Case Study Adjustment
Kingdom of Saudi Arabia Ministry of Education Imam Muhammad ibn Saud Islamic University College of Business MBA Program Winter 2024 Strategic Management Integration of HASER to SPGA Solving a Strategic Issue To: Prof. Jamel Choukir By: Anis Alghamdi – Mohamed Almohsen – Abdullah Alseneed ID # 431049005 434020629 444008740 1445-2024 2 Table of Contents Introduction ……………………………………………………………………………………………………………… 3 Problem ……………………………………………………………………………………………………………………. 3 Methodology …………………………………………………………………………………………………………….. 4 Limitations ……………………………………………………………………………………………………………….. 4 Analysis of the Strategic Issue …………………………………………………………………………………… 5 Proposed Solution: HASER Platform ………………………………………………………………………… 6 Implementation Plan ………………………………………………………………………………………………… 9 Data Migration and Integration ………………………………………………………………………………. 11 Training and Capacity Building ………………………………………………………………………………. 12 Results ……………………………………………………………………………………………………………………. 14 Implications ……………………………………………………………………………………………………………. 15 Conclusion ……………………………………………………………………………………………………………… 16 Recommendations …………………………………………………………………………………………………… 17 References ………………………………………………………………………………………………………………. 19 3 Introduction SPGA manages government properties by overseeing Saudi government land and buildings. According to recent data, the SPGA manages 100 parcels of land and over 500 buildings across Saudi Arabia’s sectors and regions (SPGA, 2024). These properties are used, maintained, and developed efficiently by the SPGA to meet government strategic goals. The SPGA maximizes the value of government real estate assets and their impact on citizens and the region’s socio-economic development by improving operational efficiency and transparency with the HASER platform. State Properties General Authority (SPGA) must address land and building management unpreparedness in government real estate portfolios. Asset extent and ownership data are the most significant issues. The deficit hinders authority decision-making, resource allocation, and strategic planning. This report analyses the strategic issue and proposes the implementation of the HASER platform as a solution to address the identified challenges. Problem The government real estate portfolio’s unpreparedness emanates from its nonreadiness of having accurate data on how many properties are under its authority. This, therefore, implies that there needs to be a clear picture of the SPGA mandate, and as such, it is highly hampered in its management decisions (Fabozzi et al., 2020). It further complicates things by requiring more documents regarding ownership and deeds. It makes it difficult for the SPGA to own property, settle disputes, and even carry on with legal requirements since there may only be some relevant documents to prove property ownership. The lack of a mechanism governing the registration and documentation process of the properties owned by the government has perpetuated this problem by promoting inefficiency and uncertainty in the issuance of the document (Fabozzi et al., 2020). Such data and document gaps not only 4 hinder the capacity of the SPGA to maximize resource allocations but also expose the authority to risks and liabilities through indeterminate property rights and legal conflicts. Dealing with the underlying issues is a prerequisite to establishing a firm platform for success encompassing effective governance and management of government real estate assets. Methodology HASER platform development and implements are a necessity in order to follow the proposed methodology. The intended motive is to have one central place where all information in regard to government owned lands and buildings can be documented, recorded, and even tracked. Property owners for each tiny fraction, legal agreements filed with the government, and relevant permissions have to be gathered in wide scale data to collect individual properties for the platform. Apart from the data that has been collected defined methodology efforts, it also emphasizes strong digitization processes where effective information storage, retrieval of information and analysis of information can take place within the platform of HASER (Sandebrg et al., 2020). This will require the integration of geospatial data for accurate mapping and visualization on government real-estates assets as well as digitizing the existing paper records, maps, and surveys. Additionally, the platform’s architecture must cater to specific data security and privacy concerns that will ensure that crucial information is safeguarded in the best possible way as stipulated by the regulations. Limitations However, several challenges have been encountered in the process. One major obstacle is the lack of deeds and proof of ownership for some properties. This issue makes it difficult to establish clear ownership and legal boundaries, which can complicate the inventory process. Additionally, navigating the complex landscape of legislation and 5 obtaining necessary approvals from various government agencies can present further challenges. Analysis of the Strategic Issue Lack of Inventory: The SPGA’s real estate portfolio needs to be clearer due to a lack of governmentowned land and buildings. SPGA needs a complete inventory to optimize government-owned land and buildings. The authority needs a central database to estimate its real estate holdings (Sladić et al., 2021). This limitation hinders decision-making and limits the identification of underutilized assets, revenue streams, and strategic investment or