Organizational Culture and E-Government Performance

Abstract

Government organizations differ significantly from private sector organizations in terms of their processes, culture, and ways of working. Plagued with phlegmatic and often lackadaisical work systems, government organizations tend to resist dramatic changes usually associated with technology based interventions. This study examines the effect of one dominant factor, organizational culture, on the success of e-government initiatives. To test the research model, survey data was collected from 315 respondents in 13 government organizations in India. The results indicate that a government organization which performs well on e-government projects exhibits specific cultural traits. Results also indicate that bureaucratic dimension, which emerges as the dominant cultural dimension in government organizations, is both positively and negatively related to e-government performance dimensions. The supportive and innovative dimensions of organizational culture are positively related to work process improvement and the job satisfaction of the user associated with e-government projects. Implications for practice and research are provided by interpreting the results in the context of the process paradox. The results show that while government and public sector organizations can use culture to positively impact efficiency dimensions of e-government performance, the dominant bureaucratic culture will tend to hinder systemic and enterprise-wide e-government performance.