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

Scenarios of e‑Government in 2010 and implications for strategy design  pp1-10

Georg Aichholzer

© Jun 2004 Volume 2 Issue 1, Editor: Frank Bannister, pp1 - 74

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Abstract

This contribution focuses on e‑Government as a comprehensive change programme and develops alternative scenarios with a view towards 2010. Empirical evidence of substantial risks to a successful implementation and operation of e‑Government calls for a forward‑looking approach and possible ways of correcting a wide‑spread neglect of long‑term innovation risks. The paper explores the scenario method as an established instrument for improving strategic decisions in a context of change, uncertainty and complex environments. Its application in a Europe‑wide research project leads to three macro‑scenarios with divergent implications for e‑Government prospects. The conclusions suggest particular requirements for developing more robust e‑Government strategies and encourage a wider use of scenario processes.

 

Keywords: e-Government, risk, future, scenario method, strategy, Europe

 

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Journal Article

Balanced Scorecard Based Management Information System — A Potential for Public Monitoring and Good Governance Advancement  pp29-38

Ivaylo Gueorguiev, Snezhana Dimitrova, Milena Komitska

© Jul 2005 Volume 3 Issue 1, Editor: Frank Bannister, pp1 - 58

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Abstract

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.

 

Keywords: e-Government, Balanced Scorecard, Good Governance, Strategy, Modernization, Public Administration

 

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Journal Article

e‑Government: Five Key Challenges for Management  pp1-8

Kim Viborg Andersen

© Dec 2006 Volume 4 Issue 1, Editor: Frank Bannister, pp1 - 48

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Abstract

e‑Government holds the potential to facilitate the complementary use of information systems in government comprising both operational and strategic use. This paper argues that if this metamorphosis is to occur, managers are facing five key strategic challenges: 1) Assessing the demand paradox of e‑government. 2) Ensuring that gate‑keeping mechanisms of the street‑level bureaucrats are not eroding the dynamics of e‑government. 3) Use of IT to decrease the high labour intensity in public service provision. 4) Revisiting the employees' readiness for e‑government. 5) Building competences within government to ensure dynamic use of IT.

 

Keywords: e-government, strategy, management, demand, entities, gate-keeping mechanisms, labour intensity, readiness, competence

 

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Journal Article

From Ottawa to Lausanne: Much Done but More to Do?  pp147-154

Tom Collins

© Apr 2009 Volume 7 Issue 2, ECEG 2007, Editor: Frank Bannister, pp123 - 208

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Abstract

This mini‑track on e‑Tax and e‑Revenue coincides with the 10th anniversary of the landmark Ottawa meeting. Most concerns then related to widespread tax base erosion due, inter alia, to the anonymity of Internet activity, the high mobility of e‑business and the attraction of tax havens. Most, certainly not all, of these concerns have been allayed since but the debate as to what constitutes a Permanent Establishment (PE), and the level of attributable profits to such a PE, is ongoing. Using a case study scenario approach, I consider the tax issues which a typical MNC would encounter in seeking to reengineer its global activities. The conclusion highlights the need for more specific guidance in this area.

 

Keywords: e-business, e-commerce, e-tax, e-revenue, Permanent Establishment, PE, international tax strategy, transfer pricing

 

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Journal Article

A Strategic Framework of e‑Government: Generic and Best Practice  pp241-258

Abdelbaset Rabaiah, Eddy Vandijck

© Jan 2009 Volume 7 Issue 3, Editor: Frank Bannister, pp209 - 294

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Abstract

e‑Government has become a global phenomenon. There have been some great innovations in e‑government over the last decade. Some governments compete for leadership in offering online services. Others do not want to be left behind. Most governments have developed detailed strategies for realizing their e‑government programmes. Although the goals behind these programmes vary across countries, there are still many commonalities among them. Such commonalities result from the application of best practices. Governments have the tendency to learn from each other. We could identify certain trends in e‑government application. e‑Government strategies per se are generally well developed. Yet the problems are mostly associated with implementation. This paper studies the strategies of (21) countries in addition to the European Union to put together a generic strategic framework of e‑government. We found most of these strategies to be lacking a strategic framework ‑ a framework that stems from the e‑government strategy itself. The ultimate purpose of this paper is to introduce a best practice framework that is generic enough to be adopted by any given strategy. The paper argues the missing benefits of such a strategic framework. The proposed framework incorporates very important elements and principles. It has desirable characteristics and features that can add value to the e‑government strategy. Unlike previous studies, the proposed framework defines strategic building blocks of e‑government based on real‑life e‑government implementations of the countries reviewed. Our strategic framework possesses modular design. It is flexible, customisable and extensible. In putting this framework together, we took into consideration commonalities, trends, and best practices in addition to relevant work of other scholars.