divestment opportunities. SPGA property assessments, maintenance scheduling, and risk management need a detailed inventory. The inability to quickly identify and address structural deficiencies, environmental hazards, and encroachments can increase the authority’s operational costs, legal liabilities, and reputational risks. Without inventory, unauthorized government property use can complicate property rights management and enforcement. Absence of Deeds and Ownership Proof: Government properties can only be identified with deeds. Deeds and proof of ownership help the SPGA identify and document government-owned properties (Rhoads, 2020). A recent audit by Montambault Trudelle (2022) found that most government-owned properties lack title deeds. This issue hinders SPGA inventory and threatens property rights. Lack of deeds and ownership proof causes operational inefficiencies and legal uncertainty in government real estate. Currently, over 20% need clearer documentation in governmentowned asset litigations (Montambault Trudelle, 2022). These legal issues waste SPGA resources and hinder real estate portfolio management. Better documentation, property 6 registration, and government-owned property laws are needed to resolve deeds and ownership proof issues. The SPGA, relevant government agencies, and legal authorities can prove ownership of all government real estate. Centralizing property records and using robust verification mechanisms like the HASER platform can help the SPGA reduce ownership ambiguity and improve government-owned property management transparency. Legislative and Regulatory Challenges: Regulatory hurdles and approval processes from government agencies further impede efforts to compile an accurate inventory of government real estate assets. Legislative and regulatory issues make government real estate inventory difficult for the SPGA. According to SPGA (2024) jurisdictional legislative frameworks vary, resulting in unstandardized property registration and documentation. The Lack of uniformity increases administrative burdens and hinders SPGA regulatory compliance, preventing a complete inventory of government-owned properties. Regulations and approvals slow SPGA property data compilation. Property documentation is hampered by regulatory permits, clearances, and approval delays. Bureaucratic hurdles slow inventory compilation and prevent the authority from keeping current government real estate asset records, resulting in data gaps and errors. Proposed Solution: HASER Platform The HASER platform addresses the strategic issue. The HASER platform centralizes government real estate inventory to accomplish efficiency. To begin with, HASER provides government land and building data. HASER expands SPGA’s government real estate. The flexible HASER platform handles massive government land and building data (Li et al., 2023). Using its massive data repository, SPGA creates a digital ecosystem from databases, documents, and manual records. This consolidation simplifies property details, ownership 7 records, and historical transactions for authorized users. HASER’s advanced data management ensures accurate, safe, and reliable data. Data theft is prevented by validation and encryption. Versioning and audit trails simplify government real estate management. HASER’s large database can benefit SPGA decision-making, resource allocation, and data consistency. Better government real estate management. Also, HASER Check government land deeds, ownership proof, and other legal documents on the platform. HASER updates State Properties General Authority paperwork and verification. This platform verifies government real estate deeds, ownership proof, and legal documents using digital technologies and workflows. Authorized users can enter, update, and store property paperwork using the platform’s simple interfaces and data entry forms (HASER, 2023). HASER smartly verifies documents. The platform checks submitted data against official sources, regulatory databases, and historical records to comply with laws using algorithms and data validation rules. Notification and workflow integration aids stakeholder collaboration and conflict resolution. The simplified documenting and checking method reduce manual review and improves data accuracy. It helps SPGA prioritize strategic, value-added tasks. The platform ensures streamlined processes whereby centralization of data and processes on HASER makes tracking assets and inventory easier. The State Properties General Authority process is made more accessible by HASER. The platform streamlines administrative tasks and combines data to change inventory management completely. The platform gets rid of inventory management system data silos and duplications, which lets the SPGA keep track of and manage government property assets with a level of accuracy and consistency that has never been seen before. Smart process orchestration makes the best use of the platform’s resources. Workflow automation and set business rules make data entry, validation, and reporting automatic 8 (HASER, 2023). It frees up staff for strategic projects. The platform lets everyone involved work together and share information in real-time, which helps property management departments and divisions work together better. Collaboration speeds up decision-making and makes it easier for people across functions to see who is responsible for what. It improves SPGA teamwork and transparency. The SPGA examines its real estate portfolio using HASER’s advanced analytics and reporting. By looking at things like