e-Gov Projects Research Articles

Strategy, Policy, and Legal Barriers to E-Gov Implementation in Afghanistan

This research aims to identify the strategy, policy, and legal obstacles facing the implementation of E-Gov in Afghanistan from the perspective of the government employee. Accordingly, an empirical study was conducted using statistical and descriptive analysis research methods to determine the existing strategy, policy, and legal barriers. The literature review on the subject showed that while there have been several papers focusing on obstacles to E-Gov in developing countries, including Afghanistan, few studies have focused specifically on strategy, policy, and the legal barriers to E-Gov within the public sector of Afghanistan. This study takes as its sample a total of 387 employees from 10 different government institutions in Afghanistan. The final results of the analysis indicate that respondents agreed on the existence of all the strategy, policy, and legal barriers listed in the survey. However, of interest was that four obstacles out of 11 rated either agreed or strongly agreed by respondents; that is, the absence of implementation guidance for E-Gov Projects (57.82%); lack of legal bases and comprehensive policy (58.35%); lack of security rules, policies and privacy law (58.39%); and lack of political commitment and coordination (58.34%), all of which were considered significant barriers. Therefore, the findings of this paper contribute towards filling the knowledge gap of E-Gov sector strategy, policy, and legal barriers. Furthermore, the results of the survey confirm the hypothesis that strategy, policy and legal barriers are among the major challenges facing effective implementation of E-Gov initiatives.

The Effect of Internal Factors within the Government Entities on the Implementation of E-gov Projects by External IT Service Providers: An Empirical Study on GCC Area

The building of e-government has become a priority issue as well as a challenge for many local, state, and federal government agencies worldwide. Information and Communication Technology (ICT) is now widely employed to help the governments transformation toward smart governments. Many critical success factors (CSF) are there to determine the chance a transformation project can go-live. It has been noticed that the implementation journey for IT solutions in the public sector has lots of barriers and challenges which lead to low success rate of projects. This study examines the effect of the Ease of Delivery of the implementation journey on the Success of Delivery. The result shows that the Ease of Delivery is positively related to the Success of Delivery. The result of this study has the potential to increase the success rate of IT projects in government sector by shedding the light on the most important factors affecting the delivery journey for egovernment projects.

E-Governance to Smart Governance

India has been harnessing the benefits provided by the information & communication technologies (ICT) to provide integrated governance, reach to the citizens faster, and provide efficient services and citizen empowerment through access to information. The aim is to redefine governance in the ICT age to provide smart governance. Several significant initiatives have been taken at the centre and the state level in this direction. Electronic governance (e-governance) has received a tremendous interest world over. Significant amount of money is being put into making e-governance a reality. A number of projects are being taken up at various levels, it therefore becomes important to make reasonable means of assessment to see whether the projects have achieved or are going to achieve their planned goals. Proper assessment of these projects gives us crucial learning on the kind of changes needed to be done to make them successful. The paper puts across the key issues and challenges in assessing e-gov projects. Information and communication technologies (ICTs) are widely acknowledged as important resources for socio-economic development. Due to resource constraints, shared access forms the dominant mode of access to these technologies in most developing countries. Governments, non‐governmental institutions and business entrepreneurs have invested significant amounts of human and financial resources in public libraries, telecenters, internet cafes and other forms of public access, without clear evidence on what the ultimate outcomes will be and the actual costs. This report presents a review of empirical research on the impacts of public access to ICTs in order to document what is known about this approach to ICT service delivery. The results show that there is limited conclusive evidence on downstream impacts of public access to ICTs. It has been recognised world over that good governance is essential for sustainable development, both economic and social. The three essential aspects emphasised in good governance are transparency, accountability and responsiveness of the administration. “citizens’ charters” initiative is a response to the quest for solving the problems which a citizen encounters, day in and day out, while dealing with the organisations providing public services. The basic objective of the citizens’ charter is to empower the citizen in relation to public service delivery. Six principles of the citizens’ charter movement as originally framed, were: (i) quality: improving the quality of services; (ii) choice: wherever possible; (iii) standards: specify what to expect and how to act if standards are not met; (iv) value: for the taxpayers’ money; (v) accountability: individuals and organisations; and (vi) transparency: rules/procedures/schemes/grievances. Thus this paper explores that through the use of citizen charter the people of mp can get the real form of e-governance to smart governance.

