Abstract
This paper studies associations between the use of formal decision-making processes in e-Government projects and the outcomes of these projects. By doing so, this study contributes to the decision sciences as well as to the fields of e-Government, information systems and public administration. Data were collected using a survey conducted among Swedish national government agencies and municipalities. Variables that have been investigated are the defining and weighting of objectives, resource allocation and assessment of whether objectives are met, as well as to what extent risk analysis was conducted. The results reveal that successful projects distinguish themselves by involving more activities related to formal decision-making procedures, especially with respect to stakeholder inclusion and weighting of objectives. These initiatives also manage more types of risks, including organizational issues. Future research should continue to explore the possible benefits of formal decision-making and risk analysis in e-Government.
Highlights
E-Government is the use of information and communication technology (ICT) in the public sector
While such initiatives are often linked with promises to transform government services and increase efficiency, research has shown that adopting ICTs for government purposes is associated with a high failure rate
This study has investigated associations between the use of formal decision-making processes and e-Government project outcomes by administering a survey to Swedish national government agencies and municipalities
Summary
E-Government is the use of information and communication technology (ICT) in the public sector. While such initiatives are often linked with promises to transform government services and increase efficiency, research has shown that adopting ICTs for government purposes is associated with a high failure rate. The risks that lead to failure can partially be explained by the heritage from the information systems (IS) field. The public sector has some unique features that may increase risks: for instance, many stakeholders are affected by the outcomes and a variety of organizations with different aims are involved in developing the related services. Ekenberg (2015) concludes that public decision-making is in a highly doubtful state; new means for structured participatory processes have emerged, government entities seldom use them in decision-making processes [5]
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