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

Re‑Imagining Digital Communications at a Large Federal Agency: A Case Study  pp36-46

Mark Weber, Thomas E. Backer, William Trefzger

© Apr 2019 Volume 17 Issue 1, Editor: Dr Carl Erik Moe, pp1 - 62

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Abstract

A large US government agency undertook a multi‑year systems change effort to re‑imagine its digital communications activities, which are led by communications staff in its numerous sub‑agencies and offices, along with a central coordinating office within this agency. The systems change strategy used draws from the literature on systems change in the private and government sectors, from two previous systems change efforts within the agency, and from input provided by actively engaging and listening to staff at all levels of the agency. The systems change effort resulted in a business model for the coordinating office to use in advancing the agency’s digital activities. It provides a framework for implementing activities more quickly ‑ encouraging experimentation and emerging best practices. A significant result of the systems change effort to date is transformation of the agency’s main website. At the beginning of this process, fewer than 20 percent of users were finding what they were looking for on the site. Currently over 80 percent of users consistently say they found or partially found what they were looking for. Page load times also improved. The coordinating digital communications office also has received a significant budget increase since these improvements took place. Despite limitations on generalizability from this case study, it may be useful for other government agencies when designing similar systems change activities

 

Keywords: Systems change; Diffusion of innovations; Organizational transformation; Business model; Engagement; Stakeholder involvement; Technical assistance and support

 

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Journal Article

e‑Voting in the UK: A Work in Progress  pp55-62

Mark Liptrott

© Dec 2006 Volume 4 Issue 2, Editor: Frank Bannister, pp49 - 94

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Abstract

The research project on which this paper is based is investigating the reasons that some English local authorities engaged in pilot projects of e‑voting and some did not. This paper offers a brief summary of the initial findings of the literature review as it identifies factors, which impact upon the decision‑making process of English local authorities. The factors identified include the local authorities' attitude to e‑voting, their consideration of the citizens' attitude to voting, the risks to the integrity of the ballot and the changing political environment instigated by central government. The analysis is based on Rogers' diffusion of innovations theory. Early results of this on‑going research suggest that in a voluntary situation where there is an over arching organisation (central government) trying to introduce an innovation to an agency organisation, Rogers' diffusion of innovations framework requires modification.

 

Keywords: pilot projects, e-voting, local government, central government, diffusion of innovations

 

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Journal Issue

Volume 17 Issue 1 / Apr 2019  pp1‑62

Editor: Dr Carl Erik Moe

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Keywords: One-stop e-government, e-government organisational challenges, Rwanda, Systems change; Diffusion of innovations; Organizational transformation; Business model; Engagement; Stakeholder involvement; Technical assistance and support

 

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