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 Issue
Volume 7 Issue 4, ECEG 2009 / Dec 2009  pp295‑432

Editor: Frank Bannister

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Conceptualising Citizen's Trust in e‑Government: Application of Q Methodology  pp295‑310

Hisham Alsaghier, Marilyn Ford, Anne Nguyen, Rene Hexel

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IT Enactment of new Public Management: the Case Study of Health Information Systems in Kenya  pp311‑326

Roberta Bernardi

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Practical Aspects of DynaVote e‑Voting Protocol  pp327‑338

Orhan Cetinkaya, Mehmet Levent Koc

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The use of ICT in Brazilian Courts  pp339‑348

Roberto Fragale Filho

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Case Study: e‑Youth City Council Project an Alternative e‑Government for Young People  pp349‑360

Gemma Gibert i Font

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Fez e‑Government Project: An Initiative Transforming Scientific Research to Value in Morocco  pp361‑370

Driss Kettani, Asmae El Mahidi

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XML Schema Design and Management for e‑Government Data Interoperability  pp371‑380

Thomas Lee, C.T. Hon

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Towards an Understanding of the Factors Influencing the Acceptance and Diffusion of e‑Government Services  pp381‑392

Jyoti Devi Mahadeo

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A Pragmatic Approach to Interoperability Practical Implementation Support (IPIS) for e‑Government Interoperability  pp393‑404

Apitep Saekow, Choompol Boonmee

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Ontology Driven e‑Government  pp405‑414

Peter Salhofer, Bernd Stadlhofer, Gerald Tretter

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An e‑Government Stages of Growth Model Based on Research Within the Irish Revenue Offices  pp415‑424

Finn de Brí

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

Anne Fleur van Veenstra, Marijn Janssen, Bram Klievink

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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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