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ABSTRACT: Governments are developing infrastructures to spur e-government development. These e-government infrastructures are based on the notion of ICT as a utility that can be (re-)used by organizations at all levels of government to create their own service provisioning and to facilitate interaction with each other. This paper investigates the development of such infrastructures by looking at regional and national aspects. A cross-country comparative framework is developed and 2 countries are analyzed. We found that infrastructure development in both countries is similar at a global level, yet the governance is different. While Norway aims to enable integration by developing a Business Process Management building block on the national level, in the Netherlands local governments compose and integrate the building blocks with implementation support from the national level. These differences between e- government infrastructure developments of the two countries can be attributed to the degree of centralization of government and the degree of active support given to e-government developments.
44th Hawaii International International Conference on Systems Science (HICSS-44 2011), Proceedings, 4-7 January 2011, Koloa, Kauai, HI, USA; 01/2011
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EG. 01/2011; 8:226-241.
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ICEGOV 2011, Proceedings of the 5th International Conference on Theory and Practice of Electronic Governance, Tallinn, Estonia, September 26-28, 2011; 01/2011
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Electronic Government - 10th IFIP WG 8.5 International Conference, EGOV 2011, Delft, The Netherlands, August 28 - September 2, 2011. Proceedings; 01/2011
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Electronic Participation - Third IFIP WG 8.5 International Conference, ePart 2011, Delft, The Netherlands, August 29 - September 1, 2011. Proceedings; 01/2011
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Electronic Government, 9th IFIP WG 8.5 International Conference, EGOV 2010, Lausanne, Switzerland, August 29 - September 2, 2010. Proceedings; 01/2010
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18th European Conference on Information Systems, ECIS 2010, Pretoria, South Africa, June 7-9, 2010; 01/2010
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17th European Conference on Information Systems, ECIS 2009, Verona, Italy, 2009; 01/2009
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9th European Conference on e-Government9th European Conference on e-Government, Westminster Business School, University of Westminster, London, UK; 01/2009
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5th European Conference on e-Government University of Antwerp, Belgium, 16-17 June 2005; 01/2005
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ABSTRACT: Governmental agencies from all over the world are in various stages of development to migrate their traditional systems architectures to more horizontally and vertically integrated architectures. In this paper a stages of growth model for the development of information architectures for local governmental agencies is presented. By analyzing discontinuities in the architectures coordinating back and front office applications five stages are derived. The five-stage model consists of 1) no integration, 2) one-to-one messaging, 3) warehouse, 4) broker and 5) orchestrated broker architecture. Public decision-makers can use these stages as a guidance and direction in architecture development, to reduce the complexity of the progression of e-government initiatives, to communicate changes to the rest of the organization and to provide milestones to evaluate and control cost of architecture development.
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ABSTRACT: Joining-up is high on the e-government agenda as this is expected to improve service delivery to citizens and businesses. It requires public and private organizations to cooperate with each other within networks that are formed around public services that cross the boundaries of organizations. Cross-organizational processes in such a network are called supply chains, aimed at delivering integrated services. The performance of each individual organization within the network influences aspects such as lead-time and quality of services delivered. In order to effectively integrate the efforts of the various organizations involved, a strategy needs to be in place to orchestrate and manage a service delivery chain. Various types of strategies can be employed. Yet little knowledge is available about which strategies are effective under which circumstances. In this paper we identify four different strategies for managing and orchestrating cross-organizational service chains. These supply chain management (SCM) strategies are based on literature research and case study analysis. The four strategies are identified based on two dimensions: the level of control (i.e. governance structure) and the architectural approach for systems integration. These four strategies are: merger, orchestra, relay race, and broadcasting. For three of the four strategies, illustrative cases have been found. The strategy selection depends on factors such as the institutional environment, political ambitions and organizational readiness. Furthermore, each strategy has its own merits and demerits. We recommend investigating the relationship between situational characteristics and SCM strategies in further research.
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ABSTRACT: Public agencies around the world are increasingly supplementing their service delivery channels with online services and continue to establish several policies and rules for improving service delivery. Such policies and rules are however based on customer oriented management paradigms without any consideration of complex customer interaction processes and staff experiences. Consequently, these policies and rules are deemed unrealistic and are often not picked up by employees. This paper reports on the synthesis of service delivery principles by employing a participative role playing game approach at a public agency. Service principles can be used to guide the design, implementation and execution of integrated service delivery. A role playing game refers to a research approach in which employees play a certain role and follow a script to simulate a range of customer interactions. Recognizing that customer experience is formed across several moments of contact with the agency through multiple channels, the game proved to be a useful instrument for both synthesizing principles and gaining bottom up commitment for embedding the principles within the public agency. We found that after the game, the employees that helped to synthesize the set of eight principles have also become active ambassadors for the principles within their respective departments.
