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Unformatted text preview: E-governance implications
from an organizational and
Marc Holzer, Ph.D.
–Professor and Executive Director of the National Center for
–Immediate Past President, American Society for Public
–e-mail: firstname.lastname@example.org Jim Melitski
–Senior Research Associate, E-governance Institute
–e-mail: email@example.com IT and Organizational
Implications of E-governance
• Strategic vision
Human resource management and
• Two organizational change models for sustaining
innovation (Light, 2000):
– Managed innovation model (Centralized)
– Sustaining innovation model (Decentralized) • Reinvention and decentralization: Decentralized
institutions are more flexible, effective, innovative,
productive and they encourage higher morale (Osborne
and Gaebler, 1992).
• The effect of IT and e-government on decision-making
– Information technology and e-government facilitate decentralized
decision making (Heeks, 1999).
– Centralization (and decentralization) is a conscious management
decision that is made when implementing innovative technologies
and information technology (Zuboff, 1988).
– The difference between a centralized and decentralized model
depends on the individual (Peled, 2001). Strategic vision
• Multipurpose: Justify expenditures and provide
enterprise-wide vision for future.
• If one of the goals of e-government is to transform
public agencies, then it is also critical to ensure
new initiatives meet strategic objectives.
• Traditional strategic planning – e.g. SWOT
• IT related strategic management: Business
– Examines mission critical objectives as well as
workflow processes. Inefficient paper processes that
are web enabled are still inefficient. Knowledge Management
• Data, Information, and Knowledge (…. Wisdom)
• Issue: How to create and manage organizational
• Two types of knowledge
• Two corresponding types of knowledge management
• Intranets, retiring workforces, and institutional
• If e-government is to transform public
organizations by breaking down barriers between
different agencies and make more government
transparent, then the systems underlying egovernment must be integrated.
• Enterprise resource planning (ERP) and off the
shelf systems (SAP, Oracle, PeopleSoft, etc.).
• Data warehousing and data marts.
• Geographic Information Systems. Human Resource Management
• Attracting and keeping qualified information technology
professionals with appropriate skill sets.
• Retraining current IT professionals in the public sector so
that they are capable of implementing and managing
current applications and web-based services.
• Will e-government initiatives allow public employees to
focus on non-routine and higher order tasks (automate v.
• When to use consultants and the downward spiral of
• Public accountability: Are consultants less accountable
than current IT program managers? Implications
• Capital Expenditures:
– A recent study by Deloitte Research indicated that 32 percent of
governments found obsolete legacy systems to be more of an
obstacle then project costs, staff expertise, administrative
processes, or legislative mandates. • Is e-government citizen-centric?
– As citizen-customers become “web-savvy” will they expect more
internet driven initiatives from their government?
– Or does e-government distance and disenfranchise citizens from
government (answering machine loops… “press 8 now”)?
– How relevant is the digital divide to e-government? Implications
• Transforming government:
– Holistic approach: focus on all levels of e-government
from a technological and organizational perspective.
– The development and implementation of e-government
programs and applications is an opportunity to reexamine an agencies business purpose, or critical
mission, to ensure that current new initiatives meet
– E-government initiatives and applications should be
used as a vehicle for reexamining organizational
structure (conducting BPR). ...
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This note was uploaded on 10/03/2010 for the course CSE 1234 taught by Professor Cho during the Spring '10 term at Bangladesh University of Eng and Tech.
- Spring '10