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

Analysis of Different Organizational Forms: Towards a Framework of Influencing Factors Regarding Performance Management of IT in Public Organizations  pp157-168

Christoph Ertl, Vanessa Greger, Petra Wolf, Helmut Krcmar

© Dec 2014 Volume 12 Issue 2, ECEG 2014, Editor: Frank Banister, pp95 - 207

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Abstract

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.

 

Keywords: Keywords: performance management of IT, public administration, public organization, private sector, hybrid organizational forms

 

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Journal Article

Different But Still The Same? How Public And Private Sector Organisations Deal with New Digital Competences  pp127-135

Sara Hofmann, Nadine Ogonek

© Oct 2018 Volume 16 Issue 2, Editor: Dr Carl Erik Moe, pp87 - 146

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Abstract

One of the greatest challenges that digitalisation brings along for the public sector is the need to equip their employees with digital competences. Since private sector companies are often assumed more progressive in exploiting digital media, it seems worthwhile for the public sector to understand how the need for digital competences is addressed by the private sector. However, the public sector needs to be careful before transferring solutions from the private sector one‑on‑one as both sectors exhibit various differences. Our aim in this study is therefore, to analyse which digital competences are needed by employees in both sectors and how the employees are equipped with these competences. In doing so, we have conducted 17 interviews in German public and private sector organisations. Our results exhibit only marginal differences between public and private sector organisations. Furthermore, we find that rather than being able to handle IT, the most important competences in the digital era are soft skills such as time and self‑management as well as to understand the impact of digitalisation in general. In the private sector, analytical skills are furthermore important for developing new business opportunities. In order to equip employees with the required competences, training plays an important role in both sectors. Based on our results, we enhance an existing framework of digital competences by adding the dimension impact awareness in order to provide for the required ability to evaluate the impact of digitalisation on processes and activities outside of the digital world.

 

Keywords: digitalisation, competences, public sector, private sector, training

 

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