Abstract. Public sector managers take much of the responsibility for selecting, commissioning, implementing and realising benefits from information technology (IT) projects. However, e-Government initiatives often suffer from complexity, vision failure, lack of goal clarity and insufficient commitment. These problems may stem from value traditions that are deeply ingrained in managers' cultural environments but not always in harmony with each other. A first step towards working with value complexity is to understand it; we synthesise a model of value positions for e-Government derived from major traditions in the public administration literature. Four value positions relevant to e-Government together with their IT assumptions are identified; they reflect the ideals of professionalism, efficiency, service and engagement. A qualitative investigation of Danish local authority managers displays both value congruence and value divergence. The interpretive study results in a theoretical model that combines value positions and relationships, and the model's implications for researchers and practitioners in focusing successful e-Government initiatives are outlined.

Abstract. E-Government strategies, investments, project selection, and implementations are influenced by value positions deeply enshrined in the traditions of public administration, which are in turn reflected in the everyday discourse of public managers. We analyse value traditions in the public administration literature and their adaptation for e-Government and synthesise three prominent positions. Administrative efficiency focuses on cost-effectiveness logics highlighted by New Public Management thinking. Service improvement, derived from the tradition of public service, emphasises the provision of better services for citizens. Citizen engagement, with its roots in liberal democracy arguments, promotes responsiveness, consultation, collaboration and participation. A set of foundational values grounded in the deeply rooted bureaucratic tradition is also distinguished. A qualitative survey of Danish local authority managers' value positions shows a heavy bias towards administrative efficiency and an absence of concern for citizen engagement. The implications of this efficiency imperative are discussed.

This is the accepted manuscript (post-print version) of the article. Contentwise, the accepted manuscript version is identical to the final published version, but there may be differences in typography and layout.

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Organizations developing safety-critical software are increasingly seeking to create better practices by meshing agile and plan-driven development processes. Significant differences between the agile and the plan-driven processes make meshing difficult, and very little empirical evidence on using agile processes for safety-critical software development exists. There are four areas of concern, in particular, for meshing the development of safetycritical software concerning: documentation, requirements, life cycle and testing. We report on a case study of a pharmaceutical organization in which a Scrum process was implemented to support agile software development in a plan-driven safety-critical project. The purpose was to answer the following research question: For safety-critical software, what can a software team do to mesh agile and plan-driven processes effectively? The main contribution of the paper is an elaborated understanding of meshing in the four areas of concern and how the conditions for safety-critical software influence them. We discuss how meshing within the four areas of concern is a contribution to existing research.