interviewed, their lack of previous practical
knowledge was a limitation in this study. This has been somewhat mitigated though
by including appropriate and knowledgeable interview participants in the area of
RMG business, empowerment and mobile technology (chapter 7 research
methodology). Further, multiple data sources (i.e. Corporate documents and
existing practice data) were reviewed for reliability checks throughout the course of
the study. However, as the MBIS system was not ready when the study was
conducted, the opportunities and possibilities identified here need to be tested. The
enabling roles are interviewees‗ perceptions; therefore the opportunities should be
quantitatively tested.
Also, the data are the participants‗ own beliefs and perceptions of experiences;
PhD Thesis Page 356

therefore these are perceptions, not facts (Leedy & Ormrod, 2000). To generate a
valid result, this research included confirmatory questions seeking confirmation of
conflicting facts. However, analysis of this data displays similarity across interviewee
responses, suggesting a level of consistency and credibility in their views.
This research is contextual and one might argue the findings may not be applicable in
other parts of the world - this is the main limitation of the research. However, I argue
that countries with similar settings of education, employment, ICT usage and
empowerment as Bangladesh, may consider important findings from this study.
However, the findings of this research should be tested in that environment
thoroughly.
One can criticize the use of small (potentially non-representative) sample sizes, whose
findings may not be generalizable. I recognize this study used small sample sizes, but
individual perspectives of participants in the data collection are unique in the context
of MBIS deployment in an RMG. Moreover, the researcher believes they are
applicable to similar research settings. However, in the defense, I note, interviewing
29 participants and surveying 500+ participants where possible within the timeframe
of the research.
Lastly, this study is liable for the typical limitations of interview-based research, such
as participant selection bias and analysis limitations (due to only five interviews) as
well as researcher bias in the applied approach to data collection and analysis. Again,
potential researcher-bias issues here were addressed through independent coding of
the full content of several practitioner interviews by two coders, until consensus was
achieved.
PhD Thesis Page 357

11.4 Recommendations for future research
This section provides several recommendations for future work, structured around the
core contributions (see chapters 4 through 7) of this study.
The role of MBIS in achieving efficiency and productivity in Bangladeshi RMGs
provides a basis for future research. These findings can be used as a lens for further
study of the role of MBIS for RMG to achieve business advantages, empowerment
and MBIS adoption factors. The MBIS framework identified in this thesis has
identified MBIS affordances for RMG businesses - this is a theoretical framework.
However, MBIS that can be operationalized during RMG activity will support the
further evolution and testing of this theoretical framework. To quantitatively validate
this model will allow for the testing on the constructs, their perceived relationships
and the impact of the identified contingency variables. Measuring the relevance of
these constructs & their relationships will allow future researchers to test this model‗s
applicability in different contexts outside of the scope of this study.
MBIS is applicable to many studies. Future research could examine MBIS impact on
other areas of secondary industry. Additionally, further work can be undertaken to
understand the impact of existing organizational management culture upon the
deployment of this model. That is, would an existing management approach hinder or
support the identified model constructs and to what level of impact, may also be
investigated.
Also, it is recognized that process improvement typically follows a lifecycle approach
PhD Thesis Page 358

as the initiative matures. Future research may delve into the role of an MBIS in both
the different improvement phases and across the lifecycle as a whole. Similarly, it is
anticipated that the nature of the business process improvement initiatives may play a
role in how MBIS affordances can be best applied. RMG activity is both resource and
people dependant. Accordingly, the impact of an MBIS will be determined by the
unique characteristics of each initiative. For example, RMG activity conducted across
multiple geographic locations with different stakeholder groups may present different
behaviors- this can be further investigated.
This research identified and contextualized affordances of MBIS that play a potential
moderating role in MBIS operationalization. Further work is therefore required to
understand the full influence of these affordances within the research domain and thus
provide the basis for an extension of this study. Given that affordances can depend on
the actor‗s characteristics and capabilities, further investigation on how process
stakeholders‗ (also the MBIS users‗) characteristics and capabilities influence the way
the model functions, can be investigated.
Future research will collect data to analyze customer perspectives, organizational
perspectives and country-level factors that could act as barriers to MBIS adoption.
The methodological guidelines on the design and conduct of a software supported
approach to qualitative research, can be further developed/matured and tested in other
studies. Finally, the application of this framework in different disciplines and contexts
(such as Knowledge Management or Change Management) to test the findings of this
study, will further progress and validate this contribution to knowledge and practice.
PhD Thesis Page 359

11.5 Conclusion
The merit of the research lies in presenting for the first time, an MBIS framework for
the RMG sector in Bangladesh that includes MBIS affordances, empowerment
opportunity and adoption variables of MBIS. The research has considered the main
challenges in the RMG business and empowerment challenges, and for the first time
positioned MBIS as a possible tool to battle the above mentioned challenges. To my
knowledge, for the first time, this research considers interpersonal, instructional and
behavioral components of empowerment for RMG workers who provide the main
foreign source of income in the country and explores the effective use of MBIS in the
empowerment process. The privileged position of RMG worker‗s use of mobile
phones is a great opportunity for offering mobile based services to RMG workers.
Therefore, the research findings of this study will not only address the call by
government and development agencies for digitization of Bangladeshi RMG, but also
enhance our understanding of MBIS capabilities. Collectively, these findings
illustrate the potential role of MBIS, particularly for RMG workers; this has important
implications for providing useful insights into human behavioral and motivational
factors affecting attitudes towards the adoption of mobile based services in
developing countries. Furthermore, the study acts as a starting point for future
research to explore the adoption of MBIS; this contribution is significant as a step
forward in the digitization of Bangladesh. Lastly following these outcomes,
developing countries which have similar socioeconomic conditions may also receive
useful pointers when developing a mobile phone-based services for RMG workers.
PhD Thesis Page 360

