The Seven Public-Government Relationship Typlogies: Apply CRM in United Arab Emirates (UAE) Government
In 2010 the United Arab Emirates (UAE) government set out to improve customer service by adopting the Customer Relationship Management (CRM) system that was used mainly in private sector. There was a concern about implementing the one size fits all CRM. Therefore, public managers needed to understand the various public sector relationship types and to consider a relational, emotional and behavioral approach to the public-government relationship rather than the technical business management approach. The research here identifies some key distinctive typologies and key contextual relationship factors to better design a management approach that suits each typology. Some key relationship components are stakeholders, services, government role, service concept and relationship exchange. Reviewing the literature from the relationship lens, many studies have focused on understanding the components of a public-government relationship. The gap in the literature highlights the need for CRM models for the government sector functions, identifying the various contextual factors of the relationship, and a need to cater to the behavioral and emotional aspect of the relationship. The seven public-government relationship typology framework emerged from meta-synthesis of the literature review. The study uses UAE Federal government CRM, specifically the Ministry of Health and Prevention (MOHAP). Grounded theory methodology was used to explore the seven public-government factors. Twenty-four qualitative interviews were conducted. The examined relationships include: entrepreneurial, public beneficiary, social beneficiary, organizer, protector, arbitrator, and supporter. The findings aid practitioners in designing the public-government relationship management approach that suits the nature of each relationship and its context. Theoretically, the relationship is the new lens for improving customer service in the public sector and the private sector. This emphasizes that the one size fits all CRM approach needs to be changed to more of a human and personalized approach to managing relationship typologies that are altered based upon context, influential components, and key factors. Some of the key factors influencing the relationships are communication, awareness, knowledge, emotional handling, engagement, relational approach, trust, and relationship value chain. This study provides good evidence for the need for further exploration of the contextual angle of relationships in the private sector in similar relationship typologies.