Living apart together

Purpose – Against the backdrop of European eGovernment (eGov) and new public management strategies, public sector mergers are the ultimate transformation after collaboration and integration. The land administration domain is useful to evaluate how and why mergers occur or not. The domain usually comprises two types of organizations, cadastres and land registries. There are both national and international calls to merge these two types, yet some countries have opted to merge these, while others persist in maintaining two separate ones. How and why this occurs is the key question. Design/methodology/approach – This study applies a mixed-methods approach of data collection and a co-evolutionary perspective on organizational changes. Agencies change alongside perceptions of staff members and external stimuli of policies. These are exposed through narrated personal vignettes and international benchmarking surveys of land agencies. Findings – Decisions on mergers are primarily embedded in local organizational cultures, and follow non-linear paths and are historically path-dependent. Internal staff members tend to disfavour mergers. Contrastingly, external stimuli such as the benchmark surveys act as national and international stimuli which favour mergers. The common narrative of both perspectives is an increased relevance of “simplicity”, which does not however have an effect on merger decisions. Research limitations/implications – The land administration domain is perhaps idiosyncratic. It has a long history with discussions on merging collaborating organizations. Still, other domains affected by eGov strategies have so far only focused on operational interoperability and database integration, and less on the potential for institutional or organizational mergers. Therefore, experiences from land administration will be useful in the future. Practical implications – During the formulation of new eGov projects which foster further collaboration and integration in the public sector, it is necessary to take the merger experiences of land agencies into account. It is especially necessary to be aware of implicit norms which are fostered by positive feedback loops of social networks during mergers, which may influence discretionary decisions. In addition, international benchmarks and ranking need to reconsider their benchmarking criteria which currently only focus on efficiency measures. Originality/value – Mergers may not be a next logical step when collaborating and integrating. Instead, mergers need to be rooted in personal long-standing collaboration practices. Furthermore, individual staff members may only be willing to engage in the operational aspects of mergers if it significantly makes their own tasks simpler and the quality of their work better appreciated by external customers.

Acknowledging the Effect of the Depreciation of Tangible and Intangible Benefits upon the Evaluation of E-Gov Projects

Acknowledging the Effect of the Depreciation of Tangible and Intangible Benefits upon the Evaluation of E-Gov Projects

Acknowledging the Effect of the Depreciation of Tangible and Intangible Benefits upon the Evaluation of E-Gov Projects

Acknowledging the Effect of the Depreciation of Tangible and Intangible Benefits upon the Evaluation of E-Gov Projects

E-Government institutionalizing practices of a land registration mapping system

Abstract Delivering on the promise of E-Government (E-Gov) to implement IT-enabled changes implies that processes and service delivery modifications are incorporated into the routine operations of the public sector. This is referred to as institutionalization. In contrast, institutionalizing E-Gov involves practices through which system functionalities and procedures come to assume an embedded status within the organizational environment. Prior research has focused on institutionalization but offered few clues on these institutionalizing practices of E-Gov within organizations. Our theoretical framework posits that institutionalizing of E-Gov can be analyzed as situated practices. We apply this conceptual approach to analyze the case of an 11-year implementation of a strategic E-Gov project that automated the land mapping registration services and their delivery to the public. We examine institutionalization outcomes as construction of actor-networks and institutionalizing practices as enactment of actor-network reconfiguration. Our findings provide evidence of black-box status for some E-Gov functions and situated institutionalization for others. We thereby extend the research on E-Gov post-adoption and post-implementation behaviors by providing early evidence of generic institutionalization measures and institutionalizing practices.

E-Government-Induced Business Process Change (BPC)

E-government (e-gov) projects have an increasing influence on how government business processes evolve and change. While early e-gov projects focused on government-to-public information and interaction, the second and third wave of e-gov projects also emphasize internal effectiveness and efficiency, along with intra- and interdepartmental as well as intra- and interbranch integration. With these increases in scope and scale of e-gov projects, existing business processes, including core processes, become candidates for improvement and change. While the private-sector-oriented literature on business process change abounds with descriptive and prescriptive accounts, no equivalent has been found in the public-sector-related literature. Although many insights drawn from the private sector may apply, the public sector seems to develop distinct practices. This paper contributes to the understanding of current practices in e-gov-induced business process change, comparing those practices to prescriptions derived from private-sector experience. Among other factors, the more inclusive approach observed in e-gov business process change may explain the higher success rate of public-sector projects compared to those reported from the private sector.

A European perspective towards online one-stop government: the eGOV project

e-Government reflects current visions for public administrations towards modernization and reorganization. Therefore, online one-stop Government targets the improvement of customer-to-government interactions. It provides electronic public services of distinct public authorities to citizens and businesses in a customer-oriented manner from a single point of access. The customer-oriented approach towards online one-stop Government further offers online public services 24 h a day from anywhere in an easy-to-use and simple way according to the customers’ needs. Structuring public services around citizens’ life-episodes and businesses’ specific situations represents such an approach. To speed up innovative developments in the field, the European Commission has provided substantial funding. eGOV is such an EC-funded project that aims at developing an integrated platform for realizing online one-stop Government. Key innovations of eGOV are: a global access point to enter different governmental services and information at distinct levels of public administration and with different devices; and the development of online one-stop Government process models. To develop an integrated one-stop Government platform, different requirements have to be fulfilled. Here, an holistic development approach provides an important guideline to address different aspects impacting advanced one-stop Government systems. With such an holistic approach, despite the technical developments, integrated process models for online public service delivery are put forward. Furthermore, the legal aspects framing one-stop Government developments and the social impacts of such developments for different user groups are investigated.