occupancy rates, lease expirations, and maintenance costs, the platform helps the authority make decisions based on data that maximize the value and efficiency of assets. HASER allows the SPGA to adapt to changes in the market, new rules, and the needs of stakeholders. It also encourages excellence and innovation in government real estate management. For legal reasons, the platform needs to show information about properties and who owns them. Hence, HASER monitors State Properties General Authority compliance. The platform makes government real estate asset laws easier to understand by showing clear information about properties and who owns them. To comply with the platform, property records must be correct and up to date and follow all laws, rules, and industry standards (Li et al., 2023). Standardizing data entry and validation reduces mistakes and inconsistencies in property documentation. Compliance controls and audit trails allow authorized users to track property record changes on HASER. The platform audits user, data, and system interactions to track property management. The platform lets regulators report, disclose, and verify compliance easily. The platform centralizes regulatory documentation and facilitates data exchange protocols to help the SPGA proactively respond to regulatory inquiries, audits, and compliance assessments, reducing non-compliance penalties, legal liabilities, and reputational damage. The SPGA’s compliance and governance framework uses the HASER platform to manage government real estate assets for transparency, accountability, and regulatory compliance. The SPGA can 9 build public trust, reduce compliance risks, and ensure sustainable public resource stewardship for citizens and stakeholders by promoting compliance and using technology. Implementation Plan The successful implementation of the HASER platform requires a phased approach, encompassing the following key steps: Assessment and Planning: Consider data and infrastructure gaps when planning implementation timelines, resources, and stakeholder roles. The HASER platform is evaluated, and a success plan is created before use. SPGA assesses infrastructure, data management, and organizational readiness. Data audits and stakeholder consultations may help the SPGA assess property records and paperwork quality, completeness, and accessibility. Data gaps, inconsistencies, and duplicates improve HASER accuracy and utility. After evaluation, the SPGA should plan HASER platform deployment with goals, dates, and deliverables. Timelines should include resource allocation, project dependencies, and implementation milestones. Platform launch priorities include data migration, system integration, user training, and change management (Weber et al., 2022). The plan should define stakeholder roles and communication to help project teams, vendors, and outside stakeholders collaborate during implementation. Structured and iterative implementation planning helps the SPGA reduce risks, maximize resources, meet strategic goals, and satisfy stakeholders for HASER platform deployment. Technology Infrastructure: Technology infrastructure is needed for HASER particularly during the strategic planning and upgrade phase of deploying the HASER platform. It is essential for the government to carefully align technological improvements with the platform’s specific 10 objectives as well as its goals for real estate management (AlQershi, 2021). This entails developing a roadmap outlining the sequence of technological advancements required for peak performance. Prioritizing updates based on important dependencies and potential impact enables a controlled and predictable progression while minimizing disruptions to existing activities (AlQershi, 2021). A well-defined plan ensures that the technological infrastructure not only satisfies the present needs of the HASER platform but also allows for future scaling and emerging technology trends. Therefore, the State Properties General Authority (SPGA) needs hardware, software, and data storage to grow. Moreover, engaging key stakeholders, such as IT specialists, government officials, and end users, as part of the strategic planning process, helps to understand their individual needs and expectations. IT professionals must collaborate with the SPGA on a secure, scalable, and interoperable SPGA infrastructure (Weber et al., 2022). This allows for a more comprehensive awareness of the technology landscape, which helps customize the upgrade strategy accordingly. Furthermore, recognizing the potential problems and hazards associated with each technology advancement enables the development of contingency plans, resulting in a smoother transition (AlQershi, 2021). Strategic planning also entails establishing benchmarks and performance indicators to assess the success of technology changes, so offering a practical means of evaluating the integration’s effectiveness. The SPGA may need servers, networking gear, and other hardware for HASER data storage and operation. As a result, upgrading the technical infrastructure necessitates not just hardware and software upgrades, but also an emphasis on cybersecurity measures (Sandebrg, Holmstrom, & Lyytinen, 2020). Adaptable cloud infrastructure could reduce SPGA capital and maintenance costs. The SPGA should consider platform redundancy and failover to reduce downtime and data loss (Li et al., 2023). 