As a consequence of the advance of information technology into the realm of public administration, we are now faced with a potential increase in efficiency of a scope and power not previously seen. The intentional use of information technology to modernise the public sector goes internationally by the name of e‑Government. While e‑ Government's greatest impact thus far has been to promote customer satisfaction, its guiding spirit is more ambitious, with the fundamental reorganisation of the entire public sector in its sights. The overall purpose of this paper is to contribute to the understanding of how public administration at a local authority level adapts to impending e‑Government by considering the discourses that are manifested and how they are used to understand and legitimise electronic administration. The present study uses critical discourse analysis to shed light on those discursive orders that are revealed in the course of deliberations on electronic administration at the local government level. On the one hand, it is possible to see electronic administration as a refinement ‑ and a reform ‑ of a bureaucracy's techniques. On the other hand, it is equally possible to view it in the light of free market ideology.

Abstract: Many public organizations still face big challenges regarding the use of performance management of information technology (IT‑PM). We assume that one reason for this is the fact that they have characteristics of both the private and the public sector. So far, the literature differentiates only between private organizations and public administrations when taking into account the organizational effects on IT‑PM. Public organizations are not taken into consideration. Besides, almost no research i s done on how the characteristics of the three organizational forms affect the way IT‑PM is implemented and used. We aim at designing a framework containing the influencing factors regarding IT‑PM especially for public organizations. We base this framewor k on four major organizational attributes (objectives, stability and time horizon, complexity and managerial values) derived from the characteristics of IT‑PM. In order to identify further influencing factors aligned with the organizational attributes, we enlarge the framework by findings of an additional literature review with a focus on the public sector. The assumption that public organizations have characteristics of both private organizations and public administrations was affirmed by the findings. We identified bureaucracy as an additional relevant organizational attribute. The other influencing factors were affirmed by the literature review. Our analysis presents a revised framework of organizational attributes and influencing factors regarding I T‑PM in the public sector. Thus, it extends its understanding by differentiating its use in a particular organizational form. Public IT managers can use the findings to enhance the benefits of IT‑PM and focus on relevant factors for its implementation, us e and adaptation.

This paper presents the results of research aimed at analysing the usage of Facebook as the most popular social networking site among 112 Slovene state administration organizations. Private entities use social networks to enhance their visibility, interact with clients, and for (related) marketing and sales of their products and services. Social networks also represent the potential for increased interaction between public administration and its users. However, statistics on the usage of social networks in public organizations is scarce. The methodology of our research is based on 16 indicators measuring usage, engagement, multi‑channel features, and multi‑media content. The results reveal that only a few organizations have established their Facebook presence, and for most of them considerable room for improvement has been identified in terms of usage of Facebook as a social network with the highest potential of reach and engagement in the number of its users. An extensive literature review in the field of social media usage in public administrations worldwide is also provided.

The Coordination Center for Information Communication and Management Technologies, Information Services PLC and the State Administration Directorate at the Council of Ministers developed a pilot web‑based Management Information System using the Balanced Scorecard methodology. Authors share their experience gained during the implementation of MIS for Bulgarian e‑Government Strategy. MIS provides monitoring of 42 key indicators in 17 ministries. It is designed to be extended to cover the modernization of the state administration.