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Appendix A: Information Letter to the research

participants
INFORMATION LETTER
University letterhead here
Dear participants,
I greatly appreciate the time you give me to complete this survey. I am investigating Mobile
Based Information Systems (MBIS) in Bangladesh. Mobile Based Information Systems may
or may not use mobile phones to acquire and send information which in turn empowers
people to go about their daily lives and business.
I wish to conduct some interviews to gather data for my Ph.D. The topic is ‘Investigating a
Framework for Providing MBIS Opportunities to RMG in Bangladesh’. The study will
investigate a MBIS framework for the Ready Made Garment (RMG) sector in Bangladesh.
The study will develop an integrated framework including two features: firstly, what benefits
can be achieved in RMG through the MBIS facility; and secondly (2) how can MBIS be
developed using existing telecommunication and RMG business functions.
Answering the questions indicates you understand the information provided about this
research and have been given the opportunity to ask any questions. Once again, please accept
my thanks for your time. Without your granting me time, it would not be possible to complete
my research.
Yours faithfully,
MdTaimurAhad Local Contact
Department of Computing Sarkarpara
Macquarie University, Sydney, Australia Gainbandha
Email:md-taimur.ahad@students.mq.edu.au Phone: 0173 977 4050
Phone No: 0449 104 141
PhD Thesis Page 406

BACKGROUND
What is MBIS?
The term mobile (phone) based information system (MBIS) is generic and refers collectively
to services offered using mobile phones, tablets and PDAs. In this research MBIS is a
computing system where Ready Made Garment (RMG) industry owners, managers,
employees and buyers use mobile devices to access and exchange information and resources
related to RMG product development.
Why is MBIS important for RMG?

Mobile phones impact business in at least two ways, first by linking business to the
information which increases market opportunity, and secondly by providing a cost effective
platform for information exchange and marketing. Availability of information using mobile
devices will accelerate RMG production time, growing a share of work-related activities,
resulting in empowered employees becoming more productive where traditionally they lacked
access to needed data resources. Moreover, in Bangladesh mobile use is more extensivethan
computing use, therefore a mobile driven application is more convenient than computer
mediated software.
Description of the interview:
The purpose of the interview is to explore MBIS for RMGs in Bangladesh. In the interview I
will ask your views and opinions in a general discussion about MBIS adoption in your RMG
business. I would like to know about RMG business functions and work processes,
technology used by the RMG factory, benefits and obstacles of current technologies and the
demographics of your employees.
The interview will take roughly one hour time of your time. The interview will be audio
recorded with your permission and will be confidential. I will arrange a meeting time and
place that suits you best and will send questions in advance.
PhD Thesis Page 407

Appendix B: FAQ
INFORMATION LETTER
‘Investigating a Framework for Providing MBIS Opportunities to RMG

in Bangladesh
WHO IS DOING THE RESEARCH?
My name is Md Taimur Ahad and I am a PhD student at Macquarie University,

Australia. My supervisor is Dr Peter Busch, a Senior Lecturer with the Department of
Computing in the Faculty of Science and Engineering at Macquarie University
WHAT IS THIS RESEARCH ABOUT?
This research is ‘Investigating a Framework for Providing MBIS Opportunities to RMG in

Bangladesh’. The study will investigate a MBIS framework for the Ready Made Garment
(RMG) sector in Bangladesh. The study will develop an integrated framework including two
features: firstly, what benefits can be achieved in RMG through MBIS facility; and secondly
(2) how can MBIS be developed using existing telecommunication and RMG business
functions.
IF I SAY YES, WHAT WILL IT INVOLVE?
If your agree to participate in this research, I will ask you to fill a survey where you
answer some general questions about you and your employment status, mobile phone
usage and your expectations from a mobile device. Please be informed that personal
questions and confidential information of your organization will not be asked. Your
employees will answer the questions and I will record the answer in audio/video
equipments. I will not disclose the name of the participants.
ARE THERE ANY RISKS/INCONVENIENCE?
There are very few if any risks because the research has been carefully designed.
However, it is possible that a participant might be embarrassed asking questions. But
if participant feel any embarrassment, he or she can decline to participate in the
interview.
PhD Thesis Page 408

WHY HAVE I BEEN ASKED?
You are invited to participate in this research as you may provide valuable
information into the research. As an employee, you may have information related to
mobile phone ownership, usage pattern and future expectations from mobile device.
This research explores MBIS for RMG in Bangladesh. In the interview I will ask your
views and opinions in a general discussion about MBIS adoption in your RMG
business. I would like to know RMG business functions and work processes,
technology used by the RMG factory, benefits and obstacles of current technologies
and the demographic of your employees.
DO I HAVE TO SAY YES?
You don‘t have to say yes.
WHAT WILL HAPPEN IF I SAY NO?
Nothing. I will thank you for your time so far and won‘t contact you about this
research again.
IF I SAY YES, CAN I CHANGE MY MIND LATER?
You can change your mind at any time and you don‘t have to say why. I will thank
you for your time so far and won‘t contact you about this research again.
WHAT IF I HAVE CONCERNS OR A COMPLAINT?
If you have concerns about the research that you think I or my supervisor can help
you with, please feel free to contact Md Taimur Ahad on 01752280569 or supervisor
Dr Peter Bush by email peter.busch@mq.edu.au and Telephone: +61 2 9850 9520.
PhD Thesis Page 409

