The Electronic Journal of e-Government publishes perspectives on topics relevant to the study, implementation and management of e-Government

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Journal Article

E‑government in Rwanda: Implementation, Challenges and Reflections  pp19-31

Jean Damascene Twizeyimana, Hannu Larsson, Åke Grönlund

© May 2018 Volume 16 Issue 1, Editor: Dr Carl Erik Moe, pp1 - 86

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Abstract

E‑government is currently high on the agenda in many developing countries (DCs). While e‑government is well‑established in many developed countries it is new to least developed countries. Countries that start implementing e‑government today can benefit from easy import of modern technologies, but adaptation to local conditions and the organizational change that is required cannot be imported, but must be developed at home. By using examples of an ongoing initiative by the Government of Rwanda to digitalize all G2C and G2B into a single window platform, the current study investigated the important challenges in the implementation of e‑government in Rwanda. An interpretive case study was followed. Data was collected through interviews and participatory observations during August to December 2015. Data analysis was inductive, the analysis method was content analysis, and the coding followed open‑coding. NVivo software has been used to handle data and facilitate the analysis. The study found six overarching categories of aspects that challenge a successful implementation of e‑government in Rwanda. They include information infrastructure for e‑government, social inclusion, governance, management, trust in the new system, and languages. However, challenges to e‑government implementation should not be taken as of the same extent, neither their degree of mitigation. Rather, they influence and are influenced by various contextual factors which include political support, nature of the e‑government project, implementation strategies, human and socio‑economic development, existing information infrastructure, and operational capabilities. Having said this, we also argue that countries should learn from one another of their experiences, success stories, and mistakes. Despite a number of associated challenges, the adopted public‑private partnership (PPP) approach to e‑Government implementation in Rwanda might indeed seem as a suitable catalyst for e‑government success in the country.

 

Keywords: information infrastructure, e-government, implementation, public-private partnership (PPP), least developed countries (LDCs), sub-Saharan Africa, Rwanda.

 

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Journal Article

Organisational Challenges in the Implementation of ‘one‑stop’ e‑Government in Rwanda  pp1-19

Pierre Bakunzibake, Åke Grönlund, Gunnar O. Klein

© Apr 2019 Volume 17 Issue 1, Editor: Dr Carl Erik Moe, pp1 - 35

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Abstract

One‑stop e‑government holds potential benefits in all contexts and especially in the context of developing countries and in the Least Developed Countries (LDCs). Implementation of one‑stop e‑government can be challenging as it normally requires addressing a number of organisational issues including those related to the integration of the individual government information systems of different departments which traditionally function as silos; tackling organisational issues can be difficult due to the nature of the public sector. However, the contemporary literature paints a picture of scarce research on the organisational issues that impede the implementation of one‑stop e‑government initiatives in LDCs. This paper explores the organisational issues underlying the implementation of ‘one‑stop’ e‑government initiatives in Rwanda, an LDC. The study explores the status of these elements as of and up to March 2017. The qualitative case study methodology used for this study involved data collection by means of documents and interviews with key managers from central government organisations, from a private company, and from local government service clerks. Template analysis was used as a method for data analysis. Even though the number of online services for citizens, businesses, and other agencies is growing rapidly and easy payment of service fees is available, a number of organisational issues were identified. These include the lack of a clear plan of ‘to‑be’ service processes and a corresponding change management strategy. Service re‑design was taking place very much ad hoc. There were also unclear systematic organisational learning mechanisms and unclear operational goals in the local government. Addressing these issues would contribute towards improving the implementation of one‑stop e‑government and its corresponding services in such a context. The paper contributes to research by providing insights into organisational issues in a country currently in an early stage of e‑government development. For Rwandan e‑government professionals, the paper suggests a way forward. It also helps decision makers in Rwanda and similar countries undertaking one‑stop initiatives to understand the problem context of actions taken towards IT‑driven institutional reform.

 

Keywords: One-stop e-government, e-government organisational challenges, Rwanda

 

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Journal Issue

Volume 16 Issue 1 / May 2018  pp1‑86

Editor: Dr Carl Erik Moe

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Keywords: ICT4D, Capability Approach, Design-reality gap, ICT4D evaluation, ICT4D champion, Jigawa ICT, economic empowerment, information infrastructure, e-government, implementation, public-private partnership (PPP), least developed countries (LDCs), sub-Saharan Africa, Rwanda, Social media, Social media-based collaboration, Government challenges, Government requirements, Citizen engagement, Two-way communication, Citizens-government relationship, enterprise architecture (EA), adoption, organisational change, resistance towards EA, relevant EA goals, EA practices in use, survey research, degree of digitalization, satisfied citizens, local e-government, municipality, Sweden, E-government, User Participation, Public e-service development

 

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Journal Issue

Volume 17 Issue 1 / Apr 2019  pp1‑35

Editor: Dr Carl Erik Moe

View Contents Download PDF (free)

Keywords: One-stop e-government, e-government organisational challenges, Rwanda

 

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