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Journal Issue
Volume 16 Issue 2 / Oct 2018  pp87‑186

Editor: Dr Carl Erik Moe

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The Relationship Between System User’s Tasks and Business Intelligence (BI) Success in a Public Healthcare Setting  pp87‑97

Rikke Gaardboe

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Bringing Light into the Shadows: A Qualitative Interview Study on Citizens’ Non‑Adoption of e‑Government  pp98‑105

Bettina Distel

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Translating Telephone Calls To Spreadsheets: Generating Knowledge on Citizen Multichannel Behavior in Collaboration With Caseworkers  pp106‑118

Christian Østergaard Madsen

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Improving Crisis Response by Interconnecting Data Worlds  pp119‑126

Gerke Spaling, Rob Peters, Frank Wilson

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

Sara Hofmann, Nadine Ogonek

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Developing Administrative Law into Handling the Challenges of Digital Government in Denmark  pp136‑146

Hanne Marie Motzfeldt, Ayo Næsborg-Andersen

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Improving Quality of Life for People With Disability Through Social Media: Towards an Affordance Framework  pp147‑158

Marius Rohde Johannessen

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Microblogging and Authoritarian Governance Regimes: Results from a Survey on the use of Sina Weibo by Chinese Citizens  pp159‑167

Qiaomei Yang, Vincent Homburg, Rebecca Moody, Victor Bekkers

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

Keld Pedersen, Gitte Tjørnehøj

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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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Editorial for EJEG Volume 16 Issue 2  pp185‑186

Dr Carl Erik Moe

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