Appendix C: Survey Questionaries
SURVEY QUESTIONNAIRES
Section A: Participant information on use of mobile phones
Instruction: Please tick the square corresponding to your answer, as in the example below:
Example
What is your gender?
A. Male
B. Female
1. Do you have a mobile phone
Yes
No, but I use another‘s phone
No, but I intend to get one
No, I have no intention of owning one
2. What describe your mobile phone? (please ask the investigator if not sure)
Old fashioned button based mobile phone
Touch screen phone
Small screen phone
Big screen phone
Phone without internet service
Phone with internet service
PhD Thesis Page 410

3. Which mobile network does your mobile phone belong to?

Grameen Phone
Bangla Link
Robi
TeleTalk
4. Tick each of the functions that you use on your mobile phone. You can tick more than
one.
Phone call for personal use
Phone call to conduct business
SMS for personal use
SMS for business use
Internet browse
Use facebook and social networks
Shopping using mobile apps, buying ringtones, wall paper and songs
Listen to music, watch TV or youtube
Banking and financial activities
Check emails
Other ------------------------------------------
5. How would you describe your knowledge of using a mobile phone? Please tick only one.
Excellent
Very good
Good
Fair
PhD Thesis Page 411

Poor
Unsure
Section B: Participant’s view on MBIS
6. What service(s) would you use if you offered MBIS?

Access RMG company websites and government websites
I would like to communicate with RMGs mangers anonymously
I prefer to have a forum so that I can exchange views using the forum
I would like to enrol in an online course
I would like to update my skills through short courses.
I would like to see my pay slips using the service
I would like to access government policies regarding RMG using MBIS
I would like to have company notifications via the RMG website
I would like to see my job schedule using MBIS
I would like to view the design of garment I am working on using MBIS
I would like to compare rates of suppliers using MBIS
I would like to govern OHS using MBIS
I would like to view the production status using MBIS
I would like to view stock status using MBIS
I would like to conduct online meeting using MBIS
Other -----------------------------------------------------
Obstacles in RMG
7. What are the obstacles in Bangladeshi RMG you think? (You can tick more than one)
Long lead time
PhD Thesis Page 412

Managers are disconnected when they are not in office
Less or no information when managers are not in the office
Managers do not get information until they go to office
Communication distance between owners/managers and workers
Business process is reduced as information not available
Ineffective supply chain because of information shortage
Salary discrepancy
Age discrepancy
Less or no control over salary
Elder employees are forced for early retirement
Less or no training
Lack of workers‘ networking
Workers are voiceless
Deprived of education or skill development
Sexual harassment
Misbehave of the line manager
More work for female workers
Others ------------------------------------------
Intention to use MBIS service
8. If MBIS is available, what would I do?
A. I will use the MBIS service
B. I have no intention to use a mobile
C. I am not sure
PhD Thesis Page 413

Concern:
9. What concerns might you have about the MBIS service
I have a shared phone, I am concerned if my information is accessed by

others
My mobile phone does not have internet connection
Small screen of mobile phone
Keypad of mobile is not user friendly
Cost of the internet to use the service
Cost of the SMS to use the service
Losing my personal information
If the service is in English, I cannot use it
No prior experience of MBIS service
No sophisticated experience of computing
Others ------------------------------------------
PhD Thesis Page 414

Section C: Participant’s view on MBIS attributes
Instructions: Please rate how strongly you agree or disagree with each of the following
statements by placing a check mark in the appropriate box, as in the example below:
Example
Strongly Not Strongly

Disagree Agree
disagree sure agree
Mobile phone allows banking √
I. Questions on Relative Advantages of MBIS

Disagree Agree
disagree sure agree
1. Using MBIS made a contribution to

the access and use of ICT than it
would otherwise.
2. I believe the use of MBIS will enable
me to do my job more quickly than a
computer based system.
3. I believe the use of MBIS will enable
me to do my job in an easier way
compared to a computer based system
4. I believe the use of MBIS will be
more efficient than using a computer
based system
5. I believe the use of MBIS increases
my productivity
6. MBIS will be more interesting than
any other ICT that I have used to
obtain RMG information
PhD Thesis Page 415

II. Questions on Compatibility of MBIS

Disagree Agree
disagree sure agree
7. I believe the use of MBIS is

compatible with my lifestyle.
8. I think my colleagues should use
MBIS service.
9. I believe the use of MBIS fits well
with the way I like to use ICT.
10. I believe the use of MBIS would fit
well with the way I like to operate IT
services.
III. Questions on Perceived Ease of Use of MBIS

Disagree Agree
disagree sure agree
11. My decision to use MBIS depends on

the use of MBIS is clear and
understandable
how easy MBIS is
how easy to learn the service is
14. I believe the use of MBIS will not
require a lot of mental effort
PhD Thesis Page 416

IV. Questions on Trialability

Disagree Agree
disagree sure agree
15. I believe before deciding whether to

use the MBIS, it will be better to try
it out by the user for free.
16. I believe it is better to use MBIS on a
trial basis for a long enough time to
see what it could do.
17. I believe I would not have to spend a
lot of effort to try MBIS.
18. I believe it would be better for the
service provider to experiment with
MBIS as necessary to check its
effectiveness.
V. Questions on Observability

