Introduction There is a growing consensus among public administration across the world about the need to revitalize public administration to facilitate customer centered, cost-efficient, and user-friendly delivery of services to citizens and businesses (Gnan, Hinna, Monteduro, & Scarozza, 2013; Gupta, Dasgupta, & Gupta, 2008; Urciuoli, Hintsa, & Ahokas, 2013). As a result of this, governments are introducing innovations in management, processes, government services, organizational structure, practices, and capacities (Arundel & Huber, 2013; Dolfsma & Seo, 2013; Reddick, 2011; van der Voet, 2013). This way they mobilize, deploy, and utilize the human capital as well as information, technological and financial resources for service delivery to citizens and businesses (Dhillon, 2005; Reddick & Turner 2012; Torres, Pina, & Acerete, 2005; Tung & Rieck, 2005; Weerakkody, El-Haddadeh, Sabol, Ghoneim, & Dzupka, 2012). Thereby they are improving the quality of governmental functions. Consequently, efficient and effective public administration is an essential precondition for economic and social development (Adam, Delis, & Kammas, 2011). So far research has prioritized the studies on the effects of informationcommunication technologies (ICT) and information systems (IS) as a shortcut to increase public sector efficiency and improve internal administration and management capabilities (Arduini, Material published as part of this publication, either on-line or in print, is copyrighted by the Informing Science Institute. Permission to make digital or paper copy of part or all of these works for personal or classroom use is granted without fee provided that the copies are not made or distributed for profit or commercial advantage AND that copies 1) bear this notice in full and 2) give the full citation on the first page. It is permissible to abstract these works so long as credit is given. To copy in all other cases or to republish or to post on a server or to redistribute to lists requires specific permission and payment of a fee. Contact Publisher@InformingScience.org to request redistribution permission. Denni, Lucchese, Nurra, & Zanfei, 2013; Cordelia & Bonina, 2012; Lozoya-Arandia & FrancoReboreda, 2012; Vu, 2013; Ziemba & Papaj 2013). Governments have largely conceived IS use as a further step in the reorganization of the public sector along the basic principles of efficiency gains and costs savings (Bekkers & Homburg, 2007; Dunleavy, Margetts, Bastow, & Tinkler, 2006; Heeks, 2002; Homburg, 2004). Public administration is taking advantage of enhancing its performance, especially in terms of information and communication at the local, regional, national, and also international levels. The improvement of information flow and communication between government units at the different levels can lead to the meeting of goals--streamlining processes and increasing efficiency, sustaining and strengthening democracy, and improving government accountability and transparency. The use of IS is an essential component of a government strategy to succeed in a rapidly changing world. Currently, implementing and managing IS in business organizations is an unprecedented condition for economic efficiency, which is quite extensively described in the literature. However, in public administration, IS implementation is not sufficiently investigated and presented in the literature. There are some descriptions about IS itself, though there are only a few studies on IS implementations and their support of government processes. The use of information systems enhances processes management in public administration and supply of public services, which are an ongoing research subject. The study of IS implementation in public administration requires a broad knowledge base and practical experience. This paper provides an overview of information systems in public administration. …