11 With the growing incidence of cyber threats, securing the new technological framework is critical for protecting sensitive government data and ensuring the integrity of the HASER platform (Sandebrg, Holmstrom, & Lyytinen, 2020). This phase involves the implementation of effective security protocols, encryption techniques, and access controls (AlQershi, 2021). A proactive approach to cybersecurity during the strategic planning and upgrading process increases the overall resilience of the integrated system and instills trust in the government’s commitment to preserving its real estate management data. The SPGA must therefore select and install the HASER platform software. It may need store-bought or custom SPGA software. IT professionals and vendors must work together to ensure that software solutions follow best practices, security standards, and government rules (Sandebrg et al., 2020). The SPGA should put interoperability and data exchange at the top of its priorities to work with other systems and outside stakeholders. It will make it easier for people from different organizations to share information and work together (Sandebrg, Holmstrom, & Lyytinen, 2020). Data Migration and Integration The HASER data import should be correct because integrating data with relevant databases and systems makes it easier to share information. To use HASER, SPGA needs to move and combine data. We move data from different systems and sources to HASER in an honest, correct, and consistent way. Integration with other databases and systems makes sharing and using data more accessible for the whole organization (Sandebrg et al., 2020). Migration begins with a review of SPGA data repositories, formats, and quality. This evaluation found data sources, formats, and quality problems that need to be fixed so that the move to the HASER platform goes smoothly. Data quality and accuracy improve when 12 formats are standardized, inconsistencies are fixed, and duplicate or old records are thrown away (Sandebrg, Holmstrom, & Lyytinen, 2020). Next, the SPGA should set deadlines, tasks, and roles for necessary data migration. Legacy system-to-HASER ETL should be part of this plan. The most important things are data integrity, metadata, relationships, and dependencies on the new platform. The SPGA must move and combine data with other databases and systems to share information and work with other systems (AlQershi, 2021). To connect real-time HASER data to financial management, property tax, and regulatory reporting platforms, you might need APIs, data connectors, and middleware. Training and Capacity Building SPGA staff and stakeholders need extensive HASER platform and process training. Promote data-driven policy and accountability across the company. SPGA adoption and use of HASER require training and capacity-building. SPGA staff and stakeholders need extensive platform and process training. Maximize platform benefits and organizational performance with data-driven decision-making and accountability (Fabozzi et al., 2020). Training programs should cover platform functionalities, data management best practices, process workflows, and soft skills like communication, collaboration, and change management to meet SPGA staff and stakeholders’ diverse needs and roles. Online courses, self-paced tutorials, hands-on demonstrations, and instructor-led workshops suit different learning styles (Fabozzi et al., 2020). Support materials should include user guides, manuals, and video tutorials. Data-driven accountability requires leadership, communication, and organizational support. SPGA managers should encourage data analytics and evidence-based decision-making in daily operations and strategic planning. Prioritize data quality, reliability, 13 and transparency in strategic goals and organizational performance. Performance metrics and KPIs track organizational progress, outcomes, and accountability (Al Dakheel et al., 2020). Monitoring and Evaluation Monitor HASER platform effectiveness after implementation. Assess areas for enhancement. After implementation, the State Properties General Authority (SPGA) needs robust monitoring and evaluation mechanisms to track HASER platform performance and effectiveness. The SPGA can evaluate the platform’s impact, suggest improvements, and maximize its value and usability. SPGA strategic goals and HASER platform outcomes aligned KPIs start monitoring and evaluation. KPIs include data accuracy, system uptime, user satisfaction, process efficiency, and cost savings (Al Dakheel et al., 2020). The SPGA evaluates the platform’s performance using clear KPIs. The SPGA should collect performance metrics and data after setting KPIs. Real-time dashboards, monitoring tools, and reporting systems show platform usage, user behavior, and system performance (Al Dakheel et al., 2020). Regular monitoring helps the SPGA spot trends, patterns, and problems for proactive improvement. The integration of the HASER platform into the SPGA emphasizes the importance of extensive data collecting and performance monitoring. Setting Key Performance Indicators (KPIs) is an important first step, but the true value is in the continuing evaluation of these measurements (Fabozzi et al., 2020). The SPGA, with its sophisticated capabilities, should develop a systematic strategy to gather performance measures that are aligned with company goals (Al Dakheel et al., 2020). By doing so, the government assures that the integration’s planned benefits are not only realized, but also continuously adjusted to meet changing needs. Real-time dashboards play an important part in this continuing evaluation. These dashboards offer a dynamic and rapid overview of platform utilization, user behavior, and