Disagree Agree
disagree sure agree
19. I believe I would have no difficulty

telling others about the results of
using MBIS.
20. I believe I would have no difficulty
explaining why using MBIS may or
may not be beneficial.
21. I believe the instructions of how to
use MBIS is available and visible in
many places.
22. I‘ve plenty of opportunity to see other
mobile based services, such as mobile
banking.
PhD Thesis Page 417

VI. Questions on Access to information

Disagree Agree
disagree sure agree
23. Appling MBIS is useful to control my

RMGs factory.
24. This MBIS application helps me to
communicate easier with my
colleagues, supervisors and
managers.
25. Appling MBIS are useful in accessing
information related to my job.
26. In my opinion, access to information
quicker and easier.
VII. Questions on Competency

Disagree Agree
disagree sure agree
27. Having MBIS makes it easier for me

to improve my performance.
28. MBIS allows me to understand better
my role and duties.
29. I can contact necessary
people/organizations to increase my
capacity.
30. Having MBIS makes it easier for me
to participate in a professional
development programme.
31. Having MBIS makes it possible for
enrol in education.
PhD Thesis Page 418

VIII. Questions on Impact

Disagree Agree
disagree sure agree
32. Using the MBIS application I can

help others to improve their work
33. Using MBIS I can improve how the
RMG works
34. Using MBIS application I can
contribute my thoughts and
participate in organizational
decisions, making a large impact
onthe business.
35. Using MBIS I will have more control
on any decision on my job
IX. Questions on Self determination

Disagree Agree
disagree sure agree
36. If pnline payment is available through

MBIS, I can control my money in
better way.
37. Using MBIS I can communicate with
a broader range of RMG employees
and maybe able to find a better job.
38. Using MBIS I can communicate with
RMG employees within my
organization or other organizations
and find a way to learn to increase
theskill base?.
PhD Thesis Page 419

X. Questions on Meaning
Strongly Disagree Not Agree Strongly
disagree sure agree
39. Using MBIS, I can access

information and know how important
my work is for the organization.
40. Using MBIS, I can access
information and know how important
my daily activity is for a successful
RMG shipment.
41. The MBIS system allows me to know
what is happening in my job and the
company I work for
42. Using MBIS I can express
ideas/suggestions which provides all
work group members a chance to
voice their opinions
XI. Questions on Self-efficacy

Strongly Disagree Not Agree Strongly
disagree sure agree
43. Using MBIS I can create a collaborative

work environment which will enhance
self-efficacy.
44. Using MBIS I can get help when I get
stuck on RMG work.
45. Using MBIS I can catch up my work
when I have other emergencies.
46. Using MBIS I can contact my
professional peers for help when I get
stuck on RMG work.
47. Using MBIS I can control emotional
stress when I am performing poorly by
sharing my situation with others.
PhD Thesis Page 420

Section D: Participant’s demographic Information
Instruction: Please tick in square that corresponds to your answer, as in the example below:
Example
A. Male
B. Female
Questions
1. Age
below 18 years
18-24 years
25-30 years
31-35 years
36-40 years
41-50 years
More than 50 years
2. Gender:
Male
Female
PhD Thesis Page 421

3. Profession:
A. I am employed in an RMG
a. Senior Officer
b. Mid-level Officer
c. Worker
B. I am an owner of an RMG
C. I am a buyer for an RMG
D. I am a government official
E. I am an overseas buyers for an RMG
F. Other
4. Status of employment :
A. Full time employee
B. Part time employee
C. Casual employee
D. Contractor
E. Other
................................................
5. How many people work in your RMG?

A. 1-5 persons
B. 6-15 persons
C. 16-50 persons
D. 51 to 250 persons
E.
PhD Thesis Page 422

6. Level of Education:
F. Primary or below
G. Between primary and high school
H. Above high school to university
I. Others –
7. Monthly personal income:

A. Tk. 5,000 or below
B. Tk. 5,001-10,000
C. Tk. 10,001-20,000
D. Tk. 30,001- 50,000
E. Tk. Above 50,000
F. Others
Thank you.
Your job is done - submit the survey please.
PhD Thesis Page 423

Appendix D: Interview instruments (RMG

representatives)
 University letterhead here

Dear participants,
Framework for Providing MBIS Opportunities to RMG in Bangladesh’. The study will
investigate a MBIS framework for the Ready Made Garment (RMG) sector in Bangladesh.
The study will develop an integrated framework including two features: firstly, what benefits
can be achieved in RMG through MBIS facility; and secondly (2) how can MBIS be
developed using existing telecommunication and RMG business functions.
Answering the questions indicates you have understood the information provided about this
my research.
Yours faithfully,
Md Taimur Ahad Local Contact
PhD Thesis Page 424

Phone No: 0449 104 141
PhD Thesis Page 425

BACKGROUND
What is MBIS: The term mobile (phone) based information system (MBIS) is generic and
refers collectively to services offered using mobile phones, tablets and PDAs. In this research
MBIS is a computing system where Ready Made Garment (RMG) industry owners,
managers, employees and buyers use mobile devices to access and exchange information and
resources related to RMG product development.
Why is MBIS important for RMG?Mobile phones impact business in at least two ways,
first by linking business to the information which increases market opportunity, and secondly
by providing a cost effective platform for information exchange and marketing. Availability
of information using mobile devices will accelerate RMG production time, growing a share of
work-related activities, resulting in empowered employees becoming more productive where
traditionally they lacked access to needed data resources. Moreover, in Bangladesh mobile
use is higher than computing use, therefore, a mobile driven application is more convenient
than computer mediated software.
Description of the interview: The purpose of the interview is to explore MBIS for RMG in
Bangladesh. In the interview I will ask your views and opinions in a general discussion about
MBIS adoption in your RMG business. I would like to know RMG business functions and
work processes, technology used by the RMG factory, benefits and obstacles of current
technologies and the demographic of your employees.
The interview will take roughly one hour time of your time. The interview will be audio
recorded with your permission and will be confidential. I will arrange a meeting time and
place that suits you best and will send questions in advance.
PhD Thesis Page 426

