Abstract
This research is conducted in response to the lack of empirical studies on how e- government projects are managed. We extend the contingency framework of project management proposed by Barki and his colleagues (2001) to the context of e- government projects. In particular, we contend that the digital divide is another risk factor for e-government projects and therefore bridging the digital divide should be part of e-government projects' management profiles. To test our research model, we conducted a case study with a ministry in Singapore. Theoretical contributions and managerial implications of this study are discussed.
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