system performance (Al Dakheel et al., 2020). Government decision-makers may easily access essential information, allowing them to make rapid and educated judgments. The real- 14 time aspect of these dashboards is especially useful in fast changing circumstances, allowing administrators to react quickly to developing trends and difficulties (Al Dakheel et al., 2020). This decision-making agility is critical to the continued efficiency and efficacy of the integrated SPGA and HASER platform. The addition of modern monitoring technologies increases the government’s ability to ensure that the integrated platform operates optimally (Sandebrg, Holmstrom, & Lyytinen, 2020). These solutions go beyond simple data collection to provide detailed insights into usage patterns and indicate potential bottlenecks or areas for improvement. Using such tools, the SPGA may proactively resolve issues before they escalate, resulting in a more resilient and dependable asset management system (Sandebrg, Holmstrom, & Lyytinen, 2020). This proactive posture is critical for avoiding risks and maintaining the stability of the platform, improving its overall utility and lifetime. Also, regular reporting systems are essential parts of the performance monitoring architecture. These reports not only provide a historical perspective on the platform’s performance, but they also act as evidence of accountability and transparency (Fabozzi et al., 2020). The government fosters an open and continuous improvement culture by sharing insights gained from performance measurements on a consistent basis. This, in turn, improves public trust in the governance and management of government real estate assets, demonstrating a commitment to efficiency and accountability. Results However, one has to admit the weaknesses of the solution. HASER platform success is linked to the accurate and complete provision of data. The missing deeds/proof of ownership problem should be solved to improve the reliability and integrity of data on the platform. Legislative approvals may take a while, as well as the acquisition of cooperation 15 from government agencies. Resistance to implementing HASER may be from the stakeholders used to conventional real estate management. Government agencies may need help with cultural and organizational hurdles when implementing new technologies (Fabozzi et al., 2020). Resistance to change, technical inexperience, and displacement issues will dent the platforms and effects of the place-cultural sociocultural or communicative and proactive o working systematically through training, communication, and the participation of stakeholders as the approach for guiding innovation, collaboration, and continuous improvement. In realizing these limitations and their mitigation, SPGA shall comfortably implement the HASER platform and improve the management of government real estate. Implications The integration of the HASER platform into the SPGA has far-reaching implications for the government’s real estate portfolio. This innovative program has the potential to overhaul the way government property is administered, bringing a slew of benefits that go beyond mere updates (Sa’ad Al Hyari, 2023). As a result, the government’s real estate portfolio is an important element of its assets, and any changes in its administration have a direct impact on overall governance. The adoption of a sophisticated inventory system, assisted by the HASER platform, is critical to improving efficiency, transparency, and accountability in government property management. This platform enables administrators to detect underutilized resources by systematically documenting and appraising assets (Sa’ad Al Hyari, 2023). This allows for better strategic decision-making in terms of resource allocation and facilitates a more educated approach to planning development as well as divestment. Furthermore, the integration of the HASER platform within the SPGA supports a more proactive and responsive governance structure while also streamlining administrative 16 operations. The platform’s capacity to provide real-time data and analytics enables government officials to make data-driven choices, ensuring that resources are optimized and aligned with broader strategic goals (Sa’ad Al Hyari, 2023). This, in turn, improves overall control and management of government real estate, creating a more agile and adaptive system capable of responding effectively to changing demands and difficulties. As the government establishes a precedent by effectively adopting the HASER platform across its real estate portfolio, the good results and lessons learned may serve as an inspiration to other agencies and jurisdictions. Similar issues experienced by different entities in public asset management may result in joint efforts to implement new solutions. The shared knowledge and experiences produced from effective integration can build a foundation for cross-agency cooperation, eventually contributing to a more cohesive and efficient administration of public assets on a larger scale. The government’s real estate portfolio is significantly impacted by upgrades. A strong inventory system would make government property management more efficient, transparent, and accountable (Sa’ad Al Hyari, 2023). It discovered underutilized assets, optimized resource allocation, and planned expansion or disposal. A successful HASER platform installation could improve government real estate governance and administration. Similar issues could encourage other agencies and governments to collaborate on public asset