INTERVIEW
Instructions: The attached guide gives a brief outline of the type of questions I plan to ask
during our interview.
Interview Questions
MBIS related
1. How does the MBIS apply to a RMG business environment? How does MBIS
compare with other IT services in context of developing countries?
2. What benefits can be achieved for the RMG sector through MBIS adoption?
3. Can MBIS increase the productivity and efficiency of RMG in Bangladesh
4. What are the critical successes factors (CSF) and barriers in MBIS
implementation in Bangladesh?
5. What information and technological support required developing the
system?
6. How does MBIS can contribute RMG human resource
7. What are the stakeholders‘ recommendations on MBIS adoption in the RMG
sector?
Empowerment related
8. As a tool, to what extent and how MBIS use can empower RMG workers?
9. Is RMG workers‘ MBIS based empowerment is positively related to the Job
satisfaction and productivity of RMG?
10. What are empowerment processes that can empower RMG workers using
MBIS system?
11. What are the empowerment outcomes of using mobile phones for RMG
workers?
Supply chain management
PhD Thesis Page 427

12. How can mobile phone based SCM support information sharing in the
Bangladeshi RMG?
13. Which CSFs explain the implementation of mobile based SCM within RMG
in Bangladesh?
14. Which inhibitors limit mobile based SCM within RMG in Bangladesh?
RMG Business and functions involved in the business
1. Please tell me about the RMG you work for specially including the date of
establishment, size of RMG, turnover and employee number.
2. Who are the main stakeholders of your RMG in general?
Communication
3. How do you conduct communication with stakeholders/prospective buyers?

4. How do you maintain communication with existing buyers?
Marketing
1. How do you acquire RMG buyers - or how you obtain a work order?
2. How do you conduct marketing?
Banking
3. How do you undertake banking?

4. How do you transfer salaries to employees?
Information system use in your RMG
5. Do you use information systems/information technology in your RMG?

6. What are they used for?
7. Do you have a website? Do you update important information such as regulation of
employment on your website?
8. Could you tell me the possibilities of adopting mobile based information systems?
PhD Thesis Page 428

9. How do employees perceive use of information technology compared to traditional

paper based systems?
10. What steps have you taken to increase use of technology/software in your RMG?
Supply Chain Management (SCM)
11. How is your supply chain managed?

12. What technology do you have in place to facilitate SCM?
13. What are the benefits and problems in the current system?
14. Do you think a mobile based SCM can reduce problems?
15. How can mobile phone based SCM support information sharing in your Bangladeshi
RMG?
16. What Critical Success Factors (CSFs) explain the implementation of mobile based
SCM within RMG in Bangladesh?
MBIS infrastructures
18. Do you have organizational infrastructure and resources to adopt MBIS? Please
specify the following topics
 MBIS technology in Bangladesh
 MBIS with regard to the human resource
MBIS factors
19. What do you feel are the influential factors of MBIS?

20. What are the drivers of MBIS for RMG?
21. What are the barriers in MBIS adoption?
Recent development
22. What developments are in place to adopt MBIS?

23. What are your suggestions that will accelerate the adoption of MBIS?
Conclusion
PhD Thesis Page 429

24. Do you know anyone who can provide me valuable information about mobile based
information systems (and you think I should speak to)?
25. Is there anything you would like to add?
PhD Thesis Page 430

Appendix E: Interview instruments (Expert

representatives)
University letterhead here
Dear participants,
Framework for Providing MBIS Opportunities to RMG in Bangladesh’. The interview will
take roughly one hour time of your time. The study will investigate a MBIS framework for
the Ready Made Garment (RMG) sector in Bangladesh. The study will develop an integrated
framework including two features: firstly, what benefits can be achieved in RMG through
MBIS facility; and secondly (2) how can MBIS be developed using existing
telecommunication and RMG business functions.
Answering the questions indicates you have understood the information provided about this
my research.
Yours faithfully,
Md Taimur Ahad Local Contact
PhD Thesis Page 431

Phone No: 0449 104 141
BACKGROUND
What is MBIS: The term mobile (phone) based information system (MBIS) is generic and
refers collectively to services offered using mobile phones, tablets and PDAs. In this research
MBIS is a computing system where Ready Made Garment (RMG) industry owners,
managers, employees and buyers use mobile devices to access and exchange information and
resources related to RMG product development.
Why is MBIS important for RMG?Mobile phones impact business in at least two ways,
first by linking business to the information which increases market opportunity, and secondly
by providing a cost effective platform for information exchange and marketing. Availability
of information using mobile devices will accelerate RMG production time, growing a share of
work-related activities, resulting in empowered employees becoming more productive where
traditionally they lacked access to needed data resources. Moreover, in Bangladesh mobile
use is higher than the use of desktop computers. A mobile phone is a computer and therefore
the software is also mediated.
Description of the interview: The purpose of the interview is to explore MBIS for RMG in
Bangladesh. In the interview I will ask your views and opinions in a general discussion
guided by interview questions about MBIS adoption in your RMG business. I would like to
know RMG business functions and work processes, technology used by the RMG factory,
benefits and obstacles of current technologies and the demographic of your employees.
The interview will be audio recorded with your permission and will be confidential. I will
arrange a meeting time and place that suits you best and will send questions in advance.
PhD Thesis Page 432

INTERVIEW
RMG Business and functions involved in the business
5. Please tell me about the RMG you work for specially including the date of
establishment, size of RMG, turnover and employee number.
6. Who are the main stakeholders of your RMG in general?
Communication
7. How do you conduct communication with stakeholders/prospective buyers?

