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

Using the New Institutional Economics in e‑Government to deliver transformational change  pp127-138

Andy Ellis

© Oct 2004 Volume 2 Issue 2, ECEG 2004, Editor: Frank Bannister, pp75 - 146

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Abstract

e‑Government puts demands on government organisations which may require new management frameworks. This paper presents interim findings from a doctoral research study exploring how a framework based on the New Institutional Economics leads to greater understanding and new insights. This paper, which outlines the theory and shows how it has been applied as a practical business tool in an e‑government context, updates the paper presented at the 2004 European Conference on e‑Government.

 

Keywords: Institutional economics, e-Government, transformational change, ICT, education

 

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Journal Article

Successful e‑Government Transformation: Pressure, Support, Capabilities and the Freedom to use Them  pp168-184

Keld Pedersen, Gitte Tjørnehøj

© Oct 2018 Volume 16 Issue 2, Editor: Dr Carl Erik Moe, pp87 - 186

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Abstract

E‑government initiatives struggle with realizing the transformational objectives defined in the most mature stages in the various e‑government maturity models and ambitious e‑government programs. Research indicates that, in general, e‑government initiatives might have improved the efficiency of the public sector incrementally but failed to realize more transformational changes. This research summarizes t‑government challenges and investigates how organizations can successfully overcome them and realize the goals of t‑government in terms of citizen centricity and efficiency. The research is based in dynamic capability theory and on data from a Danish public library that has succeeded in transformational changes in line with the goals of efficiency and citizen centricity described in the t‑government literature. The primary finding is that the success in this particular organization is based on a combination of environmental and organizational factors and on a long history of successful organizational changes. The context provides both pressure (e.g., competition) and support (e.g., funding) for transformation, and the organization has both the autonomy (e.g., to redesign processes) and the capabilities (e.g., regarding organizational change) needed for transformational change.

 

Keywords: T-government, Transformational changes, T-government challenges, Local government, Public library

 

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