 

Keywords: e-government, framework, strategy, best practice, generic, strategic

 

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Journal Article

Where do the Nordic nations Strategies Take e‑Government ?  pp3-17

Shaji Joseph, Anders Avdic

© Jun 2016 Volume 14 Issue 1, Editor: Frank Bannister, pp1 - 134

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Abstract

Abstract: An effective strategy is critical for the successful development of e‑Government. The leading nations in the e‑Government rankings include Sweden, Norway, Denmark and Finland. Their leading role makes them interesting to study when looking for r easons to successful e‑Government. The purpose of this research paper is to describe the e‑Government development strategies of Nordic countries, which rank highly on the international stage. In particular it aims to study the foci of these strategies. Th e approach is a document study of the e‑Government development strategies of Sweden, Denmark, Norway and Finland was carried out using a qualitative content analysis inductive method. The results show that the major focus of Nordic e‑Government strategies is on public sector reforms. Other focus areas include economic reforms and, to a lesser extent, e‑Democracy efforts. Sweden, Finland and Norway have set ambitious policy goals in order to achieve global leadership in e‑Government development. In respons e to the question posed by this papers title, we can say that Nordic e‑Government strategies, except for Norway, focus more on reforming public sector services than on economic reforms. E‑Democracy reforms are hardly focused on at all. Practical implica tions: Public sector policy makers can relate their policy foci to some of the more successful e‑Government countries in the world. Research implications/originality is that this paper can apart from the findings also provide a means on how to identify th e actual foci of a countrys e‑Government policy.

 

Keywords: Keywords: e-Government policies document study, e-Government strategy document study, Nordic e-Government policy analysis, e-government strategy analysis, Nordic e-Government policy study, Scandinavian e-Government strategies, Nordic e-Government strategi es, Nordic e-Government policies

 

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Journal Article

Multichannel Management in the Public Sector: A Literature Review  pp20-35

Christian Østergaard Madsen, Sara Hofmann

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

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Abstract

The multichannel management field (MCM) of e‑government focuses on how government organizations select, prioritize and integrate public service channels in a multichannel environment as well as migrate citizens and other stakeholders from one channel to another to increase efficiency and user satisfaction. MCM scholars collaborate with practitioners, conduct field experiments and study government‑to‑citizen interaction in real‑life settings. MCM studies have led to important empirical findings, theory building and field‑tested practical recommendations. Despite such valuable contributions to both scholars and practitioners, there are no up‑to‑date, comprehensive literature reviews which synthesize the knowledge from the MCM literature. We therefore present a systematic and comprehensive literature review of MCM in e‑government. Our review follows established guidelines and covers three main areas. (1) We identify lead scholars and outlets, concepts analyzed and the main methods and theoretical lenses applied. (2) We synthesize results and suggestions for future studies from the papers. (3) Finally, we identify knowledge gaps and propose research approaches to addressing these gaps.

 

Keywords: Multichannel management, multi-channel management, literature review, channel strategy, government organizations

 

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Journal Article

Strategies for Orchestrating and Managing Supply Chains in Public Service Networks  pp425-432

Anne Fleur van Veenstra, Marijn Janssen, Bram Klievink

© Dec 2009 Volume 7 Issue 4, ECEG 2009, Editor: Frank Bannister, pp295 - 432

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Abstract

Joining‑up is high on the e‑government agenda as this is expected to improve service delivery to citizens and businesses. It requires public and private organizations to cooperate with each other within networks that are formed around public services that cross the boundaries of organizations. Cross‑organizational processes in such a network are called supply chains, aimed at delivering integrated services. The performance of each individual organization within the network influences aspects such as lead‑time and quality of services delivered. In order to effectively integrate the efforts of the various organizations involved, a strategy needs to be in place to orchestrate and manage a service delivery chain. Various types of strategies can be employed. Yet little knowledge is available about which strategies are effective under which circumstances. In this paper we identify four different strategies for managing and orchestrating cross‑organizational service chains. These supply chain management (SCM) strategies are based on literature research and case study analysis. The four strategies are identified based on two dimensions: the level of control (i.e. governance structure) and the architectural approach for systems integration. These four strategies are: merger, orchestra, relay race, and broadcasting. For three of the four strategies, illustrative cases have been found. The strategy selection depends on factors such as the institutional environment, political ambitions and organizational readiness. Furthermore, each strategy has its own merits and demerits. We recommend investigating the relationship between situational characteristics and SCM strategies in further research.

 

Keywords: e-government, joined-up government, Supply Chain Management, SCM, inter-organizational collaboration, governance, integration strategy

 

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