8. How do you maintain communication with existing buyers?
Marketing
26. How do you acquire RMG buyers - or how you obtain a work order?
27. How do you conduct marketing?
Banking
28. How do you undertake banking?

29. How do you transfer salaries to employees?
Information system use in your RMG
30. Do you use information systems/information technology in your RMG?

31. What are they used for?
32. Do you have a website? Do you update important information such as regulation of
employment on your website?
33. Could you tell me the possibilities of adopting mobile based information systems?
34. How do employees perceive use of information technology compared to traditional
paper based systems?
35. What steps have you taken to increase use of technology/software in your RMG?
PhD Thesis Page 433

INTERVIEW
36. Tell me about your job. What are some of the typical activities you are responsible for
on a daily basis?
37. Name the primary people/departments that you interact with to get your work
accomplished on a daily/weekly basis.
38. What kinds of information or resources do you obtain from your interaction with
these people/departments?
39. How Important is it that you obtain the information or resources you just described
from these people/departments?
40. How dependent are you on their help to complete the work required of you in your
job?
41. Are there atternative sources of Information/resources other than these
people/departments ?'
42. Exactly what actions did you take in this situation once you found yourself
confronted with the problem?
43. In describing this situation, what would you describe as the dominant action that you
took to deal with the problem?'
44. What other options existed in this situation? What reasons did you have for not
pursuing these other options?
Empowerment questions
45. Where and when have you heard of empowerment?

46. What is empowerment to you?
47. What thoughts emerge when you see the word empowerment?
48. What feelings emerge when you see the word empowerment?
49. How have you experienced dis empowerment in the past?
50. Please describe how mobile phone impact in your life when you were disempowered?
51. Please describe a moment in your life when you contributed more by mobile phone
based empowerment?
52. What else would you like the researcher to know about empowerment using mobile
phone?
PhD Thesis Page 434

Conclusion
information systems(and you think I should speak to)?
Supply Chain Management (SCM)
55. How is your supply chain managed?

56. What technology do you have in place to facilitate SCM?
57. What are the benefits and problems in the current system?
58. Do you think a mobile based SCM can reduce problems?
59. How can mobile phone based SCM support information sharing in your Bangladeshi
RMG?
60. What Critical Success Factors (CSFs) explain the implementation of mobile based
SCM within RMG in Bangladesh?
MBIS infrastructures
62. Do you have organizational infrastructure and resources to adopt MBIS? Please
specify the following topics
 MBIS technology in Bangladesh
 MBIS with regard to the human resource
MBIS factors
63. What do you feel are the influential factors of MBIS?

64. What are the drivers of MBIS for RMG?
65. What are the barriers in MBIS adoption?
Recent development
66. What developments are in place to adopt MBIS?

67. What are your suggestions that will accelerate the adoption of MBIS?
PhD Thesis Page 435

Conclusion
information systems (and you think I should speak to)?
PARTICIPANTS DEMOGRAPHIC INFORMATION
Instruction: Please tick the square that corresponds to your answer.
8. What is your gender?
A. Male
B. Female
C. Do not like to disclose
9. How old are you?

A. 18-25 years
B. 26-30 years
C. 31-35 years
D. 36-40 years
E. 41-50 years
10. Do not like to disclose - Level of Education:
A. Undergraduate
B. Graduate//Bachelor/ Honours
C. Masters or above
D. Do not like to disclose - are these achievement levels realistic
for Bangladesh?
PhD Thesis Page 436

11. Position _____________________________________________________________

12. Experience (technology)_________________________________________________
END OF QUESTIONS
Section D: Participant Information
Instruction: Please tick in square that corresponds to your answer, as in the example below:
Example
√ A. Male
B. Female
Questions
13. Age
F. below 18 years
G. 18-25 years
H. 25-30 years
I. 30-35 years
J. 35-40 years
K. 40-50 years
L. Others –
14. Gender:
D. Male
PhD Thesis Page 437

E. Female
15. Profession:
A. I am employed in an RMG
B. Owner of an RMG
C. I am buyer of an RMG
D. I am a government official
E. I am an overseas buyers of an RMG
F. Other
16. Level of Education:

A. Primary or below
B. Between Primary and high school
C. Above high School to university
D. Others – again please fix up these classifications – perhaps use
ABS census categories?
17. Monthly personal income:
A. Tk. 5000 or below
B. Tk. 5001-10000
C. Tk. 100001-20000
D. Tk. 30001- 50000
E. Tk. Above 50000
F. Others
18. How many people work in your business?
PhD Thesis Page 438

A. 1-5 persons
B. 6-15 persons
C. 16- 50 persons
D. 51 to 250 Persons
PhD Thesis Page 439

Appendix F: Interview instruments (Focus

group)
during our interview in the focus group.
Background of Respondent
1.Kindly enlighten me on your position and unit within your organization.

