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E-government Project (e-government + project)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	50%

Selected Abstracts

Escalation and de-escalation of commitment: a commitment transformation analysis of an e-government project

INFORMATION SYSTEMS JOURNAL, Issue 1 2006
Gary Pan
Abstract., This paper presents a commitment transformation framework for analysing the change in actors' commitment during the transition from escalation to de-escalation in information technology projects. De-escalation is potentially a more important issue than escalation because de-escalation provides remedies for the ills of escalation. Therefore, it is important to understand how stakeholders may bias facts in the direction of previously accepted beliefs and thus prevent an organization from de-escalating. Here, we adopt Lewin's change theory to examine the commitment transformation during the transition from escalation to de-escalation of an e-government project in a local council in the United Kingdom. By conceiving actors' commitment transformation as an ,unfreezing,changing,refreezing' process, researchers may develop a deeper understanding of how actors may give up previous failing course of action and accept an alternative course of action. Practitioners can also utilize the framework in post-mortem analyses of projects which have faced escalation to devise useful de-escalation strategies for future project development.1 [source]

IS E-GOVERNMENT LEADING TO MORE ACCOUNTABLE AND TRANSPARENT LOCAL GOVERNMENTS?

FINANCIAL ACCOUNTABILITY & MANAGEMENT, Issue 1 2010
AN OVERALL VIEW
This paper seeks to assess to what extent e-government enables accountability and transparency in EU local governments. It also provides an overall view about how local governments are implementing ICTs initiatives to bring citizens closer to governments. Although the mere capacity of the Internet for the dissemination of information improves accountability and makes benchmarking easier, our results show that the expected benefits are far from being achieved because e-government projects are still in the early stages. The results also show that, at present, ICTs have not had a dramatic impact on EU local government accountability. [source]

Partnering for e-government: Challenges for public administrators

CANADIAN PUBLIC ADMINISTRATION/ADMINISTRATION PUBLIQUE DU CANADA, Issue 4 2001
John Langford
Public-private partnerships with information and communication technology firms have emerged as the vehicle of choice for implementing e-government strategies. Concerns are raised about the capacity of governments to manage these complex, multi-year, often multi-partner relationships that involve considerable sharing of authority, responsibility, financial resources, information and risks. The management challenges manifest themselves in the core partnering tasks: establishing a management framework for partnering; finding the right partners and making the right partnering arrangement; the management of relationships with partners in a network setting; and the measurement of the performance of e-government partnerships. The article reviews progress being made by governments in building capacity to deal with these core partnering tasks. It concludes that many new initiatives at the central agency and departmental/ministry level seem designed to centralize control of e-government projects and wrap them in a complex web of bureaucratic structures and processes that are, for the most part, antithetical or, at best, indifferent to the creation of strong partnerships and the business valuethat e-government public-private partnerships promise. [source]