E-Government and Organizational Change

At varying paces, governments are aggressively pursuing e-government strategies with the expressed objective of capturing the efficiency that ICTs can provide. However, more often than not these strategies are being implemented within the existing organizational structures and practices of governments, which can, by their nature, thwart rather than advance the objectives. This chapter examines some key aspects of organizational change required by governments to make their e-government strategies successful. The change imperative entails a hard look at many of the structures, processes, cultural issues and management practices prevailing within the public sector. This chapter identifies government success factors for several organizational entities involved in e-government and assesses the implications for organizational change on government structures, work practices and culture. Why is Organizational Change Necessary for Successful E-Government? ICTs, by their nature, can advance reforms in the ways that governments conduct their business and relate to their citizens and clients through e-government applications. In this capacity, ICTs can serve as very useful tools for governments wishing to reform and modernize public administrations. At the same time, reforms in public administration are required to lay the administrative, policy and regulatory foundations in place to make e-government possible. Both forces working together can play a powerful role in IDEA GROUP PUBLISHING This chapter appears in the book, Practicing E-Government: A Global Perspective edited by Mehdi Khosrow-Pour © 2005, Idea Group Inc. 701 E. Chocolate Avenue, Suite 200, Hershey PA 17033-1240, USA Tel: 717/533-8845; Fax 717/533-8661; URL-http://www.idea-group.com ITB11084