2.Kindly enlighten me on your job details. Are you in a technical section or administration?
3.How long have you been working with this organization?
4.In your estimation, what is MBIS?
5.Do you use MBIS for any or your tasks for personal and business?
6.Kindly elaborate some of the tasks you use for MBIS.
MBIS opportunities
7.What do you think are some of the opportunities presented by MBIS for Bangladeshi
RMGs?
8.What about the role of technological trends serving as threats to your adoption of MBIS ?
Used technologies find support for each of them as defined
9.Can you please enlighten me on some of the technologies you employ in your organisation?
10.Which official equipment/devices help you to telecommute?
11.How do you keep yourself abreast with these technologies?
User convenience
12.How do you forecast the convenience (platforms, security, usability, and size of devices) in
MBIS?
Organizational characteristic
13.How many people do you think are involved in telecommuting in your organization?
14.How many people in your department have tasks that involve the use of electronic devices?
15.How do you consider the work environment in the organization?
16.What is the nature of supervision of tasks in the organization?
17.Is there any policy governing telework in your organization? What are the key things in
this policy?
Benefits to the organization
PhD Thesis Page 440

7.In your view, what do you think are some of the benefits accrued to your organization as a
result of MBIS?
8.Do your think MBIS will make you more productive, please can you explain?
Challenges to the organization
9.Are there any challanges you see because of MBIS ?

10.Do you think MBIS will impact the RMG organization?
Job characteristics
11.What is your level of IT skills? (low/high/moderate) explain with certifications

12.How is your working hour like?
13.How often do you require the use of an electronic device in your work? Explain with
examples.
Thanks. Your Job is done.
PhD Thesis Page 441

Appendix G: Consent form for research

participants
CONSENT FORM
HUMAN RESEARCH ETHICS COMMITTEE
I_______________________________________________________________agree to
participate in the research project ‘Investigating a Framework for Providing MBIS
Opportunities to RMG in Bangladesh’ being conducted by research student Md Taimur Ahad
and supervised by Dr Peter Bush of Department of Computing, Faculty of Science and
Engineering, MACQUARIE UNIVERSITY NSW 2109.
I understand that the purpose of this study is to investigate a MBIS framework for the Ready
Made Garment (RMG) sector in Bangladesh. I understand that I have been asked to
participate in this research because I can provide valuable information into the research. As an
RMG employee, I may have information related to mobile phone ownership, usage pattern
and future expectations from mobile device.
I am aware that I can contact Md Taimur Ahad and the research supervisor Dr Peter Bush if I
have any concerns about the research. I also understand that I am free to withdraw my
participation from this research project at any time I wish, without consequences, and without
giving a reason.
I know that the survey will be anonymous and it will be paper based. I agree that Md Taimur
Ahad has answered all my questions fully and clearly. I agree that the research data gathered
from this project may be published in a form that does not identify any employees in any way.
________________________________________ ____/____/____
Signature (participant)
________________________________________ ____/____/____
Signature (researcher or delegate)
PhD Thesis Page 442

Appendix H: Quantitative data coding and

dictionary
Data coding Meaning
intention_to_adopt Intention to adopt MBIS when available
age Age of the Participants
gender Gender of the Pareticipants
profession Profdession of the participants
Employment_status Employment status of the participants
Nummber_employees Total number working in the RMG
Level_of_education Highest level achived by the participants
Monthly_personal_income Monthly income from RMG of the Participant
Access_use_ICT Access and use of ICT
Quicker_than_computer Do job quicker than a computer based ICT
Easier_way Easier way compared to a computer based

system
More_efficient_than_computer
More efficient than using a computer based
Increases_productivity system
Interesting Increases my productivity
Compatible_with_lifestyle More interesting than any other ICT
Colleagues_should_use_MBIS MBIS is compatible with lifestyle
fits_well_the_way_prefer_use_ICT Colleagues should use MBIS
fits_well_to_operate MBIS fits well the way prefer to use ICT
MBIS_should_clear_and_understandable fits well the way prefer to operate
MBIS_use_should_be_easy MBIS should clear and understandable
Learning_MBIS_should_be_easy MBIS use should be easy
MBIS_use_should_not_require_much_mental Learning MBIS should be easy
_effort
MBIS use should not require much mental
Free_try_of_MBIS
PhD Thesis Page 443

Long_time_trial_ effort
Less_effort_to_try_MBIS Free try of MBIS
Experiment_with_MBIS_to_check_effectivene Long time trial

ss
Less effort to try MBIS
Less_dificulty_telling_others_MBIS_results
Experiment with MBIS to check it's
Less_difficulty_explaining_benefits_of_MBIS effectiveness
Instructions_of_MBIS_use_is_available Less dificulty telling others MBIS results
Observibility_of_other_MBIS Less difficulty explaining benefits of MBIS
cost1 Instructions of MBIS use is available
cost2 Observibility of other MBIS
mobile_ownership
old_fashioned
touch_screen Mobile phone ownership
small_screen old fashioned
big_screen touch_screen
mobile_no_internet small_screen
phone_with_internet big_screen
Mobile_network mobile_no_internet
other_kind_phone phone_with_internet
call_personal_use Mobile Network of Participants
call_business_use Other kinds of Phone
SMS_personal Phone call for personal use
SMS_business Phone call for business use
Internet_browsing SMS for personal use
social_network_use SMS for business use
mobile_shoping Internet_browsing
music_watch_TV_youtube social_network_use
banking mobile_shoping
PhD Thesis Page 444

