E-Participation and E-Government Maturity: A Global Perspective

Part 5: IT in the Public SectorInternational audienceUtilizing the Technology-Organization-Environment (TOE) theory and the literature on citizen engagement (or participation), we formulated a multiple-mediation model, examining (1) the contextual antecedents of e-participation and e-government maturity; and (2) the mediating role of e-participation (in form of e-information sharing, e-consultation, and e-decision-making) on the relationships between the TOE contextual factors and e-government maturity. Based on archival data from 187 countries, our results showed that ICT infrastructure, human capital and e-participation had a direct relationship with e-government maturity. Of the three dimensions of e-participation, e-information sharing and e-decision-making were positively associated with e-government maturity, and e-consultation was negatively related. Further, all three dimensions of e-participation partially mediated the influence of ICT infrastructure and human capital on e-government maturity. Results also indicated that governance in a country did not significantly contribute to its e-government maturity, and their relationship was not mediated by e-participation. Our findings contribute to the theoretical discourse on e-government by identifying the contextual factors affecting e-government maturity, and provide indications to practice on enhancing government’s willingness in implementing relevant e-participation initiatives

The management of managers: A review and conceptual framework

The management of managers is an important contemporary concern, but the literature on the issue is not well integrated. This paper reviews key sources on the topic across organizational economics, human resource development and strategic human resource management. It presents a novel interdisciplinary framework for analysing how firms manage senior managers and for guiding future research, arguing that firms adopt different styles to attract–defend, develop–renew and motivate–harvest their senior managerial resource, depending on their contexts and choices that are made in the firm over time. The notion that some styles draw on early identification of élites while others treat management identification as more of an emergent problem is central to the typology. Within each of the styles identified, effectiveness in the management of managers hinges on recognizing and handling certain strategic tensions and problems