management. Conclusion Inventory and deeds, corresponding ownership, and linked legislative and regulatory issues shadow the Saudi government assets management efforts – of the State Properties General Authority (SPGA). Unmet goals are apparent as decision-making, deployment of resources, and strategic planning get challenged with these issues. These are gapping the 17 implementation of the HASER platform intends to fill in the manual information flow. The centralization of the government real estate inventory under the HASER system shall be developed to enhance SPGA’s property management transparency, accountability, and efficiency through the system’s ability to validate documentation before process streamlining and enforcement of compliance and governance. The key features of the step-by-step phased implementation plan of the HASER platform will include assessment, mechanism for technological framework setup, data migration and integration, training and sensitization, and monitoring and evaluation for a smooth transition and stopover of the system. Meanwhile, with the previous HASER platform, the SPGA would be able to optimize operations, use of resources, legal and regulatory risks, and value and impact of governmental real estate assets on the economic and social growth of Saudi Arabia. Recommendations • SPGA needs to collaborate with stakeholders towards the implementation of HASER. In the platform implementation process, SPGA needs to solicit consensus, support and input from governmental agencies, regulatory bodies, intern departments and external partnerships. The involvement of the stakeholders in the platform planning and designing, as well as pilot testing, eases the process of building SPGA success ownership and buy-in. Stakeholders should be engaged, which will involve the continuous flow of communication and feedback on a culture of collaboration and shared responsibility to drive the adoption and use of the platform. • Deployment and sustainability of HASER platform are the requirements of a budget and resources. For the SPGA to deploy and run the platform, human capital, infrastructure, technology, and training become a requirement for deployment. 18 Hardware, software, recruitment of staff, and capacity enhancement are financed so as to build the capacity of staff and stakeholders in harnessing the platform. • The SPGA should also undertake detailed cost-benefit analysis and risk assessment to accurately assess the financial implications and resource needs for deploying the platform, putting in place adequate funding and contingencies to ratify risks and challenges throughout the life cycle of implementation. • SPGA should focus on R&D to increase the salient features, functionalities, and interoperability of the platform developed with AI, blockchain, and IoT. Here, the SPGA leads real estate management innovation and offers sustainable value to stakeholders and constituents through being agile, adaptable, and responsive to market dynamics and technological landscapes. 19 References Al Dakheel, J., Del Pero, C., Aste, N., & Leonforte, F. (2020). Smart buildings features and key performance indicators: A review. Sustainable Cities and Society, 61, 102328. AlQershi, N. (2021). Strategic thinking, strategic planning, strategic innovation and the performance of SMEs: The mediating role of human capital. Management Science Letters, 11(3), 1003-1012. Fabozzi, F. J., Shiller, R. J., & Tunaru, R. S. (2020). A 30-year perspective on property derivatives: What can be done to tame property price risk? Journal of Economic Perspectives, 34(4), 121–145. https://doi.org/10.1257/jep.34.4.121 HASER. (2023). Haser consulting – providing confidence in IT delivery. https://www.haserconsultingtest.com/ Li, X., Yanbing Lv, & Liu, Y. (2023). Assessing the impact of pure market, government, and social organization interaction on the effectiveness of public service procurement. Managerial and Decision Economics, 45(1), 339–352. https://doi.org/10.1002/mde.4008 Montambault Trudelle, A. (2022). The public investment fund and salman’s state: The political drivers of sovereign wealth management in saudi arabia. Review of International Political Economy, 30(2), 1–25. https://doi.org/10.1080/09692290.2022.2069143 Rhoads, E. (2020). Property, citizenship, and invisible dispossession in myanmar’s urban frontier. Geopolitics, 5(2), 1–34. https://doi.org/10.1080/14650045.2020.1808887 Sa’ad Al Hyari, H. (2023). Change Resistance Management And The Transition To Distamce Learning During COVID-19: Moderating Role Of Education Technology. International Journal of Professional Business Review: Int. J. Prof. Bus. Rev., 8(3), 4. 20 Sandebrg, J., Holmstrom, J., & Lyytinen, K. (2020). Digitization and phase transitions in platform organizing logics: Evidence from the process automation industry. MIS Quarterly, 44(1), 129–153. https://doi.org/10.25300/misq/2020/14520 Sladić, G., Milosavljević, B., Nikolić, S., Sladić, D., & Radulović, A. (2021). A blockchain solution for securing real property transactions: A case study for serbia. ISPRS International Journal of Geo-Information, 10(1), 35. https://doi.org/10.3390/ijgi10010035 SPGA. (2024). State properties general authority. Spga.gov.sa. https://spga.gov.sa/en Weber, M., Engert, M., Schaffer, N., Weking, J., & Krcmar, H. (2022). Organizational capabilities for AI implementation—coping with inscrutability and data dependency in AI. Information Systems Frontiers, 25(3). https://doi.org/10.1007/s10796-02210297-y
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