Abstract
The aim of the present research is to measure and assess the rise and consolidation of the digital government platforms effectiveness in the period 2016-2020 within European Union. A breakdown between countries based on their GDP expenditure share in ICT (Information and Communication Technology) is developed, in order to identify the spending propensity of the members EU 28 in the digital economy. Furthermore, with the support of the Digital Effectiveness Performance Index (DEPI). Starting from the Government Effectiveness Index (GEI), according to the five DESI dimensions, aims at identifying the sources of digital platforms effectiveness for each country. The cross national comparative study shows that in order to reduce the gap within the EU Member States, it is strategic to develop an ambitious government actions to support the remote working in terms of opportunities, challenges, drivers, processes, and consequences of the single performances, in digital dimensions, of European countries.
Highlights
The COVID-19 outbreak (Donthu et al, 2020) has upset the worldwide
Data analysis shows that the countries (Finland, Sweden and Denmark) with the highest share of ICT/Gross Domestic Product (GDP) ratio investments in 2014 preserve their leadership until 2018 in a general framework in which there is an overall decrease of the ICT/GDP ratio investments for the period 2014-2018
The present paper presented a detailed analysis on the digital government platforms effectiveness of diverse country typologies within Europe
Summary
The COVID-19 outbreak (Donthu et al, 2020) has upset the worldwide. The effects of the covid‐19 crisis on working life (Waizenegger et al, 2020) are profound and complex. The economic and social (Keogh‐Brown et al, 2010) psychological impact (Capone et al, 2020) of the pandemic has yet to be determined, but it will be significant (Marino et al, 2021). In this framework, public remote work (Skyrme, 1994; Staples et al, 1999; Scandura et al, 1997; Spreitzer et al, 2017) and digital platforms (Baiyere et al 2020; Mariani et al, 2020), impressing a smart rise in terms of both opportunities (Barsness, et al, 2005; Carillo et al, 2020) and challenges. Different targets have been established in order to develop this strategy
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