emails music_watch_TV_youtube
others banking
Knowledge_of_mobile emails
access_RMG_government_websites others
access_goverment_website_of_RMG Knowledge of Mobile Phone
communicate_with_mangers Access RMG company websites
forum_to_exchange_views Access goverment websites
enroll_online_course Communicate with RMGs mangers

anonymously.
update_skills_short_courses
Forum to exchange views
view_payslips
Enroll in an online course
know_government_policies
Update skills through short courses
get_company_notification
Prefer to see pay slips
see_job_schedule
Access government policies regarding RMG
view_design_of_garment
Prefer to get company notifications
compare_suppliers_rates
Prefer to see job schedule
govern_OHS
Prefer to view the design
view_production_status
Prefer to compare rates of suppliers
view_stock_factory
Prefer to govern OHS
conduct_online_meeting
Prefer to view the production status
shared_phone
Prefer to view stock status
No_internet
Prefer to conduct online meeting
Small_screen_mobile
Shared phone fear of unauthorised acces of
Keypad_old_day informaiton
Cost_internet Phone does not have internet connection
Cost_SMS Small screen of mobile phone
loosing_personal_information KLey pad is convenient
English Cost of internet connection for MBIS
no_prior_experince_MBIS
PhD Thesis Page 445

Poor_experince_ICt Cost of SMS for MBIS service
Other_concerns_MBIS Losing personal information
ra Service in English
com No Prior experince of MBIS use
easy Poor experince of ICT
tri Others concernc of MBIS
obs
cost
Long_lead_time
Managers_disconnection
Less_no_information_managers_unavailable
Managers_get_less_information_when_not_o
ffice
Long lead time
Communication_distance
Managers are disconnected when they are not
Slow_Business_process in office
Ineffective_supply_chain Less or no information when managers are

not in the office
Salary_discrepancy
Managers do not get information until they go
Age_discrepancy to office
Less_control_salary Communication distance between
Elder_employees_early_retirement owners/managers and workers
Business process is reduced as information

Less_or_no_training
not available
No_workers_networking
Ineffective supply chain because of
Workers_voiceless information shortage
Deprived_education Salary discrepancy
Sexual_harassment Age discrepancy
Misbehave Less or no control over salary
More_work_female_workers Elder employees are forced for early

retirement
Other_obstacle
Less or no training
PhD Thesis Page 446

Lack of workers‘ networking
Workers are voiceless
Deprived of education or skill development
Sexual harassment
Misbehave of the line manager
More work for female workers
Others -------------------------------------------
PhD Thesis Page 447
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A Mobile Based Information System Framework For The Bangladeshi Ready-Made Garment Industry

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A Mobile Based Information System Framework For The Bangladeshi Ready-Made Garment Industry

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A MOBILE BASED INFORMATION SYSTEM FRAMEWORK FOR THE

Thesis · July 2023

The user has requested enhancement of the downloaded file.

Dr. Peter Busch and Dr. Yvette Blount

The Faculty of Science and Engineering at

For the requirements of the degree of

Doctor of Philosophy in Computing

CERTIFICATE OF ORIGINAL AUTHORSHIP 14

ACRONYMS AND ABBREVIATIONS 20

INTRODUCTION TO THE RESEARCH 21

1.1 Background of the study 21

1.2 Why Bangladesh and Bangladeshi RMG? 26

1.5 Aim of the research 32

1.6 Research Questions 32

1.7 Research Objectives 33

1.8 Research methodology 34

1.9 Phases of the research 35

1.10 Research significance 36

1.11 Contributions to the IS knowledge domain 39

1.12 Organization of the thesis 40

POSITIONING THE STUDY'S CONTEXT: CHARACTERISTICS & PROBLEM

2.1 Introduction to Bangladesh 44

2.2 Mobile phone industry in Bangladesh 50

2.3 Ready-made garments in Bangladesh 57

2.4 Chapter summary 66

LITERATURE REVIEW: MBIS AND AFFORDANCE THEORY 67

3.2 Mobile Based Information System 68

3.3 Theory of Affordance 76

3.3.2.2 Affordance theory in the enterprises context 80

3.4 Chapter summary 97

EMPOWERMENT THROUGH MBIS 98

4.2 Introduction to empowerment 99

4.3 Empowerment theories 101

4.4 Empowerment components 106

4.5 Process of empowerment 109

4.6 Empowerment outcomes 111

4.7 MBIS based empowerment 113

4.8 Empowerment in Bangladesh 117

4.9 MBIS based empowerment in Bangladesh 117

4.10 Knowledge gap on MBIS based empowerment 118

4.11 Chapter summary 120

MBIS ADOPTION STUDIES 121

5.1 Introduction 121

5.2 The approaches of MBIS adoption studies 122

5.3 The paradigm of micro- and macro-level IS theories 123

5.4 Knowledge gap in the domain of MBIS adoption 152

5.5 Chapter summary 154

DOI BASED MBIS CONCEPTUAL FRAMEWORK 155

6.1 Introduction 155

6.2 The conceptual MBIS framework based on Micro-level perspective 156

6.3 Constructs of MBIS framework 159

RESEARCH DESIGN AND METHODOLOGY 167

7.1 Introduction 167

7.2 Research Paradigm 169

7.2.1 Diversity in research paradigm 170

7.3 Research design 175

7.4 Data interpretation and analysis 209

7.5 Ethical considerations 216

QUALITATIVE DATA CODING AND RESULTS 219

8.1 Introduction 219

8.2 Identifying MBIS affordances for RMG 220

8.3 RO1: Identified MBIS affordances 233