2,814 research outputs found
Learning lessons from evaluating eGovernment: Reflective case experiences that support transformational government
Central Government strategy of e-inclusion is being manifested in the form of eGovernment. Given that it is the public
purse that funds such investments, there is increasingly attention being paid to the evaluation of these investments, such
that value for money and organisation learning can be realised. In this paper the authors report the findings from three
interpretive in-depth organisational case studies that explore eGovernment evaluation within a UK public sector setting.
The paper elicits insights to organisational and managerial aspects with the purpose of improving knowledge and understanding
of eGovernment evaluation. The findings that are extrapolated from the case study analysis are presented in terms
of lessons that gravitate around social factors, evaluation, adoption, ownership, prioritisation sponsorship and, responsibility.
These lessons are extrapolated from the empirical enquiry to improve eGovernment evaluation practice. The paper concludes
that eGovernment evaluation is an under developed area, with most work being developmental in nature and as a
result calls for decision makers to engage with the eGovernment agenda and commission eGovernment evaluation exercises
to improve evaluation practice such that transformational Government can realise its full potential. The paper ends
by highlighting political, economic, technical and social issues as the drivers of the evaluation cycle
Developing the egovernment research agenda
This paper presents an exploratory research project to determine the needs for future eGovernment research. The project aimed particularly at getting relevant stakeholder views as a contrast to the received academic wisdom or political rhetoric. This paper outlines the need for such fieldwork and discusses the methodology adopted to elicit the stakeholders’ views without influencing the debate. The VIEGO workshops have shown that an eGovernment research agenda will require a multi-disciplinary approach involving a combination of social, technological and organisational issues. The primary concerns of stakeholders are not to develop more novel IT but to acquire the means to cope with constant change, coordinate development and extend participation.UK’s Engineering Physical Sciences Research
Council (EPSRC)-(grant EP/ D043840/1
Where to go in the near future: diverging perspectives on online public service delivery
Although the electronic government is under heavy development, a clear vision doesn’t seem to exist. In this study 20 interviews among leaders in the field of e-government in the Netherlands resulted in different perspectives on the future of electronic public service delivery. The interviews revealed different objectives and interpretations of the presuppositions regarding citizens’ desires. Opinions about channel approaches and ‘trigger services’ appeared to vary. Furthermore, the respondents didn’t agree on the number of contact moments between citizen and government, had different opinions about digital skills, pled for various designs of the electronic government and placed the responsibility for electronic service delivery in different hands. Conclusion is that there is a lack of concepts on how to do things. Everybody talks about eGovernment, but all have different interpretations. \u
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E-government: A comparison of strategies in local authorities in the UK and Norway
In Europe almost all countries have implemented some form of e-government, not to mention the UK and Norway which are now both well into their sixth year of e-government implementation. These six years have seen various strategic plans formulated, implemented and also intermittently postponed in the two countries. Although time may result in the amplification of e-government experience for Norway and the UK, the postponement of implementation deadlines indicates that not only political and social issues, but also strategic and organisational issues need to be addressed when formulating plans for deploying e-government. Using empirical research this paper examines the strategies adopted by the UK and Norway in the context of aligning central and local government plans for implementing e-government services. While technical, political and social issues are considered as key areas to be addressed in any e-government exploitation plan; this paper examines how different perspectives on e-government definition, strategy, awareness and related organisational change influence implementation. The need to align central and local e-government plans, guidelines for local level implementation, user centred solutions, strong leadership and a common understanding of the definition of e-government are highlighted in the paper as some of the key components of good e-government implementation practice
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Argument maps as policy memories for informed deliberation: A research note
This is an eGISE network paper. A significant area within eGovernment is concerned with systems to
support democratic policy formation and decision making processes. In modern government, both
local and national, consultation with interested parties is an important element in maintaining the
democratic process. To date online consultation tools have has used existing software tools, which are
simple text based tools that were not tailored to the process. This project proposes to develop an
online tool that will visualise the issues and arguments graphically as the consultation process
proceeds. Using Discourse Analysis and Ontological Engineering it will create Argument Maps that
will server not only to inform participants but also the archive record of the consultation – the Policy
Memory. We hypothesise that such a tool would allow citizens to be come more engaged with policy
formation and enhance democratic participation
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Electronic transformation of government in the U.K.: a research agenda
This paper presents the findings of an exploratory research project into future
e-Government (electronic Government) initiatives. The Virtual Institute for
Electronic Government Research (VIEGO) project aimed at identifying and
further developing the research agenda of e-Government based on a solid
practical ground. As such, the paper offers a novel methodology in identifying
the road map for future e-Government initiatives based on a series of
workshops organised around the U.K. hosting a mixture of stakeholders
involving both academics and parishioners. The analysis of the VIEGO
workshops depicted that an e-Government research agenda involves a
combination of social, technological and organisational issues at both
governmental and individual citizen level, ultimately driven by empirical
case-based experience and active participation in e-Government processes.
Unlike other propositions for the future of e-Government offered in the e-
Government literature, raised research questions not only originated from an
analysis of e-Government literature but also on the outcome of brainstorming,
reflections and contemplations throughout the duration of the project
Change Management as a Critical Success Factor in e-Government Implementation
Change management in e-government implementation is a very complex issue. E-government services are frequently distributed over different IT systems and organizations. There are also events from outside the public administration that cause changes such as government policies and legislation, public-private partnership, etc., and finally a huge resistance to change exists in public administration proverbial. Another problem is that the e-government is predominantly seen only as a technology mission and not as an organizational transformation issue. Those are probably the main reasons that the existing literature about change management in e-government is still missing at large. There are articles dealing with some aspects of changes affected by the new technology implementation, however, there is no comprehensive framework that would identify changes that have to be managed in e-government implementation. Therefore, the main aim of the paper is to identify a comprehensive set of changes that have to be considered in e-government implementation and the role of leadership in such processes. Finally, the paper proposes a conceptual model of change management in e-government implementation.change management; e-government; new leadership style; change management model of e-government implementation
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The e-government implementation directions in Oman: A preliminay investigation
Electronic government has established itself as the primary enabler for transforming the way government services are offered to citizens. In the gulf countries, public sector transformation efforts are focused towards increasing accessibility, availability, competitive advances and enhancing services in civil administration. The Sultanate of Oman is one such example of the Gulf countries where large investments have been made since 2003 to implement electronic services in the public sector. Using a qualitative research approach, this research investigates the improvements that have been made to facilitate these electronic services in three public organisations, and their resulting impact within the organisations. The empirical results reveal that among others, top management support, integration and IT staff skills and capabilities are the most important factors that facilitate e-government initiatives in the Omani public sector
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